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The aims of this study, which is still in progress, are to assess the value that nursing development units add to nursing and health care and to describe the essence of an NDU. The areas investigated cover: resources and costs, research and audit activities, networking activities, staff morale, staff development and supervision, and clinical leadership. The research took a staged approach with four phases: consultation, profiling the NDUs, comparing NDUs with units without NDU status and case studies of five high-performing NDUs. This paper provides an overview of the study and findings from Phases 1-3. It was important for clinical leaders to be clinically credible, to have authority and to be free from day-to-day care provision and management. Quantitative differences between NDUs and comparison units emerged for research and dissemination activity (NDUs were more active), and sickness absence (more long-term sickness in NDUs) but not for audit and staff development activity, nor for the financial context. Data from the final phase will give a more detailed understanding of the significance of these differences and the different pathways that can be taken to achieving success as an NDU. [ABSTRACT FROM PUBLISHER]

The author analyzes an article by Helen Bevan on programme that concerns with skills to promote reform in health care organisations in England. He explains the risks associated with the programme which intends to place an attempt for enhancement and reform. In his view, perpetual transformation may be counterproductive, despite the intention to enhance patients' experience. He asserts that the recognition of the importance of function over structure is the major merit of the initiatives.