TY - JOUR
T1 - The changing face of cancer care in the UK
T2 - Can nurses help to structure new services?
AU - Kirshbaum, M.
AU - Booth, K.
AU - Luker, K.
PY - 2004/7
Y1 - 2004/7
N2 - The concept of the lead cancer nurse is relatively new; no models of practice are available. An evaluation of lead cancer nurses was undertaken to identify core elements of success associated with this role. A two-stage multiple case study was used. In stage one, information was collected about post holders, working contexts, strategic aims and evidence of achievements from lead nurses, lead clinicians and senior nurses. Stage two explored the processes that enhanced and inhibited development of the lead nurse role. Site-visits were made to 12 Macmillan lead cancer nurses throughout the UK. Detailed information from interviews, observations and documentary materials were analysed using a framework that emphasized four key areas: assessment of current service, promotion of evidence-based practice, contribution to strategic decision making and consumer perspectives. Results: Enhancing factors important to the lead cancer nurses were the ability to: utilize decision-making power, build alliances and accommodate to a changing environment. Factors found to hinder achievement were: major changes in service and policy, restricted resources and the cancer site-specific structure of health service provisions. Further and greater contributions to cancer care from lead nurses require influential partnerships within local health care organizations and wider networks.
AB - The concept of the lead cancer nurse is relatively new; no models of practice are available. An evaluation of lead cancer nurses was undertaken to identify core elements of success associated with this role. A two-stage multiple case study was used. In stage one, information was collected about post holders, working contexts, strategic aims and evidence of achievements from lead nurses, lead clinicians and senior nurses. Stage two explored the processes that enhanced and inhibited development of the lead nurse role. Site-visits were made to 12 Macmillan lead cancer nurses throughout the UK. Detailed information from interviews, observations and documentary materials were analysed using a framework that emphasized four key areas: assessment of current service, promotion of evidence-based practice, contribution to strategic decision making and consumer perspectives. Results: Enhancing factors important to the lead cancer nurses were the ability to: utilize decision-making power, build alliances and accommodate to a changing environment. Factors found to hinder achievement were: major changes in service and policy, restricted resources and the cancer site-specific structure of health service provisions. Further and greater contributions to cancer care from lead nurses require influential partnerships within local health care organizations and wider networks.
KW - article
KW - cancer center
KW - cancer therapy
KW - health care organization
KW - human
KW - interview
KW - medical decision making
KW - medical documentation
KW - nurse practitioner
KW - patient care
KW - United Kingdom, Decision Making, Organizational
KW - Evidence-Based Medicine
KW - Great Britain
KW - Humans
KW - Leadership
KW - Nursing Administration Research
KW - Oncologic Nursing
UR - https://www.scopus.com/inward/record.uri?eid=2-s2.0-3042518749&doi=10.1111%2fj.1365-2354.2004.00476.x&partnerID=40&md5=b10eb00201b0acb3dbb46ef6dfeccda1
U2 - 10.1111/j.1365-2354.2004.00476.x
DO - 10.1111/j.1365-2354.2004.00476.x
M3 - Article
VL - 13
SP - 246
EP - 253
JO - European Journal of Cancer Care
JF - European Journal of Cancer Care
SN - 0961-5423
IS - 3
ER -