Specialist practice and the professional project for nursing.
This article examines the implications of the UKCC's (1994) decision to determine a sphere of practice for specialist practitioners. It coincides with the move towards professional status within nursing. It is argued that a specialization strategy for nursing has obvious advantages for those who wish nursing to be successful in its professionalization. However, unless managers use long-term planning the potential of specialist nursing practice may not be realized. It is suggested that the professionalization of nursing (professional project) is strongly linked to the fact that nursing remains a predominately female occupation (Witz, 1992), and initiatives, such as specialization, should be viewed from this standpoint. Clinical leadership is crucial to the success of specialism within nursing over the next few years. Opportunities need to be taken to reappraise specialist practitioner roles, and allow innovation to occur. Financial and educational support needs to be available and responsive; the clearer the message is regarding a clinical career structure for nursing, the more likely the 'professional project' is to succeed.
Wigens
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University College Suffolk, School of Health and Applied Sciences, Ipswich Hospital NHS Trust.
D002322:Career Mobility; D005260:Female; D006801:Humans; D007587:Job Description; D007857:Leadership; D017009:Professional Autonomy; D011361:Professional Competence; D013041:Specialties, Nursing / Q000193:education / Q000458:organization & administration*