Non-profit community anchor organisations in England typically provide a range of support to local people, including wellbeing support, advocacy, social activities, and training and employment advice. This array of services takes a wider perspective on the determinants of health than the approach taken within the National Health Service (NHS), which generally focuses on mental and physical ill health.
Despite the different approaches, the funding for community anchor organisations is often dependent on the impact they have on health outcomes. Is this a good basis for judging the value of holistic support?
How can complex research results be shared with diverse stakeholder groups? How can stakeholders be engaged in generating future research priorities? How can diverse stakeholder voices be represented? The transfer of knowledge gained from research to stakeholders is becoming increasingly important for the uptake of results into policy and practice and to inform the direction of future research. We take this opportunity to share our perspectives on maximising stakeholder engagement and strategies for successful uptake.
How can we improve the use of research findings in policy, community and service settings? The answer could be simple: do research together with people that will use and can benefit from the research. In other words, do research in partnership with research users. While this sounds promising, building and maintaining meaningful partnerships is rarely so simple. Tokenistic approaches to research partnerships are a particular risk – this happens when research users are asked to endorse a research project over which they have little control.
Does research add value? How can we tell? With no mechanism to quality rate research outside of the university sector, research can be overlooked, or worse discontinued, particularly when organisations face ever-increasing pressures. In this blog, we discuss how we sought to protect our research investment by providing an evidence trail of how project findings contributed to strategic priorities. This blog covers the key points of what we did and what we found: for a fuller version, see our Evidence & Policy article, ‘Research assessment in a National Health Service organisation: a process for learning and accountability’.
Knowledge brokers are intermediaries who provide a potentially vital role galvanising change. Studies of knowledge brokers have mostly taken place in high-income countries, so we know much less about knowledge brokers in LMICs. To help address this gap, a global health focused research team conducted three studies following up with knowledge broker participants of international conferences in 2012, 2013 and 2015. The aim was to identify whether evidence from the conferences was shared with others and led to actions such as changes in health policy and practice, and what factors influenced decisions to share and act on evidence.
Keen to have impact with your research but getting lost in all the knowledge exchange frameworks and models that are out there? Based on ten years’ experience working in translational public health for Fuse – The Centre for Translational Research in Public Health, a UK Clinical Research Centre collaboration across five universities in North East England, we identified four practical steps to develop collaborative research and achieve meaningful change in policy and practice.
The challenges of using research to inform policy and practice are well documented, including in public health where the evidence base for interventions or programmes is patchy or contested. In response to these challenges, an abundance of models and frameworks have been developed in recent years that try to define the knowledge exchange process (how research evidence can be used, in combination with other types of knowledge, to change policy and practice). Practitioners and researchers venturing into the field of knowledge exchange are bewildered by the options available, which don’t go beyond the conceptual level and fail to describe in practical terms what research translation on the ground looks like.
You know the story. A lone cowboy (unfortunately never a cowgirl) rides away into the sunset having saved the day. The same expectations are often placed on knowledge brokers who bring together different communities to share knowledge and catalyse change. The lone knowledge broker is supposed to be a hero. But speaking from decades of experience, you just can’t do it alone. A single person does not have all the necessary networks, knowledge, understanding, skills or credibility. To be effective, knowledge brokers need teams.
In a unique experiment from 2013–2016, we set up the Bristol Knowledge Mobilisation team. This was made up of four local healthcare policymakers (called ‘commissioners’) and three primary care academics; all of whom had part-time contracts with both the university and in healthcare commissioning. Our aim was for both communities to draw on each other’s knowledge to create ‘research-informed commissioning’ and ‘commissioning-informed research’ (i.e. research of genuine relevance).
An evidence synthesis programme commissioned by the UK’s National Institute for Health Research from two academic teams produced a diverse range of outputs and methodological insights in its first three years of operation. The programme was subsequently re-commissioned for two further cycles. Scoping the topic and involving stakeholders were key to its success.
Sheena Asthana, Rod Sheaff, Ray Jones and Arunangsu Chatterjee
In an article published in Evidence & Policy last year, ‘eHealth technologies and the know-do gap: exploring the role of knowledge mobilisation’, we described the eHealth Productivity and Innovation in Cornwall and the Isles of Scilly (EPIC) project, which aims to support the development of a sustainable innovation ecosystem. We found that, in order to build practically useful links between user (and/or carer) groups and those developing new eHealth technologies, the EPIC team had to invest significant resources in knowledge sharing, one-to-one networking, building focused linkages and capacity building; that financial support can play a key role in supply-side dynamics; but that the contextual and organisational barriers to eHealth innovation in England should not be underestimated.