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Professor Alison Bullock Cardiff University

Professor Alison Bullock Cardiff University. SEWAHSP Strategy Launch Working together for knowledge transfer. Overview. An illustration of HS&DR members working together to implement strategy Knowledge transfer – what it is and why it’s important Challenges What we’ve done so far

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Professor Alison Bullock Cardiff University

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  1. Professor Alison BullockCardiff University SEWAHSP Strategy Launch Working together for knowledge transfer

  2. Overview An illustration of HS&DR members working together to implement strategy Knowledge transfer – what it is and why it’s important Challenges What we’ve done so far Reflections and future plans

  3. What is knowledge transfer? Knowledge transfer (KT) is about the translation of research into impacts • getting news of research findings (knowledge) and innovations to practitioners • application - practitioners using research knowledge in their decision-making • bringing together research and practitioner communities (exchange).

  4. The translation process Research Translation Fundamental Science Innovation & Discovery Gap 3 Community, Population, Policy Impacts Gap 1 Trials & well designed studies Gap 2 Gap 4 – Population Sciences

  5. Why is it important? Innovation and research translation recognised as key policy drivers (Welsh Government Policies, SEWAHSP strategy). KT is one of the HS&DR Group’s five research priorities. Important for practitioners in all priority areas (cancer, cardio-respiratory, diabetes, genetics...) as well as managers of service delivery and educators of practitioners. All need the know and apply the most recent research findings and innovations. • Helps practitioners provide the best care, improve health and well-being, and enhances quality and safety

  6. Knowledge transfer and exchange KTE mechanisms • can improve the quality and relevance of research projects • can develop capacity in practitioner, managerial and education communities for accessing, appraising and using research evidence • can encourage greater engagement, linkage and exchange between research and practice communities

  7. Challenges • Low status of research related to service delivery and education of healthcare professionals • Share of funding for HS&DR is low relative to its importance • Capacity and capability of practitioners and NHS managers to engage with and use research • Relevance: matching research to need

  8. A story of collaboration in HS&DRG KT in the HS&DR strategy Working together on applications • NISCHR AHSC call for clinical research time competition (May) for a Stage 1 Welsh study • NIHR HS&DR call for research to improve KT and innovation in healthcare delivery and organisation (outline May; full Sept): Getting the most out of knowledge and innovation transfer ‘agents’ in healthcare Aims: to identify current mechanisms, gaps, barriers/enablers, shape development, evaluate; bring together researchers, managers, practitioners, policy makers

  9. Features of the applications • Stage 1 for an NHS manager: local scoping work to complement and strengthen stage 2 national study • NIHR HS&DR application includes 2 HS&RD Group members and a senior NHS manager (for a-day-a-week) as co-applicants • Direct NHS input into the RQs • Provides capacity building opportunity • Aligns research and education to practice

  10. Outcomes • Continuing to seek cross-institutional support for Stage 1 • Stage 2: awaiting outcome of NIHR HS&DR proposal • Diverse strengths adds value to applications • Task focused collaboration cements relationships • Clarifies KT aims

  11. Reflections • SEWAHSP provides networking opportunity, brings together practitioners and academics to help address Research-Practice gap • Relationships and face-to-face contact are important for effective collaboration and later research utilization • Cooperation works but doesn’t happen spontaneously – needs structures, support (provided by SEWAHSP) and a task focus (e.g. funding applications) • Working with NHS practitioners/managers ensures relevant RQs • Involving knowledge users as partners in the research process is a strong predictor that findings will be used and the project will achieve a greater impact

  12. The future • Build on what we have and expand in line with evidence • Pursue more joint applications for funding and develop a programmatic approach to KT • Pilot work and exchange conversations with NHS (HB input) • Through HS&DRG, agree priorities for research and research use. • Translators to champion innovation and research translation • Secondments and clinical academic posts? • Education and training to develop research-aware NHS managers, and to build capacity and capability

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