IMPACT fostered links between its six LIPs by establishing structures for ongoing dialogue between the decision makers, researchers, clinicians, and members of the vulnerable communities in each partnership.
Given the international nature of our research program, we supported the development of a range of communication strategies within and across LIPs. A consistent approach to documentation and document management was key to the success of the program.
Each LIP was responsible for generating and maintaining some of the following documentation (for further details see requirements in Section 3 – Developmental Approach to Evaluation):
- Core documents: Charters, Memorandums of Understanding, Terms of Reference, meeting minutes, presentations
- Audit trail of decisions
- Field notes
IMPACT’s Communication Plan
The IMPACT communication context – International
IMPACT is a collaboration of individuals with a shared vision to optimize primary care access for vulnerable populations across two countries. We therefore need to be cognizant of cross-jurisdictional differences such as differences in health systems, modes of care delivery, research ethics board requirements, etc. and how these could influence the project and the way we work. This refers to understanding how each team operates and finding ways to harmonise our approaches.
Virtual
The geographical spread of IMPACT means that in order to build effective relationships and communication channels, IMPACT must excel at working as a virtual network. This refers to the methods of effective verbal communication as well as the sharing of documents and information. The virtual nature of IMPACT is predominantly reflected in its international team, where face-to-face meetings may only occur on an annual basis, whereas LIP meetings predominantly occurred in person. Where possible, members are urged to meet face-to-face, including while using videoconferencing tools.
Transparency
To overcome the complexity of an international, multi-site research program like IMPACT, we emphasise the need for transparency throughout all parts of the program. However, we recognise that sharing all information with all members can be burdensome. Any decisions made by a committee will be shared with all relevant members of the team. An online project management platform, Partage, will be used to house all information, products and meeting discussions made by IMPACT teams.
Sector-led priorities within a programmatic approach
A unique aspect of IMPACT is that the program is driven by the priorities and insights from each LIP. In order for the program to receive and use these inputs it is important that timely and tailored communication mechanisms are developed between the project teams, the International Executive and the LIPs.
Diversity and engagement of stakeholder groups
A challenge for IMPACT will be to effectively engage with the range of internal and external stakeholder groups. These include researchers, policy makers, health system managers, consumers and other community members in our regions. To build a relationship with each of these groups, IMPACT will need to create tailored key messages, means of communication and use language that is appropriate for the various audiences. IMPACT also plans to bring these diverse stakeholder groups together act as collaborators in a network. In this instance a shared communication platform would be more appropriate for those individuals and groups who are part of each LIP network.
Credibility
One of the key factors influencing the engagement of people with IMPACT and the sustainability of our work is our credibility. This includes the quality of our research and the way in which we work within the team, with new members and with our partners.
Key audiences
In order to meet the objectives of this communication strategy a wide range of audiences will be targeted using a variety of tools. The main audiences are:
- Patients
- Public: Scientific community or larger community e.g., communities within the LIPs, community organisations, health care practitioners, web repositories (e.g., research community, future students, educators)
- Funders
- Local decision-makers
- Provincial policy-makers
- Federal policy-makers
- Researchers (team)
- Researchers (non-team)
- Student/trainees
Table 1. Dissemination and diffusion by audience – Knowledge sharing
This chart outlines the approaches to sharing evidence generated throughout the IMPACT program of research. We distinguish between strategies that involve purposefully targeted and resourced strategies (i.e., dissemination to a specific audience) and those that may reach a given audience through diffusion (i.e., members of the public and patients may see the website but we will not specifically invest in facilitating their specific access to the website).
| Audience |
IMPACT’s Website |
Media |
Policy briefs |
|
Conferences |
Peer-reviewed |
Realist reviews |
| Patients |
√ |
√ |
√ |
||||
| Public |
√ |
√√ |
√ |
||||
| Funders |
√ |
√ |
√ |
√ |
√ |
√ |
√ |
| Local decision-makers |
√ |
√ |
√√ |
√ |
√ |
|
|
| Provincial policy-makers |
√ |
√ |
√√ |
√ |
√ |
√ |
√ |
| Federal policy-makers |
√ |
√ |
√ |
√ |
√ |
√ |
√ |
| Researchers (team) |
√ |
√ |
√ |
√ |
√ |
√ |
|
| Researchers (non-team) |
√ |
√ |
√ |
√ |
√ |
√ |
|
| Student/trainee |
√ |
√ |
√ |
√ |
√ |
√ |
Table 2. Knowledge translation & exchange components
| Component | Purpose | Approach/Content | |
| Online sharing platform | Provide a platform to share documents |
|
|
| Logo | Have an IMPACT visual identity |
|
|
| Website | Engaging team and other stakeholders; informing the public |
|
|
| Twitter account | Use social media in an effective and safe way to promote IMPACT |
|
|
| Peer-reviewed papers | Systematic approach to generating and tracking IMPACT manuscripts |
|
|
| Conferences | Disseminate findings from IMPACT to key primary care research audiences |
|
|
| Face-to-Face meetings | Share learnings with the IMPACT team and build relationships |
|
|
| Webinars | Develop capacity, and interest in translating research findings into practice |
|
|
| Monthly newsletter | Keep partners and team members informed of current and upcoming issues, activities and outcomes |
|
the consequence of the interface between the five dimensions of consumer ability and five dimensions of service accessibility (Levesque, Harris & Russell, 2013)
Access is a consequence of a dynamic process. See proposed primary health care model (Levesque et al., 2013 & Obrist et al., 2007).
Contextual and demographic factors are assumed to influence the service and consumer dimensions and need to be measured/monitored in each partnership.
The 5 dimensions of accessibility of services:
1) Approachability;
2) Acceptability;
3) Availability and accommodation;
4) Affordability;
5) Appropriateness.
The 5 dimensions of ability of consumers:
1) Ability to perceive;
2) Ability to seek;
3) Ability to reach;
4) Ability to pay;
5) Ability to engage.
Access to community-based primary health care is indicated by first-contact accessibility (primary indicator of access): The ease with which a person can obtain needed community-based primary health care (including advice and support) within a time frame appropriate to the urgency of the problem (Haggerty et al., 2007).
At a population level, access to community-based primary health care is indicated by assumed outcomes of poor access (secondary indicator of access): high rates of emergency department visits, avoidable hospitalizations and emergency department presentations for Ambulatory Care Sensitive Conditions.
groups whose demographic, geographic, economic and/or cultural characteristics impede or compromise their access to community-based primary health care services
