Preface; Contents; 1: Introduction; 1.1 Defining Strategy and€Strategic Planning; 1.2 Policy and€Policy Theory Defined; 1.3 Significance of€a€Strategic Approach; 1.3.1 Benefits to€a€Strategic Approach; 1.3.2 Limitations to€a€Strategic Approach; References; 2: Strategic Planning for€Advanced Nursing Practice; 2.1 Key Factors to€Consider in€Exploring the€Possibilities for€an€Advanced Nursing Practice Initiative; 2.2 Defining the€Policy Process; 2.2.1 Agenda Setting; 2.2.2 Policymakers and€Their Networks; 2.2.3 Influencing Policy Decisions.

2.2.4 Nurses' Participation in€the€Policy Process2.3 Frameworks for€Implementation of€Advanced Nursing€Practice; 2.3.1 PEPPA Framework; 2.3.1.1 PEPPA Framework Steps; 2.3.2 Schober Conceptual Policy Framework for€Advanced Practice Nursing; 2.3.2.1 Literature Review Leading to€Framework Development; 2.3.2.2 Framework Development; 2.3.2.3 Intended Use of€the€Conceptual Policy Framework; 2.3.2.4 Critical Points of€the€Conceptual Policy Framework; 2.3.2.5 Discussion of€Critical Points; 2.3.2.6 Strategic Planning and€the€Conceptual Policy Framework.

2.3.3 Conceptual Policy Framework: Singapore Exemplar2.3.3.1 Cornerstone One: Singapore Context (Legitimacy, Feasibility, Support, and€Motivation for€Advanced Nursing Practice Concept); 2.3.3.2 Cornerstone Two: Singapore Context (Definition of€APN and€Function in€Healthcare Settings); 2.3.3.3 Strategic Planning and€Coordination: Singapore Context; 2.3.4 Additional Models/Frameworks for€Advanced Nursing€Practice; 2.3.4.1 Scotland: An€Advanced Practice Toolkit; 2.3.4.2 Ireland: Advanced Nurse Practitioner and€Advanced Midwife€Practitioner; References.

3.4.3 Implementation: Do Those Who Implement Policy€Decide€Policy Formulation?3.4.4 Walt's Strategy for€Policy Implementation; 3.5 A Comparison of€Theories of€the€Policy Process; 3.6 Commentary on€the€Relevance of€Policy Theory for€Nursing; References; 4: Evidence-Based Policy Decisions; 4.1 Reality: Is Evidence Used to€Make Policy Decisions?; 4.2 Policy Agenda Setting and€Policy Decisions: Frameworks and€Models; 4.2.1 Key Decision-Makers: Power and€Authority; 4.2.2 Participation in€the€Policy Process: Direct and€Indirect; 4.2.2.1 Direct Participation; 4.2.2.2 Indirect Participation.

3: Theories of€Social and€Healthcare Policy3.1 Hall, Land, Parker, and€Webb Agenda-Setting Framework; 3.1.1 Legitimacy; 3.1.2 Feasibility; 3.1.3 Support; 3.2 Kingdon's "Windows of€Opportunity"; 3.3 Lindblom's Incrementalism and€Disjointed Incrementalism; 3.3.1 Disjointed Incrementalism; 3.3.2 Strengths and€Limitations of€Incrementalism; 3.3.2.1 Strengths of€Incrementalism; 3.3.2.2 Limitations of€Incrementalism; 3.4 Walt's Framework for€Policy Implementation; 3.4.1 Principles of€the€Walt Framework; 3.4.2 The Policy Process According to€Walt.

This eagerly anticipated book equips readers to understand the dynamics of policy processes, relevant decision-making and the significance of key decision-makers. It also emphasizes the usefulness of negotiation and diplomacy skills in order to support the development of an advanced nursing practice (ANP) initiative that involves the identification of pivotal issues to ensure that nurses unlock their full potential. Topics include a definition of strategic planning, essential factors to bear in mind, and frameworks to use in the context of formulating effective policies. By addressing outcome indicators and research, this volume offers a comprehensive approach to coordinated planning, and will appeal to advanced practice nurses, healthcare planners and policymakers, as well as administrators at hospitals and healthcare institutions.