District Nursing Team Philosophy

DISTRICT NURSING TEAM PHILOSOPHY : 

DISTRICT NURSING TEAM PHILOSOPHY

DN Service Team Philosophy : 

DN Service Team Philosophy Patients can expect a user-friendly service fully embracing the principles of best practice and provision expressed in the NMC Code of Conduct. Patients can expect support, attention, respect, trust and trustworthiness. DN Service Members are hard-working, competent, confident, compassionate, work with integrity, are well-presented and professional. DN Service Members work together, respecting and appreciating the contributions of all stakeholders in the provision of excellent care. DN Service Members communicate promptly and effectively with all involved in a person’s care. The DN Service works in safety, and within a supportive organisational environment which shares nursing attitudes, values and professionalism. The DN Service works in an environment which expresses in words and actions, gratitude for the contributions of team members.

Slide 3: 

DN Team Philosophy User friendly/ professional Patient expectations Working practices Communication Teamwork Supportive environment Gratitude

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Provides Direction : 

Provides Direction Makes team values explicit Allows comparison to personal and professional values Provides a clear focus in times of change Covey (2006) Beagan and Ellis (2009) Zeh (2002)

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Motivates : 

Motivates Provides a practical expression of nursing values Establishes a sense of contribution/value Provides sense of togetherness Increases ownership Nicholls et al (2007) Binnie and Titchen (2003) Tudor and Worrall (2003)

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Communicates : 

Communicates Expresses our values to other stakeholders Helps to assert our point of view Helps other groups consider their values Kelly and Symonds (2003) Grace (2009)

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Evaluates : 

Evaluates Enables comparison between values, words and actions Provides standards we (and others) can measure ourselves against Whyte (2007) Zeh (2002)

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Unifies : 

Unifies Reminds us of common values Helps other stakeholders to buy in to nursing values Whyte (2007) Covey (2008)

Team Philosophy : 

Team Philosophy Provides direction Motivates Communicates Evaluates Unifies Validates

Validates : 

Validates We are not alone Our opinion is valid Shows when values, words and actions match up Weaver (2008) Wilkinson and Miers (2003)

For HCP’s : 

For HCP’s Motivates (Troffino, 1995) Empowers (Way, 2006) Autonomy (DH, 1999) Endorses values (Covey, 2004) Acknowledges contribution (Ockland, 2001) Builds sense of belonging (Beagan and Ellis, 2008)

For PCT’s : 

For PCT’s Powerful communication tool (Covey, 2004) Stakeholder engagement (Covey 2008) Built-in quality improvement (Nelson 2002) Underscores shared values (Tudor and Worrall, 2003) Promotes team stability (Apker, 2003) Effective, efficient teams (Whyte 2007) Helps meet performance targets DH (1998)

For Patients : 

For Patients Clarifies expectations (Whyte, 2007) Communicates aspirations (Shakespeare, 2000) Provides a means of input into care provision (DH, 2009) Motivates involvement/ self-care (Yarling and McElmurry, 2008) Builds dignity and respect (RCN, 2008) Builds self-esteem and autonomy (Yarling and McElmurry, 2008) Promotes social reflexivity (Elliott and Koubel, 2009)

For Islington : 

For Islington Enables input into service provision (DH, 2009) Facilitates communication across stakeholder groups (DH, 1998) Matches expectations and service provision (DH, 1998) Establishes quality in service provision (Leatherman, 2003) Transformational (DH, 2009)

Where We Are Now : 

Where We Are Now Team Philosophy ready for broadcast and implementation Broadcast to PCT, patients, stakeholders Process development workshops

Where We Are Going : 

Where We Are Going Obtain patient/stakeholder input Action outcomes from workshops

References : 

References Apker, J.; Zabava-Ford, W.S. and Fox, D.H. (2003) Predicting Nurses’ Organisational and Professional Identification: The Effect of Nursing Roles, Professional Autonomy and Supportive Communication. Nursing Economics 21 (5) 226-232. Beagan B. and Ells, C. (2009) Values That Matter, Barriers That Interfere: The Struggle of Canadian Nurses to Enact Their Values. Canadian Journal of Nursing Research 41 (1) 86-107. Binnie, A. and Titchen, A. (2003) Freedom to Practice: The Development of Patient-Centred Nursing. Oxford, Butterworth-Heinemann. Covey, S.R. (2004) The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. London, Schuster and Schuster UK Ltd. Covey (2006) Covey (2008) DH (2009)  Transforming Community Services . London, DH. DH (1999) Clinical governance in the new NHS. London, DH.. DH (1998) A first class service: Quality in the new NHS. London, DH. Elliott , P. and Koubel, G. (2009) What is person-centred care? Chapter in The challenge of Person-centred Care: An Interprofessional Perspective. Koubel, G. and Bungay, H. (Eds). Basingstoke, Palgrave MacMillan. Grace, P. (2009) Nursing Ethics and Professional Responsibility in Advanced Practice. Boston, Jones and Bartlett. Kelly, A. and Symonds, A. (2003) The Social Construction of Community Nursing. London, MacMillan. Leatherman, S. and Sutherland, K. (2004) Quality of Care in the NHS of England. Any progress? Any lessons? British Medical Journal 328 (7445) E288 – 290.

References : 

References Nelson, E.C.; Batalden, P.B.; Huber, T.P.; Mohr, J.J.; Godfrey, M.M.; Headrick, L.A. and Wasson, J.H. (2002) Microsystems in Health Care: Part 1. Learning from High-performing, Front-line Clinical Units. Journal on Quality Improvement. 28 472-493. Nicholls, S.; Cullen, R.; O’Neill, S. and Halligan. A. (2000) Clinical Governance Its Origins and Its Foundations. British Journal of Clinical Governance 5 (3) 172-178. Oakland, J.S. (2001) Total Organisational Excellence: Achieving World-Class Performance. Oxford, Butterworth Heinemann. RCN (2008) Small changes make a big difference: how you can influence to deliver dignified care. London, RCN. Shakespeare, T. (2000) The Social Relations of Care. Chapter in: Rethinking Social Policy. Lewis, G.; Gerwirtz, S. and Clarke, J. (Eds). London, Sage Publications. Troffino, J. (1995) Transformational Leadership in Healthcare. Nursing Management. 26 (8) 42-47. Tudor, K. and Worrall, M. (2004) Freedom to Practise: person-centred approaches to supervision. LLangarron, PCCS Books. Way, M. (2006) Organisational characteristics and their effect on health. Nursing Economics 24 (2) 67-77. Weaver, K; Morse, J. and Mitcham, C. (2008) Ethical Sensitivity in Professional Practice: Concept Analysis. Journal of Advanced Nursing 62 (5) 607 – 618. Whyte, L. (2007) The Team Wheel. Nursing Management 13 (9) 22-24. Wilkinson, G. and Miers, M. (1999) Power and Nursing Practice. Basingstoke, MacMillan Press. Yarling, R. R. and McElmurry, B.J. (2008) The moral foundation of nursing. Journal of Advanced Nursing 8 (2) 63-73. Zeh, P. (2002) Clinical Governance and the District Nurse. Journal of Community Nursing 16 (4) 4-11.