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Changing childbirth--the midwifery managers' tale

M G Bradshaw1, P L Bradshaw

  • 1United Leeds Teaching Hospitals Trust, UK.

Journal of Nursing Management
|May 1, 1997
PubMed
Summary
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The "Changing Childbirth" policy for maternity services in Britain is not fully realized due to funding gaps and unclear objectives. Midwifery leaders feel the innovative policy has become diluted, impacting service delivery.

Area of Science:

  • Maternal Health
  • Healthcare Policy Implementation
  • Midwifery Services

Background:

  • The "Changing Childbirth" report aimed to reform UK maternity services.
  • Implementation challenges were assessed in one health region.

Purpose of the Study:

  • To explore Heads of Midwifery's views on "Changing Childbirth" recommendations.
  • To investigate the feasibility of implementing the policy by 1998.

Main Methods:

  • Qualitative investigation involving interviews.
  • Focus on operational managers' perspectives on policy influence.

Main Results:

  • Policy realization is hindered by insufficient resources.
  • Confused objectives are not fully accepted by professionals or understood by users.

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  • Midwifery leaders perceive the policy as "lukewarm advice" rather than innovative.

    • Conclusions:

    • Maternity policy implementation requires dedicated resources and clear, accepted objectives.
    • Effective policy translation necessitates understanding from professionals and service users.
    • Operational managers can research policy impact on service delivery.