The implementation of a novel, more inclusive, power sharing model of leadership in the NIHR Applied Research Collaboration, North West Coast: Research Theme public adviser co leads

Wallis, Selina ORCID: 0000-0002-5490-0528, Hassan, Shaima, Hunter, Jamie, Garrett, Hilary, Hedgecoe, Lynn, Byrne, Paula, Cloke, Jane and Gabbay, Mark (2022) The implementation of a novel, more inclusive, power sharing model of leadership in the NIHR Applied Research Collaboration, North West Coast: Research Theme public adviser co leads [Poster]

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Description

Background: Patient, Public and Community Involvement, Engagement and Participation (PPCIE&P) with a focus on co-production is increasingly recommended across sectors. However, narrow models of PPI[1] can fail to empower patients and the public in the involvement process, and in addition it has been claimed that addressing power imbalance [2]is necessary to actively undertake co-production. ARC North West Coast is an NIHR and member organisation (60+) co-funded collaboration, which at its core embeds co-production with academics, health and social care staff and Public Advisors, collaborating on seven work programmes, with an overarching focus on health inequalities. In order to address power relations explicitly, Member Organisations and Public Advisers (PAs) are integrated into all decision-making processes, ranging from day-to-day research and governance activities to determining strategic direction. This study examines the process of implementing a novel leadership role for Public Advisers to: co-lead ARC NWC research Themes: acting as a link with communities in the NWC region via a PA Forum; helping ensure that each Research Theme responds to the priorities of regional communities and providers. The aim is for PCIE&P and co-production to be embedded in each of the research or implementation projects and across all programmes of work. Methods; The study used the Sigtuna Principles[3] for organisational interventions and realist evaluation to evaluate the interaction between intervention, process, and context; semi-structured interviews with PA co-leads and theme academic leads and managers were undertaken by members of the team six months after role inception, and these were analysed thematically . Each theme management group was provided with a confidential report (including recommendations to address any gaps in order to develop action plans) and overview report summarising common findings, good practice and recommendations across the themes, in order to develop organizational learning capabilities and transfer knowledge beyond this specific organization. Results: This ground-breaking initiative to embed members of the public as research theme co leads in a large NIHR funded co-funded collaboration has had early positive impacts, including upskilling, power sharing and an increase in information sharing and cross-theme working and co-production with communities and member organisations. Despite a culture and history of involving and engaging the public running through the organisation, the speed of adoption and integration varied. Key themes effecting implementation included: co-designing the role, recruitment, induction, understanding the role, embedding new practices, learning together, inclusion and personal and contextual factors. Factors identified which improved implementation included developing bespoke coaching training with The Leadership, Organisational, Professional and Academic Development Academy (University of Liverpool); senior leadership buy-in, and a strong vision for co-production. This is an iterative process and individuals and Research Themes will be supported to continue to shape, own and embed these roles throughout the lifetime of ARC. Finally a follow up study to assess the impact of implementation to share power and build the skills and mindsets needed to lead transformational system change for coproduction will be conducted. Implications; We are developing a novel model of leadership within research with our PAs which has future consequences for development of NIHR-led research. 1. Ocloo, J., et al., Exploring the theory, barriers and enablers for patient and public involvement across health, social care and patient safety: a systematic review of reviews. Health research policy and systems, 2021. 19(1): p. 1-21. 2. Alexander, J., Co-production: fostering greater inclusion or reproducing existing exclusion? An analysis of co-commissioning and resident participation on a South London housing estate. SN Social Sciences, 2021. 1(2): p. 1-19. 3. Von Thiele Schwarz, U., et al., How to design, implement and evaluate organizational interventions for maximum impact: The Sigtuna Principles. European Journal of Work and Organizational Psychology, 2021. 30(3): p. 415-427. Links https://www.youtube.com/watch?v=gIPSZAg0lEM

Item Type:	Poster
Uncontrolled Keywords:	Patient experience, coproduction, leadership
Divisions:	Faculty of Health & Life Sciences Faculty of Health & Life Sciences > Inst. Population Health Faculty of Health & Life Sciences > Inst. Population Health > Primary Care & Mental Health
Depositing User:	Symplectic Admin
Date Deposited:	27 Oct 2025 08:56
Last Modified:	27 Oct 2025 08:56
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3195002
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