Changing the culture: a qualitative study exploring research capacity in local government

Abstract

Background Local government has become a key constituent for addressing health inequalities and influencing the health of individuals and communities in England. Lauded as an effective approach to tackle the multiple determinants of health, there are concerns that generating and utilising research evidence to inform decision-making and action is a challenge. This research was conducted in a local authority situated in the north of England and addressed the research question – ‘What is the capacity to collaborate and deliver research?’. The study explored the assets that exist to foster a stronger research culture, identified barriers and opportunities for developing research capacity, and how a sustainable research system could be developed to impact on local residents’ health and reduce health inequalities. Methods This was a qualitative study utilising semi-structured interviews and focus groups. The study used an embedded researcher (ER) who was digitally embedded within the local authority for four months to conduct the data collection. Senior Managers were purposively sampled from across the local authority to take part in interviews. Three focus groups included representation from across the local authority. Framework analysis was conducted to develop the themes which were informed by the Research Capacity Development framework. Results Tensions between research led decision making and the political and cultural context of local government were identified as a barrier to developing research which addressed health inequalities. Research was not prioritised through an organisational strategy and was led sporadically by research active employees. A recognition across leaders that a culture shift to an organisation which used research evidence to develop policy and commission services was needed. Building relationships and infrastructure across local government, place-based collaborators and academic institutions was required. The embedded researcher approach is one method of developing these relationships. The study identifies the strengths and assets that are embedded in the organisational make-up and the potential areas for development. Conclusion Research leadership is required in local government to create a culture of evidence-based principles and policy. The embedded research model has high utility in gaining depth of information and recognising contextual and local factors which would support research capacity development.

Examining the influences on the use of behavioural science within UK local authority public health: Qualitative thematic analysis and deductive mapping to the COM-B model and Theoretical Domains Framework

“…Evidence supports that leaders have the ability to shape and adapt the culture of their organisation and its practices (67,70,(83)(84)(85). Specifically, Curtis et al (25) found that when elected members were supportive of using behavioural science, that enabled its use in practice.…”

Navigating uncharted territory with a borrowed map: lessons from setting up the BATH-OUT-2 randomised controlled trial in adult social care and housing services in English local authorities

“…This mechanism is not available for trials outside the NHS, and so we needed to negotiate approvals with each local authority separately. Gaining the individual approvals was challenging and time-consuming because research governance infrastructure and decision-making processes are significantly under-developed in local authorities compared to NHS organisations and there was considerable variation in process between different local authorities [ 14 , 30 – 32 ].…”

Examining the influences on the use of behavioural science within UK local authority public health: Qualitative thematic analysis and deductive mapping to the COM-B model and Theoretical Domains Framework

“…Participants felt that this theory-practice gap could be bridged through the use of contextualised examples, such as case studies, and via the provision of training, guidance tools, checklists and inhouse expert support. The need for tools and support to guide the implementation of new knowledge into practice and build capacity has been identified as a facilitator across health systems and local authorities (40,60,(64)(65)(66)(67)(68), and was outlined as a key priority within the national strategy produced by PHE and partners (8). In-house expert support and collaborative partnerships with universities have also been recommended by the Local Government Association (69).…”

“…Evidence supports that leaders have the ability to shape and adapt the culture of their organisation and its practices (64,67,(83)(84)(85). Specifically, Curtis et al (24) found that when elected members were supportive of using behavioural science, that enabled its use in practice.…”