Article type
Abstract
Background
Non-governmental organisations (NGOs) are a key part of the global evidence ecosystem. Rich programme data and NGO-led implementation research provide evidence to increase the impact of interventions and maximise value for money. At Sightsavers, our work in health and inclusion is driven by the principle of being evidence-based. As an implementing international NGO doing research, we generate evidence to inform our programmes and advocacy work and contribute to the global evidence base. Like many organisations, we also face the enduring challenge of bridging the gap between capturing and sharing the available evidence and the actual, measurable use of this evidence.
We report on our approach to narrow this gap within our organisation.
Approach
Based on internal consultations in 2020, we created and implemented a strategy around three strands: the capture, communication and use of research evidence. To create the right conditions for evidence use, we designed and launched a suite of knowledge capture tools and implemented a multi-pronged research dissemination approach.
We then created a framework to guide purposeful evidence generation and use, through the co-development of an organisation-wide “living” strategic learning agenda guided by a set of thematic learning questions for our areas of work. We operationalised these with tools to guide their embedding into projects, effectively tying evidence generation and uptake to both strategic and programmatic needs, thus ensuring use. We piloted this approach in 2022-23.
Results
The roll-out of knowledge capture tools and communication activities increased the visibility of and access to research evidence within the organisation, as indicated by platform metrics, attendance data and user feedback. We successfully embedded strategic thematic learning questions into 5 new projects, showing the usability of the framework. Early feedback on the process at programme level indicates increased and more meaningful engagement with evidence, also extending to partners.
Conclusions
Integrating evidence uptake and learning through a strategic learning agenda can help mainstream effective evidence use within organisations.
Bridging the know/do gap in this way is for the benefit of the people we serve/our patients. There was no involvement of the public and/or consumers in the preparation of this abstract.
Non-governmental organisations (NGOs) are a key part of the global evidence ecosystem. Rich programme data and NGO-led implementation research provide evidence to increase the impact of interventions and maximise value for money. At Sightsavers, our work in health and inclusion is driven by the principle of being evidence-based. As an implementing international NGO doing research, we generate evidence to inform our programmes and advocacy work and contribute to the global evidence base. Like many organisations, we also face the enduring challenge of bridging the gap between capturing and sharing the available evidence and the actual, measurable use of this evidence.
We report on our approach to narrow this gap within our organisation.
Approach
Based on internal consultations in 2020, we created and implemented a strategy around three strands: the capture, communication and use of research evidence. To create the right conditions for evidence use, we designed and launched a suite of knowledge capture tools and implemented a multi-pronged research dissemination approach.
We then created a framework to guide purposeful evidence generation and use, through the co-development of an organisation-wide “living” strategic learning agenda guided by a set of thematic learning questions for our areas of work. We operationalised these with tools to guide their embedding into projects, effectively tying evidence generation and uptake to both strategic and programmatic needs, thus ensuring use. We piloted this approach in 2022-23.
Results
The roll-out of knowledge capture tools and communication activities increased the visibility of and access to research evidence within the organisation, as indicated by platform metrics, attendance data and user feedback. We successfully embedded strategic thematic learning questions into 5 new projects, showing the usability of the framework. Early feedback on the process at programme level indicates increased and more meaningful engagement with evidence, also extending to partners.
Conclusions
Integrating evidence uptake and learning through a strategic learning agenda can help mainstream effective evidence use within organisations.
Bridging the know/do gap in this way is for the benefit of the people we serve/our patients. There was no involvement of the public and/or consumers in the preparation of this abstract.