Four parts or one whole: The National Health Service (NHS) post-devolution.
OBJECTIVE
There is a need for nurse and midwifery managers to have an understanding of devolution and its implications for them and their colleagues. This paper will explain devolution, consider some health and social care policy including similarities and differences, and assess the impact of devolution on the nursing workforce and the regulation of nursing across the four countries of the United Kingdom (UK).


BACKGROUND
If managers are to manage effectively it is critical that they remain aware of emerging policy development and outcomes across the UK. It is now more important than ever that nurses maintain a keen eye on the impact divergent policy is having on practice as well as the UK nursing workforce.


RESULTS
The impact of devolution across the UK will be explored using convergence and divergence as a framework; commencing by providing an overview of devolution and health, moving on to examine health policy in action across the four countries.


RESULTS
Healthcare is highly political in nature. Devolution has implications for all, and adds to the complexity of health and social care provision. If managers are to manage effectively it is critical that they remain aware of emerging policy development and outcomes across the UK.


CONCLUSIONS
It is equally important that nurses, and nurse managers, develop and draw upon their political leadership skills, actively engaging in policy debates to ensure that when policies are translated into practice their outcomes are optimal in terms of quality, efficiency and sustainability. Implications for nursing management There is a need for nurse and midwifery managers to have an understanding of post-devolution structures and how they operate in order to work effectively, as well as to learn from the experiences of other parts of the UK.
Maslin-Prothero
Sian E
SE
School of Nursing and Midwifery, Keele University Hospital Campus, Clinical Education Centre, University Hospital of North Staffordshire NHS Trust, Stoke on Trent, UK. nsa23@keele.ac.uk
Masterson
Abigail
A
Jones
Kerry
K
D003256:Community Participation; D003659:Decision Making, Organizational; D034462:Dissent and Disputes; D004739:England; D005610:Freedom; D018166:Health Care Reform / Q000458:organization & administration*; D006291:Health Policy / Q000191:economics / Q000331:legislation & jurisprudence / Q000639:trends*; D006293:Health Promotion; D006301:Health Services Needs and Demand; D006801:Humans; D007857:Leadership; D008389:Marketing of Health Services; D009660:Northern Ireland; D009718:Nurse Administrators / Q000458:organization & administration*; D024802:Nurse's Role; D009729:Nursing / Q000458:organization & administration; D018802:Patient-Centered Care; D010686:Philosophy, Medical; D011050:Policy Making; D011057:Politics; D011209:Power, Psychological; D012606:Scotland; D013222:State Medicine / Q000458:organization & administration*; D014852:Wales