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Summary
Following a review of preceptorship practices within the children's services directorate of the Newcastle upon Tyne Hospitals NHS Trust, a working party was established to produce a directorate-wide preceptorship package. This article reviews the literature, provides a summary of the preceptorship guidelines, and critically analyses the process of implementing the programme.
key words
Professional development
These key words are based on the subject headings from the British Nursing index.
This article has been subject to double-blind review.
Introduction
An investigation of preceptorship in the clinical environment of a children's services directorate showed that the understanding, documentation and implementation of the concept varied considerably between wards. It was often dependent on the interpretation of individual staff members. Analysis of available literature on the subject highlighted that preceptorship was an essential part of the socialisation and professional development of nurses with a new registerable qualification. Ultimately, it could affect the quality of care provided by nurses in the ward environment.
Recent NHS policy developments (DoH 1997, 1998) have emphasised the importance of quality through clinical governance. Provision for gaining, support and development of staff, combined with recognition of individual accountability for practice, are key issues within clinical governance (Lugon and Secker-Walker 1999).
This article describes the rationale and process for the implementation of a structured programme of preceptorship across a children's Services directorate with 15 wards/departments. A review of the literature and early involvement of ward nursing staff, nurse educators and nursing students was important in the development of the programme.
Staff education and awareness sessions; commitment and support from the head of nursing, and a plan for the evaluation of the preceptorship programme were essential for the success and further development of the initiative: The aim was for all those involved in the process - new staff members, preceptors and the trust - to gain significant benefits.
The perceptorship working party
A working party of interested staff members across the directorate was established. The seven qualified staff involved included established staff nurses who were preceptors, a newly qualified staff nurse undergoing preceptorship, and the clinical practice co-ordinator. This mix was important to ensure that preceptorship was reviewed by representative stakeholders who could influence implementation on the yard area.
Initial discussions showed...