Stakeholders Analysis as an Innovative Methodology for Building Health Research Capacity in Saskatchewan Though the main objective of the study was to gain insights that could be used to develop the Office’s Business Plan, other findings included the following: determining additional ways to engage health researchers and enhance provincial health research capacity; understanding and managing divergent stakeholders’ needs; articulation of current systemic barriers to health research and innovation in Saskatchewan; and determining potential indicators for measuring the performance of health research and innovation in the province. In 2007 the University of Saskatchewan and Saskatoon Health Region, with support from the Saskatchewan Health Research Foundation, pooled resources to create a new Office of the Associate Vice-President Research Health (AVPR-H), University of Saskatchewan/Vice-President Research and Innovation (VPR&I), Saskatoon Health Region. The main goal of the Office is to initiate and support excellence in health research and innovation and to identify and catalyze synergies across the two partner organizations and other strategic partners and groups involved in Saskatchewan health research. In order to develop its business plan, researchers from the Office undertook a bottom-up approach, a broad-based, qualitative, stakeholder consultative process to determine how best the Office can achieve its mandate and better serve the needs its diverse stakeholders. The study employed an eclectic and multistage stakeholder approach embedded within the domains of conventional qualitative methods and grounded theory. Interviews and focus group meetings were used for data collection. A stakeholders’ analysis (Jepsen & Eskerod, 2009) is a rigorous emergent research methodology often used to understand and address the diverse needs of patrons. The study involved consulting with stakeholders (N = 150) through a series of interviews and focus group meetings. ABSTRACT Ben Daniel, Beth Horsburgh, Jim Thornhill, and Alana Ferguson Office of the Associate Vice-President Research - Health (University of Saskatchewan)/Vice-President Research and Innovation (Saskatoon Health Region) Room B527 Health Sciences Building 107 Wiggins Road Saskatoon, SK S7N 5E5 Phone: (306) Fax: (306) Contact 1. RESEARCH METHODOLOGY Figure 2.3. Expected Outcomes 2. KEY FINDINGS 3. CONCLUSIONS Figure 2.1. Office Roles Health research is primarily conducted to discover and develop better methods, procedures and practices for maintaining and achieving a greater quality of life in a population through improved health care. Health research and innovation are critical ingredients necessary for continuous improvement of our health knowledge and understanding, and to improve the delivery of health services. The study reported in this poster was conducted to build a foundation for an office established to promote health research and innovation in Saskatchewan. 6. ACKNOWLEDGEMENTS This project was commissioned by the office of the Associate Vice-President Research-Health (University of Saskatchewan)/Vice-President of Research and Innovation (Saskatoon Health Region). We would like to thank our sponsors: the University of Saskatchewan, Saskatoon Health Region and Saskatchewan Health Research Foundation, as well as those who participated in the study, along with our office staff, and many other individuals and organizations who provided support and assistance. 5. POTENTIAL SIGNIFICANCE This presentation highlights key findings from the study, emphasizing the methodology employed as a new and innovative approach to engage health researchers, as well as a process for building health research capacity in Saskatchewan. The poster also presents a summary of current systemic barriers to health research and innovation; potential indicators for measuring the impact of health research, and possible challenges the Office is likely to face in executing its mandate. 4.MEASURING HEALTH RESEARCH Indicator (s)Measures Commercialization and Innovation  Processes, methods, and procedures;  The number of patents, licensing, and agreements Partnership  Areas of engagement across organizations;  Joint research projects and initiatives;  Interprofessional programs and activities. Publications  Number and quality of published work;  Citation analysis and bibliometrics;  Number of authors involved. Capacity and Resources  Number of health researchers and support staff;  Recruitment and retention rate;  Funding infrastructure;  The number of successful grant proposals in e.g. CIHR, CFI and Canada research chairs;  Return on investment on research outcome. Knowledge Translation  Research transfer into policy development and programming;  Evidence-based decision making;  Best practices;  Lessons learned. Logic Modelling  Pictorial presentation of how programs work;  Validating programs performance;  Developing series of what if statements. Figure 1.1. Research Methodology Figure 2.2. Office Scope Figure 2.4. Relationships Emphasized Figure 2.5. Systemic Challenges Figure 2.6. Office Challenges 7. REFERENCES 1.*Canadian Health Service Research Foundation (CHSRF). Measuring the Impact of Research: What Do We know? Insight and Action, 48(10), *Dash, P. & Traynor, M. (2003). Increasing the impact of health services research. BMJ. December 6; 327(7427): 1339–1341. Retrieved May from Jepsen, A.L. & Eskerod. P (2009). Stakeholder analysis in projects: Challenges in using current guidelines in the real world. International Journal of Project Management 27 (2009) 335– *Making an Impact. A Framework and Indicators to Measure Returns on Investment in Health Research. Report of the Panel on Investment in Health Research. Canadian Academy of Health Sciences Report, January, * Some of the indicators were based on the literature.