Evaluating a team-based approach to research capacity building using a matched-pairs study design.
ABSTRACT There is a continuing need for research capacity building initiatives for primary health care professionals. Historically strategies have focused on interventions aimed at individuals but more recently theoretical frameworks have proposed team-based approaches. Few studies have evaluated these new approaches. This study aims to evaluate a team-based approach to research capacity building (RCB) in primary health using a validated quantitative measure of research capacity in individual, team and organisation domains.
A non-randomised matched-pairs trial design was used to evaluate the impact of a multi-strategy research capacity building intervention. Four intervention teams recruited from one health service district were compared with four control teams from outside the district, matched on service role and approximate size. All were multi-disciplinary allied health teams with a primary health care role. Random-effects mixed models, adjusting for the potential clustering effect of teams, were used to determine the significance of changes in mean scores from pre- to post-intervention. Comparisons of intervention versus control groups were made for each of the three domains: individual, team and organisation. The Individual Domain measures the research skills of the individual, whereas Team and Organisation Domains measure the team/organisation's capacity to support and foster research, including research culture.
In all three domains (individual, team and organisation) there were no occasions where improvements were significantly greater for the control group (comprising the four control teams, n = 32) compared to the intervention group (comprising the four intervention teams, n = 37) either in total domain score or domain item scores. However, the intervention group had a significantly greater improvement in adjusted scores for the Individual Domain total score and for six of the fifteen Individual Domain items, and to a lesser extent with Team and Organisation Domains (two items in the Team and one in the Organisation domains).
A team-based approach to RCB resulted in considerable improvements in research skills held by individuals for the intervention group compared to controls; and some improvements in the team and organisation's capacity to support research. More strategies targeted at team and organisation research-related policies and procedures may have resulted in increased improvements in these domains.
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ABSTRACT: Many general practitioners and primary health care practitioners lack research and evaluation skills. In response, the Australian Government has funded important capacity building initiatives. To propose a conceptual model to assist these initiatives. Four groups of research involvement are suggested: nonparticipants; participating (as part of a research team); managing/training (either leading research, or in formal training to do so); and academic (with, or leading toward, a doctorate). We outline six guiding principles for research capacity building: 1) a whole system approach, 2) accommodating diversity, 3) reducing barriers to participation, 4) enabling collaboration, 5) mentoring, and 6) networking. This model forms a framework to help plan and evaluate research capacity building initiatives.Australian family physician 01/2003; 31(12):1139-42. · 0.71 Impact Factor
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ABSTRACT: The Primary Health Care Research Evaluation and Development (PHCRED) program in Australia aims to build research capacity in primary health care. In South Australia, the program (PHCRED-SA) has addressed skill building in dissemination of research findings by providing support for peer reviewed publication. The support included comprehensive advice and feedback for novice and inexperienced researchers and writers in the publication process of the program's 2003 Conference Proceedings. This paper describes the South Australian experience of supporting novice researchers in research dissemination by applying the PHCRED-SA capacity building support model.Australian health review: a publication of the Australian Hospital Association 03/2005; 29(1):6-11. · 0.70 Impact Factor
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ABSTRACT: Organizational process is an underexamined barrier and a potential bridge for the introduction of innovative treatment models into mental health practice. The author describes key operational characteristics of large, complex organizations and strategies that have been used to facilitate implementation of innovative programs in the Department of Veterans Affairs health care system. He argues that complex organizations of the type in which mental health care is increasingly delivered are characterized by multiple competing goals, uncertain technologies, and fluid involvement of key participants. Interventions shown to be effective in controlled studies are often not easily introduced into such organizations, because research is typically conducted in a buffered organizational niche that is shielded from the complex open systems around it. Key strategies for moving research into practice include constructing decision-making coalitions, linking new initiatives to legitimated goals and values, quantitatively monitoring implementation and ongoing performance, and developing self-sustaining communities of practice as well as learning organizations. The author shows how effective dissemination of new treatment methods requires attention to and effective engagement with organizational processes.Psychiatric Services 01/2002; 52(12):1607-12. · 2.01 Impact Factor