Developing a best practice framework to benchmark research and development activity in nursing and midwifery

Clinical and social care governance provides a strategic climate in which research and development (R&D) is a key component. Within this context, nurses and midwives have the opportunity and responsibility to make a difference to the quality of patient care by raising the profile of their R&D activity. The R&D Best Practice Framework advanced in this paper has been developed as a mechanism to identify good practice and to help build a more positive culture within which nursing and midwifery research and development can flourish. The aim of the Framework was to identify explicit criteria for developing the nursing and midwifery R&D agenda, against which organisations can benchmark activity. The R&D Best Practice Framework was developed using a systematic approach, and resulted in the formulation of best practice statements relating to key stakeholder groups including health and care providers, education providers and R&D funders. Statements were themed under six headings: strategy development; building capacity; infrastructure; partnership working; research in practice; and outcome assessment. The potential exists for the Framework to be translated across a range of settings, to be used by organisations as a benchmark for current activity, and as a tool which can facilitate future planning.

Mapping research in primary care nursing: Current activity and future priorities

Capacity building for research in primary care is a government priority. There is little systematic information available on research activity in the field of primary care nursing or on its future priorities for research and development (R&D). This paper reports on the work of the nursing sub-group of the Primary Care Topic Review group, which formed part of the NHSE R&D Directorate Strategic Review. The UK mapping exercise carried out in 1999 identified a total of 243 projects from 115 organizations. These were mostly funded, descriptive and reflected a wide range of inquiry. The mapping exercise helped to inform a consultation exercise with key players from the NHS, academic departments of nursing, health services research, general practice, and user organisations who developed a framework, and identified research priorities and strategies to overcome perceived barriers. This was achieved in a consensus meeting and progressively refined through consultation with a wider network. The paper seeks to draw some conclusions for building research capacity in primary care nursing.

Vision, leadership and partnership: how to enhance the nursing and midwifery contribution to research and development

AIM

This paper reports an evaluation of nursing and midwifery research and development activity in Northern Ireland.

BACKGROUND

Research and development is integral to the quality of patient care. Nurses and midwives have an important contribution to make and, whilst the professional landscape has changed significantly, with improved funding and productivity, there remains much room for improvement. To advance this agenda it is necessary to evaluate progress across the spectrum of research and development activity. The policy literature gives examples of the methods by which this can be achieved, but there is less evidence about evaluation criteria, or the methods by which research and development progress is assessed at organizational, national and international levels.

METHOD

A comprehensive analysis of the literature was undertaken to develop a 'Research and Development Best Practice Framework'. This was then used as the basis for structured interviews with 32 organizational leads for three main stakeholder groups: health and care providers (n = 20), education providers (n = 7) and funders of research and development (n = 5). Data collection was from March to November 2004.

FINDINGS

Despite general recognition of its value, only a minority of organizations had an up-to-date corporate strategy that included nursing and midwifery research and development. There was considerable variability in the systems, support structures, capacity and productivity of nurses and midwives throughout these organizations. In most, no-one had sole responsibility for leading the professional research and development agenda but, where such leadership was in place, improved outcomes were apparent. Building effective partnerships for research and development and forward planning through developing an organizational strategy were also key indicators of success.

CONCLUSION

Our findings confirm progress, but also reinforce the need to develop a clear vision, enhance leadership potential and forge effective partnerships to advance the research and development agenda in nursing and midwifery.