de Pury, J;
Ledger, J;
Fairbank, J;
(2015)
The National Institute for Health Research Service Delivery and Organisation Network: a descriptive narrative of the network.
Southampton: NETSCC: Southampton, UK.
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Abstract
BACKGROUND: Governments from the 1990s have demonstrated a concern with bridging the gaps between biomedical, clinical and health services research (HSR), in particular with bringing the benefits of that research into practice. To address this concern, the National Coordinating Centre for NHS Service Delivery and Organisation Research and Development commissioned a network in 2007 for a period of 5 years to support NHS managers in accessing and engaging with HSR generally and specifically with their research portfolio. OBJECTIVES: The Service Delivery and Organisation (SDO) Network, hosted by the NHS Confederation, aimed to enable managers to improve and develop services by facilitating their access to the latest HSR. Through a combination of push, pull, and linkage and exchange strategies, the network proactively targeted interventions at senior, middle and new managers. METHODS: This report presents a descriptive narrative of the SDO Network building in the political and organisational contexts. Information contained in this report was obtained from informal discussions with the network team, document review, analysis of web content and a review of relevant academic and grey literature. Discussions with former and current SDO Network members of staff helped to capture perceptions of influence and working practices, and suggest significant/high-impact interventions. RESULTS: The evolution of the SDO Network is captured in four distinct phases of development: initiation of the SDO Network project and its place within a new NHS research and development infrastructure; a period of knowledge transfer and exchange to encourage interactions across interest groups and collaboration with other networks; then a period of increasing complexity and consolidation from research translation to capacity building; and finally the end of project and the new innovation landscape phase. CONCLUSION: Lessons for similar initiatives aimed at knowledge mobilisation in the health sector include ensuring an adequate evaluation framework is in place from initiation, to capture impact and inform strategy, and developing a range of collaborative relationships to expand the scope and reach of activities. Future work could compare or contrast the experience of the SDO Network with studies of other networks in health (nationally or internationally) to address its contribution within the wider research literature in this field. FUNDING: The Health Services and Delivery Research programme.
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