背景:2018年,加拿大心脏与中风基金会将其方法转变为组织战略规划和优先级设置。目标是从板凳到床边到社区产生影响,改善加拿大人的健康。它吸引了研究人员,临床医生科学家,卫生系统领导人,和社区成员,包括六个关键任务区域(MCA)委员会的有生活经验的人(PWLE),每个人都由研究人员或临床医生和有生活经验的人共同主持。一起,理事会成员的任务是向Heart&Stroke提供有关我们这个时代最相关和最有影响力的优先事项的建议。这项研究的目的是探索MCA委员会对心脏病和中风的价值,以及理事会成员自己。研究问题的重点是了解管理和参与理事会的过程,挑战和结果。
方法:使用综合知识翻译方法,我们进行了为期2年(2018-2020年)的发展性评估案例研究.我们从各种来源收集了定性数据(负责管理理事会的心脏和中风团队,理事会联合主席,理事会成员,和关键线人)。我们收集了文档并分析了它们的上下文背景。
结果:与会者指出,MCA理事会在过去的两年中以各种方式不断发展:从不确定的方向到具体的方向,更好地整合PWLE的声音,并增加MCA理事会内部和之间的凝聚力。这一演变与三个层面的成功和挑战同时实现:MCA理事会及其成员,心脏与中风,加拿大人。MCA理事会于2020年解散,但了解到,事态发展,倡议和已建立的伙伴关系仍然是它们的遗产。
结论:《心脏与中风》是MCA委员会的预期目标,促进包括PWLE在内的社区成员之间的参与和对话,临床医生科学家,和研究人员,并为心脏病和中风的战略更新过程提供建议,已实现。在多学科临床医生和研究人员的社区中,PWLE参与的这种协作结构和过程是可能的,但需要灵活性。致力于利益相关者关系管理,和相当多的资源。这些发现可能对其他有兴趣让公众和其他利益相关者参与其组织活动的非营利组织和资助组织有所帮助。
BACKGROUND: In 2018, the Heart and Stroke Foundation of Canada transformed its approach to organizational strategic planning and priority-setting. The goal was to generate impact from bench to bedside to community, to improve the health of Canadians. It engaged researchers, clinician scientists, health systems leaders, and community members including people with lived experience (PWLE) on six Mission Critical Area (MCA) councils, each of which was co-chaired by a researcher or clinician scientist and a person with lived experience. Together, council members were tasked with providing advice to Heart & Stroke about the most relevant and impactful priorities of our time. The aim of this research was to explore the value of the MCA councils to Heart & Stroke, and to council members themselves. The research questions focused on understanding the process of managing and participating on the councils, the challenges and outcomes.
METHODS: Using an integrated knowledge translation approach, we conducted a
case study with developmental evaluation over a 2-year time period (2018-2020). We collected qualitative data from various sources (Heart & Stroke team responsible for managing the councils, council co-chairs, council members, and key informants). We collected documents and analysed them for contextual background.
RESULTS: Participants noted that the MCA councils continuously evolved over the 2 years in various ways: from an uncertain direction to a concrete one, better integrating the voice of PWLE, and increased cohesiveness within and across MCA councils. This evolution was achieved in parallel with successes and challenges at three levels: the MCA councils and its members, Heart & Stroke, and Canadians. The MCA councils were disbanded in 2020, yet learnings, developments, initiatives and established partnerships remain as their legacy.
CONCLUSIONS: Heart & Stroke\'s intended objectives for the MCA councils, to promote engagement and dialogue among community members including PWLE, clinician scientists, and researchers, and to provide advice into Heart & Stroke\'s strategic renewal process, were achieved. This collaborative structure and process for PWLE engagement within a community of multidisciplinary clinician scientists and researchers is possible yet requires flexibility, commitment to stakeholder relationship management, and considerable resources. These findings may be helpful for other not-for-profit and funding organizations interested in engaging the public and other stakeholders into their organizational activities.