Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-cb9f654ff-9knnw Total loading time: 0 Render date: 2025-08-15T06:51:19.499Z Has data issue: false hasContentIssue false
This chapter is part of a book that is no longer available to purchase from Cambridge Core

4 - Agenda for change: what do theatre staff need to know?

By
Joy O'Neill
Edited by
Brian Smith ,
Paul Rawling ,
Paul Wicker  and
Chris Jones
Brian Smith
Affiliation:
Edge Hill College of Higher Education, Ormskirk
Paul Rawling
Affiliation:
Edge Hill College of Higher Education, Ormskirk
Paul Wicker
Affiliation:
Edge Hill College of Higher Education, Ormskirk
Chris Jones
Affiliation:
Edge Hill College of Higher Education, Ormskirk
Get access

Summary

Key Learning Points

  • Understand the genesis of the recent remuneration strategies in the NHS

  • Appreciate the underpinnings of the Agenda for Change approach to pay settlement

  • Identify the elements of a grade determination under Agenda for Change

  • Identify special considerations that apply to perioperative staff in setting pay grades

Leadership within the operating theatre is essential to create an environment for staff development and the delivery of effective patient care. Managers have the responsibility to contribute to healthcare planning and the promotion of policy development. The rationale for recent modernization of the health service, to ensure that care provision is of high quality and is supported by the appropriate planning framework, has been set out in strategic health and social policy documents (Department of Health 2000, 2004a).

It is important for managers and other clinical leaders to have a repertoire of skills and interventions that can be used to motivate and engage clinical teams in risk assessment and continuous quality improvement at the level of patient care delivery (Ferguson et al. 2007).

Agenda for Change

The Agenda for Change (AfC) was introduced as an initiative to modernize pay and grading within the NHS (Department of Health 2004b). This significant change for managers would initiate a new pay structure and terms and conditions for all health-related staff including perioperative practitioners.

Information

Type
Chapter
Information
Core Topics in Operating Department Practice
Leadership and Management
 , pp. 28 - 33
Publisher: Cambridge University Press
Print publication year: 2009

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aitken, L. H. & Patrician, P. A. (2000). Measuring organisational traits of hospitals: the revised nursing work index. Nursing Research, 49, 1–8.Google Scholar
Beesley, J. (2002). Making sense of the agenda for change. British Journal of Perioperative Nursing, 12, 177–182.CrossRefGoogle Scholar
Borrill, C., West, M. A., Shapiro, D. & Rees, A. (2000). Teamwork and effectiveness in health care. British Journal of Health Care, 6, 364–371.Google Scholar
,Department of Health (2000). The National Health Service (NHS) Plan. London: The Stationery Office.
,Department of Health (2001). Final Report: Learning from Bristol: The Report of the Public Enquiry into Children's Heart Surgery at the Bristol Royal Infirmary [CM 5207]. London: Stationery Office.Google Scholar
,Department of Health (2003). The NHS Knowledge and Skills Framework (NHS KSF) and Development Review Guidance: Working Draft. London: The Stationery Office.
,Department of Health (2004a). The National Health Service (NHS) Improvement Plan; Putting People at the Heart of Public Services. London: The Stationery Office.
,Department of Health (2004b). Agenda for Change. London: The Stationery Office.
,Department of Health (2004c). The NHS Knowledge and Skills Framework (NHS KSF) and the Development Review Process. London: The Stationery Office.
Ferguson, L., Calvert, J., Davie, M. & Fallon, M. (2007). Clinical leadership: using observations of care to focus risk management and quality improvement activities in the clinical setting. Contemporary Nurse; A Journal for the Australian Nursing Profession, 24, 213–225.CrossRefGoogle ScholarPubMed
Fletcher, C. & Williams, R. (1985). Performance Appraisal and Career Development. London: Hutchison.Google Scholar
Gould, D., Berridge, E. J. & Kelly, D. (2007). The National Health Service Knowledge & Skills Framework and its implications for continuing professional development in nursing. Nursing Education, 27, 26–34.Google Scholar
Healey, A. N., Undre, S. & Vincent, C. A. (2006). Defining the technical skills of teamwork in surgery. Quality & Safety in Health Care, 15, 231–234.CrossRefGoogle ScholarPubMed
,Health Professions Council (2008). Your Guide to Our Standards for Continuing Professional Development. London: Health Professions Council.
,Health Protection Agency (2003). Human Resources and Remuneration Committee. Enclosure 03/58. http://www.hpa.org.uk/web/HPAwebFile/HPAweb_C1194947366552.
Kirwan, G. (2004). Agenda for Change. Emergency Nurse, 12, 16–17.CrossRefGoogle Scholar
Leggat, S. G. (2007). Effective healthcare teams require effective team members; defining team competencies. BMC Health Services Research, 7, 7–17.CrossRefGoogle Scholar
,National Audit Commission (2001). Hidden Talents. Education and Training for Healthcare Staff in NHS Trusts. London: Audit Commission.
,National Health Service Careers (2007). Me and my PDR; A Workbook for Personal Development Review. London: NHS Careers, NHSLD01.
,National Health Service Elite (2008). eLearning, IT Essentials and the Knowledge & Skills Framework. NHS Connecting for Health. Education & Training & Development. London: NHS Elite.
,Nursing Midwifery Council (2008). The PREP Handbook. London: Nursing Midwifery Council.
,Royal College of Nursing (2006). Guidance for RCN Members on the NHS Knowledge & Skills Framework. London: Royal College of Nursing.
Sicotte, C., Pineault, R. & Lambert, J. (1993). Medical interdependence as a determinant of use of clinical resources. Health Services Research, 28, 599–621.Google ScholarPubMed
Sigurdson, H. (2001). The meaning of being a peri-operative nurse. American operating registered nurse. AORN Journal, 74, 205; 78, 213–217.CrossRefGoogle Scholar

Accessibility standard: Unknown

Accessibility compliance for the PDF of this book is currently unknown and may be updated in the future.

Save book to Kindle

To save this book to your Kindle, first ensure no-reply@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×