Phone: 64 9 921 9391
Email: firstname.lastname@example.orgPhysical Address:
DNurs, MA (Applied), Dip Bus (PMER), ADN, Cert in Cardio-thoracic & Vascular Nursing, RN
Bamford-Wade, A. F., & Tucker, L. (2007). As Nurses see it: Impediments to Nursing Care Delivery.
Undertaken at the request of Lakes District health Board, to inform a new model of care.
In this time of economic constraints, it is critical nurses deliver quality, cost effective patient care. For this to occur, nurses need to be released from the burden of coping with the daily frustration of systems impediments which contribute to consequential delays in patient care delivery and the escalating costs of the healthcare system. This would result in enhanced patient outcomes, nurse job satisfaction, assist with the retention and recruitment of nurses and reduced burnout. The aim of this research was to describe systems impediments which impact on the delivery of nursing care. Twelve nursing units were selected by a District Health Board (DHB) to participate in the three phase design which included: a unit characteristic / demographic survey, focus groups and the use of real time voice diaries with the use of a Dictaphone of systems impediments to nursing care delivery. Six key impediments were identified using thematic analysis of the data: patient care systems, accessing equipment and managing resources, communication, doing others work, ward layout, and cultural safety. It is imperative that healthcare systems support quality patient care and nurses ability to utilise their knowledge and skill effectively and efficiently rather than wasting time on dysfunctional systems.
Bamford, A.F. (2004). Leadership for Culture Change: Generating New Growth from Old.
This research demonstrates the practical relevance of the concepts of breakthrough leadership as a Director of Nursing working with structure (shared governance) and active processes, informed by action research, to achieve the incremental breakthroughs associated with culture change in nursing. Three action cycles: New Beginnings: Values Precede, Capacity Building for Partnership and Breakthrough Outcomes: Continuous Learning, Confidence, Competence and Commitment showcase the forward and progressive movements for culture change. Situated at the heart of and operationalised within each of the action processes are the Four I’s of transformational leadership: idealised influence, inspirational motivation, intellectual stimulation and individual consideration. The four principles of shared governance partnership, equity, accountability and ownership underpin and work synchronically with the active processes in advancing the effectiveness of nursing.
Patients first: voices of our people
Today, “person centred” care is critical to address the balance of power between clinicians, managers and the people we care for. Patient stories give voice to people who are not heard and are a vehicle for helping clinicians, managers and decision makers realise the effects of their decisions and actions (Stanton, 2006).
This pilot study aims to capture the voices and experiences of Waitemata DHB patients, whanau / families, and the inter disciplinary team to gain insights and opportunities for systems redesign and improvement to care delivery. This approach is referred to in the National Health Service as evidence based co design where patients and staff work together on service improvement.
The study will recruit 10 (4 of whom will be Maori) patients, 10 whanau / family and 5 doctors, 5 nurses and 5 allied health staff as participants. Each participant will share their story of their experience with WDHB. This would be captured by a audio tape, transcribed, and edited by the participant. The stories would then be told by a narrator and this would be recorded on video and used for the purposes of systems improvement for better patient outcomes and education.
Environmental Factors Impacting on Health
Collaborative Research: The Anene Team
The ANENE Team (ANENE means “gently breathing”) was formed over 2010 and consists of Auckland University of Technology (AUT) health professionals from the School of Health Care Practice working with AUT Engineering in collaboration with Counties Manukau District Health Board to develop a device that will measure temperature, humidity, dust, smoke and carbon monoxide in the bedrooms / homes of children with respiratory disease and from a low socio-economic background.
Currently the team is preparing an application for the AUT contestable grant round seeking funding for:
The team plans to undertake a pilot study with 10 children over the winter months of May, June and July 2012 and to apply for a Health Research Council grant in September 2012.
The team consists of:
Bamford-Wade, A., Nicholls, D., Tane, H. & Mitchell, D. (2009). Politics and Health in Aotearoa/New Zealand. In S. Shaw and B. Deed (Eds.), Health and Environment in Aotearoa/New Zealand (pp. 77-94). South Melbourne, Australia: Oxford University Press
Bamford-Wade, A.F. (2011) Surfing the wave: leadership in turbulent times. New Zealand Nursing Review, May, pp 16-17.
Hughes, F. & Bamford-Wade, A.F. (2011) Providing Nursing Leadership in a Community Residential Mental Health Setting. Journal of Psychosocial Nursing & Mental Health Services Vol 49, No.7. pp.35-421-7. Refereed
Bamford-Wade, A.F. (2010) Nurses Pivotal in Transformation. New Zealand Nursing Review, May-June, pp 4-5.
Bamford-Wade, A.F. (2010) Reflections on Florence. New Zealand Nursing Review, May-June, p11.
Bamford-Wade, A.F. & Moss, C. (2010). : Transformational Leadership and Shared Governance: an action study. Journal of Nursing Management October, 2010, pp 815-821. Refereed
Bamford-Wade, A.F. (2009). How to become a leader. New Zealand Nursing Review p.6.
Bamford-Wade, A., Nicholls,D., Tane,H. & Mitchell,D. (2009). Politics and Health in Aotearoa/New Zealand in Health and Environment in Aotearoa/New Zealand, pp.77-94
Mc Calllin, A., Bamford-Wade, A.F., & Frankson, C. (2009). Leadership Succession Planning: A Key Issue for the Nursing Profession. Nurse Leader, 7 (6), 40-44
Wong, G., Acker, D., Bamford-Wade, A., Beverley,K., Burke Ryan, A., Hikuroa,E., Receveur, C.,& Tasi-Mulitalo, L. (2009) From Evidence to Action: Nurses for a Smoke-Free Aotearoa / New Zealand. International Network of Women Against Tobacco, September 2009-February 2010. 6-7.
Bamford-Wade, A.F. (2008). AUT nurse practitioner clinic for Auckland’s homeless. New Zealand Nursing Review February p.5.
McCallin, A., & Bamford, A.F. (2007). Interdisciplinary Teamwork: Is the Influence of Emotional Intelligence Fully Appreciated? Journal of Nursing Management, 15 (4), 386-391
Hughes, A., Duke, J., Bamford, A.F., & Moss, C. (2006). Enhancing Nursing Leadership through Policy, Politics and Strategic Alliances. Nurse Leader, 4 (2), 24-27
Hughes, F., Bamford, A.F., & Porter-O’Grady, T. (2006). Nursing Leadership - Global Impacts and Strategic Planning to Effect Change. Nurse Leader, December 2006
Bamford, A.F. (2005) Differentiating Leadership from Management. New Zealand Nursing Review August p.10.
Bamford, A.F., & Porter-O’Grady, T. (2000). Shared Governance within the Market Orientated Healthcare System of New Zealand. International Nursing Review, (47) 2, 83-88
Bamford-Wade, A.F. & Spence, D. (2012) Shared Governance: a vehicle for engagement and change. Nurse Education Today. April, 32 (3): 191-4. Refereed