Investigating the role of Clinical Nurse Consultants in one health district from multiple stakeholder perspectives: a cooperative inquiry

Abstract

The role of the CNC is complex and the CNCs themselves often negotiate these complexities to ensure beneficial outcomes for the patient and organisation. For the wider audience this study has given further insights into the role of these nurses and the perspectives of those with whom they work.

Education pathways, mentoring and future intentions of nurse and midwifery consultants in a NSW Health District

“…The role encompasses five domains of practice: research, education, clinical leadership, clinical services and consultancy, and clinical service planning and management (NSW Ministry of Health 2017). However, in reality, these consultant roles are diverse and complex in nature (Bloomer & Cross 2011;Walsh et al 2015) and are often enacted with large variability Walsh et al 2015). A number of factors can account for this diversity.…”

“…Despite differences in nomenclature, the role is similar to those of the United Kingdom's 'Nurse Consultant' and the United States' 'Clinical Nurse Specialist', who also experience similar issues around role enactments of their role descriptions (Jokiniemi et al 2012). These roles all belong to a broader term of 'advanced practice roles', which have been, 'recognised and described as a level or practice rather than a role or a title' Edgar et al CNC/CMCs provide a positive contribution both to their organisation and to patient outcomes (Bloomer & Cross 2011;Jannings & Armitage 2001;McIntyre et al 2012;Philip et al 2015;Roche et al 2013;Walsh et al 2015;Yacopetti et al 2010). Often it is their high level of clinical knowledge, and their knowledge of how to work within the complexity of the health care system, that ensures the needs of patients, the health service, the team and the organisation are met (Walsh et al 2015).…”

“…These roles all belong to a broader term of 'advanced practice roles', which have been, 'recognised and described as a level or practice rather than a role or a title' Edgar et al CNC/CMCs provide a positive contribution both to their organisation and to patient outcomes (Bloomer & Cross 2011;Jannings & Armitage 2001;McIntyre et al 2012;Philip et al 2015;Roche et al 2013;Walsh et al 2015;Yacopetti et al 2010). Often it is their high level of clinical knowledge, and their knowledge of how to work within the complexity of the health care system, that ensures the needs of patients, the health service, the team and the organisation are met (Walsh et al 2015). Supporting the career and succession planning of these advanced nursing and midwifery roles would therefore benefit all stakeholders, including the LHD, the team, the current CNCs, those aspiring to the role and, most importantly, patients.…”

“…All CNC/CMCs belong to a CNC/CMC Network -a local professional body that meets regularly to discuss professional issues and to plan their collective requirements for supporting and enhancing these roles. A growing concern within the CNC/CMC Network was the age of its current members and the need for succession planning; this is a concern shared by the Nursing and Midwifery Executive (Walsh et al 2015). The current District mentoring program provides support when new CNC/CMCs are appointed, but there is no formal program in place for aspiring CNC/CMCs.…”

Determining the key drivers and mitigating factors that influence the role of the Nurse and/or Midwife Consultant: a cross-sectional survey

“…(Chiarella et al, 2007, Foster, &Flanders, 2014. Other barriers to performing the role included lack of resources, (Chiarella et al, 2007), lack of mentorship and succession planning (Walsh et al, 2015).…”