The Australian Prevention Partnership Centre, The Sax Institute, Building 10, 235 Jones Street, Ultimo, NSW, 2007, Australia.
Menzies Centre for Health Policy, Charles Perkins Centre, The University of Sydney, Camperdown, NSW, 2006, Australia.
Health Res Policy Syst. 2020 Jan 31;18(1):13. doi: 10.1186/s12961-019-0496-0.
Cross-sector collaborative partnerships are a vital strategy in efforts to strengthen research-informed policy and practice and may be particularly effective at addressing the complex problems associated with chronic disease prevention. However, there is still a limited understanding of how such partnerships are implemented in practice and how their implementation contributes to outcomes. This paper explores the operationalisation and outcomes of knowledge mobilisation strategies within the Australian Prevention Partnership Centre - a research collaboration between policy-makers, practitioners and researchers.
The Centre's programme model identifies six knowledge mobilisation strategies that are hypothesised to be essential for achieving its objectives. Using a mixed methods approach combining stakeholder interviews, surveys, participant feedback forms and routine process data over a 5-year period, we describe the structures, resources and activities used to operationalise these strategies and explore if and how they have contributed to proximal outcomes.
Results showed that Centre-produced research, resources, tools and methods were impacting policy formation and funding. Policy-makers reported using new practical methodologies that were helping them to design, implement, evaluate and obtain funding for scaled-up policies and programmes, and co-creating compelling prevention narratives. Some strategies were better implemented and more impactful than others in supporting these outcomes, with variation in who they worked for. The activities used to effect engagement, capacity-building and partnership formation were mostly generating positive results, but co-production could be enhanced by greater shared decision-making. Considerably more work is needed to successfully operationalise knowledge integration and adaptive learning.
Describing how collaborative cross-sector research partnerships are operationalised in practice, and with what effects, can provide important insights into practical strategies for establishing and growing such partnerships and for maximising their contributions to policy. Findings suggest that the Centre has many strengths but could benefit from more inclusive and transparent governance and internal processes that facilitate dialogue about roles, expectations and co-production practices.
跨部门合作伙伴关系是加强循证政策和实践的重要策略，对于解决与慢性病预防相关的复杂问题可能特别有效。然而，对于这些伙伴关系如何在实践中实施以及其实施如何促成结果，我们的理解仍然有限。本文探讨了澳大利亚预防伙伴关系中心（一个由政策制定者、从业者和研究人员组成的研究合作组织）内部知识传播策略的运作和结果。
该中心的计划模式确定了六种知识传播策略，这些策略被假设对于实现其目标至关重要。我们使用混合方法，结合利益相关者访谈、调查、参与者反馈表和 5 年期间的常规流程数据，描述了用于实施这些策略的结构、资源和活动，并探讨了它们是否以及如何促成了近期结果。
结果表明，中心制作的研究、资源、工具和方法正在影响政策制定和资金。政策制定者报告说，他们正在使用新的实用方法，这些方法帮助他们设计、实施、评估和为扩大规模的政策和计划提供资金，并共同制定引人注目的预防叙事。一些策略在支持这些结果方面的实施情况和影响程度要好于其他策略，而且对不同的人产生的效果也不同。用于促进参与、能力建设和伙伴关系形成的活动大多产生了积极的结果，但通过更多的共同决策，可以提高共同创作。要成功实施知识整合和自适应学习，还需要做更多的工作。
描述协作跨部门研究伙伴关系在实践中的运作方式以及产生的效果，可以为建立和发展此类伙伴关系以及最大限度地发挥其对政策的贡献提供重要的实践策略见解。研究结果表明，该中心有很多优势，但可以从更具包容性和透明度的治理和内部流程中受益，这些流程有助于就角色、期望和共同创作实践进行对话。
