1. The practice of knowledge transfer at CHSRF: Self-assessment tool “Executive training for research application” program Pierre Sauvé Director, Knowledge Transfer Canadian Health Services Research Foundation

2. Context  Our mission: to make research work (for decision makers)  Our capacity development activities  for researchers  individuals  at the academic level  for decision makers  individuals (EXTRA)  organization level (self-assessment tool)

3. THE challenge Many health services organizations, their managers and health policy makers don’t know where to find health services research, or how to apply research results

4. A response: Design of an organizational assessment tool 2000 Research and design by expert consultants – Christina Ugolini and Steven Lewis 2000-02 Tested among regional health authority managers, policy makers, researchers and health professionals Findings: High levels of interest and demand

5. What does it do? “Is research working for you? A self-assessment tool”:  Assists members of an organization to evaluate the current levels of research use, and prompt discussion about optimal levels of research use  Is a self-administered diagnostic tool  Aimed at organizations, not individuals

6. What does it do? (cont’d) Asks organizations to ask themselves:  Do we seek to acquire research?  How well do we use research, once we have it?  To what extent are we able to adapt research to help us meet our needs?  Are we using research evidence in our decisions?

7. Next step: validation By University of Ottawa research team, led by Drs. Nancy Edwards and Anita Kothari: Phase I – Utility: To determine the utility of the tool as perceived by those who have used it over the past years Phase II – Applications: a) To assess the potential usability of the tool within selected organizations in four health sectors; b) To determine the tool’s sensitivities to organizational strengths and weaknesses Phase III – Impact: To determine longer-term outcomes of the use of the tool within selected health services organizations

8. And after… Based on the results, we will:  Modify the assessment tool to optimize utility and applicability  Promote the dissemination and application of the tool among health services organizations across the country  Develop feedback and adjustment processes to maintain or improve the utility of the tool.

9. Another response: EXTRA / FORCES EXecutive Training for Research Application FOrmation en Recherche pour Cadres qui Exercent dans la Santé

10. EXTRA – Vision  A healthcare system where nurses, physicians and health-service executives collaborate in teams of evidence-based decision-making, taking care of the health of the Canadian population  Partners:  Canadian Health Services Research Foundation (CHSRF)  Canadian Medical Association (CMA)  Canadian Nurses Association (CNA)  Canadian College of Health Service Executives (CCHSE)

11. EXTRA — Objectives  To increase the skills of nurse and physician managers and health-service executives selected as EXTRA fellows in how to use research to better manage the Canadian healthcare system  To encourage nurses, physicians and health-service executives selected as fellows to collaborate as evidence-based decision- makers in the management of healthcare delivery  To encourage the spread of the skills and competencies needed to improve research in management beyond those formally enrolled as fellows in EXTRA

12. Program design Draws on the experience of SEARCH Current design envisages five interconnected elements:  Residency seminars  Intervention project(s)  Inter-modular educational activities  Network building and support  Post-program support and activities

13. Program design (cont’d) 10-year intake of 24 fellows per year doing two-year fellowships:  Fellows stay in workplace except for six formal residential seminars  Fellows undertake an intervention project(s) as the ‘learning vehicle’ for research-use skills

14. Program design (cont’d)  Each fellow is matched with an external mentor able to guide him or her through the use of research  The home institution will provide sponsorship and support for fellows  Post-program support and activities Challenges  Program for anglophones and francophones  Involvment of policy makers

15. Learning objectives 1.To understand how research is conceived, conducted and financed 2.To increase research literacy 3.To enhance leadership capabilities 4.To conceive and implement sustainable org. changes 5.To use research & evidence as tools for organizational change 6.To apply sound research to policy-oriented decision- making 7.To develop and implement a strategic view of knowledge management

16. Support team for fellows  An organizational sponsor to facilitate and support all aspects of program in fellows’ home setting  An academic mentor to provide curriculum advice and assist with design and work on intervention project

17. Organizational commitment  An institutional sponsor to play an active role throughout the fellowship  Willingness of a very senior executive and / or board member to attend part of the residency program  Protected time for the intervention activities  A plan for organizational exposure to and uptake of the learnings from the program

18. Timelines  Program design: to be completed early fall  Promotional activities: starting in November  Curriculum development/identification of faculty: ongoing  Call: scheduled for end of November  Selection of fellows: spring 2004  Residency seminar for first 24 fellows: August 2004

19. Thank you! Pierre Sauvé Director, Knowledge Transfer Canadian Health Services Research Foundation www.chsrf.ca