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The Challenges of providing an acute CCN service in Northern Ireland

The Challenges of providing an acute CCN service in Northern Ireland. Peter Johnston Bsc, RGN, RSCN, CCN Community Paediatric Nurse Causeway Health & Social Services Trust. Northern Ireland. 85 MILES. 110 MILES. The Mourne Mountains. The Fermanagh Lakes. The Giant’s Causeway. Statistics.

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The Challenges of providing an acute CCN service in Northern Ireland

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  1. The Challenges of providing an acute CCN service in Northern Ireland Peter Johnston Bsc, RGN, RSCN, CCN Community Paediatric Nurse Causeway Health & Social Services Trust

  2. Northern Ireland 85 MILES 110 MILES

  3. The Mourne Mountains The Fermanagh Lakes The Giant’s Causeway

  4. Statistics Total Area :5,456 square miles • Population under 19 years of age=500,153

  5. Current CCN provision in N.Ireland • CCN teams are now available in every Community and combined Trust in NI • Each team has a unique skill mix and ethos but underlying is the dedication of care for sick children in their own home • Generic teams covering all referrals • Specific complex needs and acute teams within Trust areas • Limited provision of respite care in some but not all Trusts

  6. What are the challenges ? • Organisational • Regional • Local • Professional • Geographical • Financial • Changing population profile of N.Ireland

  7. Organisational • Review of Public Administration • Challenges in integrating teams from previously separate trusts with differing priorities • Further integration of health and social services MDT working

  8. Regional • Inequalities of health • Inequalities of access • Differences in priority across trusts • Lack of regional strategy and vision

  9. Local • Remaining small sizes of teams • Dominance of Chronic and Complex needs • Poor knowledge amongst GP’s and other health care professionals

  10. Professional • Changing and evolving roles in community paediatrics specialisms, palliative , acute • Lack of representation at higher levels within trusts and board/ department level • Recruitment and training

  11. Geographical • Largely rural population • Inequality of access to regional services • Closing of local hospitals / Reconfiguration of services • Emphasis on increased community care and specialisms

  12. Financial • Focus on estates and revenue promotion • Reduction in service development • Trust priorities • Competing service needs • Direct rule

  13. Population profile • Ethnicity -new language and cultural challenges • De-urbanisation

  14. How we are meeting the challenges ? Regionally • A Healthier Future –Twenty year vision • Developing Better Services • Children’s commissioner / Minister for Children • Children’s strategy • Strategic framework for children, young people and families Locally • Greater integration of services both within health and with social services • Proposed establishment of children's directorates in each Trust area • Service initiatives

  15. How we are meeting the challenges ? • Quarterly CCN forum meetings • Sharing of best practice • Development of equipment register • Guest speaker from specialist nurse forum from the regional children's hospital • Biannual conference

  16. The real challenge? • Though there are many organisational and service challenges facing CCN’s in Northern Ireland the only way that we can realistically affect the future of our service is to actively become involved in the higher levels within the HPSS • We now have our first CCN in a senior nurse management role • Representation at Department level • Advancing roles of CCN’s across the region.

  17. A Scottish Perspective of Community Children’s Nursing Services Presented by Karen Sinclair on behalf of the Scottish CCN network group March 2006

  18. Scottish Demographics • Scotland has a population of just over 5 million • 20% of Scotland’s population are children aged 0-19years old

  19. CCN Background • Before Diana funding in 1999 only four health boards had established CCN services • Today thirteen out of fifteen have a CCN service available

  20. CCN Team Configurations

  21. Qualified Community Children’s Nurses

  22. Setting the Scene • Most operate a Mon-Fri 8am-5pm flexibly • Tertiary hospital based teams work limited hours at weekends • No CCN services offer 24/7 provision • Most teams aim to provide a needs led service • Acute community services account for between 5-20% of most CCN teams caseload

  23. Challenges of providing acute community services in Scotland • Team size • Travel • Clinical responsibility • Communication • Funding for equipment and supplies • Accountability

  24. Challenges of providing acute community services in Scotland

  25. Challenges of providing acute community services in Scotland • Travel • Team size • Clinical responsibility • Communication • Funding for equipment and supplies • Accountability

  26. The Future • Promote CCN services • Needs assessment and analysis • Development Plans • Increase skill mix in teams • Employ practice development nurses • Training future CCN

  27. Conclusion • CCN teams in Scotland are small and none provide a 24/7 service • Needs led service • Between 5% and 20% of caseload is acute • Challenges • Future

  28. Acknowledgement • I would like to thank my colleagues in the Scottish Community Children’s Nursing Network group for providing me with up to date information on their teams and the services they provide locally

  29. Advanced Practice Skills -What are they and how do we achieve them? Dr Fiona Smart Director of Studies: Advanced Clinical Practice with responsibility for CPD

  30. The question [s]? • Not least the meaning of advanced? • And the debate about skills … • what is a skill and • who should/ could/ might own it? Advanced Practice Skills -What are they, how do we achieve them and importantly how will we know that they are in place and in use?

  31. But first, the legacy • With a clean slate … • With the slate we have … • Numerous, potentially competing agendas • Not least • The European WTD • Changes to medical education/ development • Issues re. access – timely and appropriate • User/ carer focused/ centred provision • The impetus for and reality of role design

  32. Role Redesign??? • Is what? • A venture/ an initiative/ a solution ? • To address … what?: • Staff shortages • Job dissatisfaction via the development of new and emerging roles • ? • Argued to: • expand the depth and breadth of roles, creating new jobs or moving tasks up or down a traditional uni-disciplinary ladder • change traditional and long-standing barriers to change such as professional boundaries, team structures and hierarchies, existing care processes and established divides between organizations • benefit the entire healthcare team

  33. For nursing … • Numerous possibilities • Multiple tensions … not least • The decision to regulate the role of the nurse practitioner • Subject to the approval of the Privy Council • The protection of a new title in the family of nursing • Registered Advanced Nurse Practitioner

  34. An unexpected gain? • The validation of skills … • as opposed to knowledge in isolation • A challenge to the division which separates work-based roles and allows the perception that • Doctors know; nurses do

  35. Perhaps even … • Approval for ‘dirty work’ • The closer the role of the worker to the body, the less well regarded they are likely to be

  36. The Advanced Nurse Practitioner “ Advanced nurse practitioners are highly experienced, knowledgeable and educated members of the care team who are able to diagnose and treat your health care needs or refer you to an appropriate specialist if needed ” NMC 2005

  37. More specifically … • Advanced nurse practitioners are highly skilled nurses who can: • carry out physical examinations; • use their knowledge and clinical judgement to decide whether to refer patients for investigations and make diagnoses; • decide on and carry out treatment, including the prescribing of medicines, or refer patients to an appropriate specialist; • use their extensive practice experience to plan and provide skilled and competent care to meet patients health and social care needs, involving other members of the health care team as appropriate; • ensure the provision of continuity of care including follow-up visits; • assess and evaluate, with patients, the effectiveness of the treatment and care provided and make changes as needed; • work independently, although often as part of a health care team that they will lead; and • as a leader of the team, make sure that each patient’s treatment and care is based on best practice.

  38. So what was the question[s]? • Advanced Practice Skills • [1] What are they and • [2] How do we achieve them?

  39. The easy bit … controversy accepted • The RCN’s 7 domains of practice • Reviewed and Reordered • Minor Amendments • Mapped to the Knowledge and Skills Framework • The Benchmark/ Standard has been established

  40. How will the standard be achieved? • Group A • Potential registrants who have undertaken a programme based on the competencies that have been approved by the Council. Currently this group would include all those who had obtained an award as a Nurse Practitioner from a Higher Education Institution (HEI) where the programme had been jointly approved by the HEI and the RCN since 2002; • Group B • Includes individuals who undertook programmes that were based on programmes similar to those undertaken by nurses in Group A but prior to 2002. Programmes would have included most of the competencies that have now been approved but they may not all have been assessed; • Group C • Includes individuals who have completed other programmes approved by HEIs in 'advanced clinical practice’; • Group D • Includes individuals who have not completed a conventional programme of preparation, but who wish to have their prior learning and competencies (certificated or not) accredited • Group D may include individuals who have spearheaded the development of this level of practice.

  41. Catch up addressed [?]Future provision … • M level thinking • The next 5 years • Thereafter • all taught modules/ provision at Level 4

  42. Meanwhile … • If we know the skills • How are they to be known/ valued? • If the skills matter • How will they be supported/ enabled/ sanctioned in practice?

  43. Nursing’s Past • Status …. • Potential … • Internal tensions • And its future ………………..

  44. Today’s Challenge old times; new thinking? • “Training is to teach a nurse to know her business, that is to observe exactly, to understand, to know exactly, to tell exactly … training has to make her not servile, but loyal to medical orders and authorities … training is to teach the nurse to handle the agencies within our control which restore health and life, in strict obedience to the physician’s or surgeon’s power and knowledge” [Nightingale 1882: 6 in Gamarnikow 1978]

  45. And so the challenge … Advanced Practice Skills -What are they, how do we achieve them and importantly how will we know that they are in place and in use?

  46. Thank you Questions?

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