Table 2.

Themes related to stakeholders’ experiences of research activities

Key themes	Examples of challenges and facilitators
Research activities
Limited awareness and knowledge of what others are doing	Challenges are associated with being a large organization that fulfils many functions Duplication of efforts and missed opportunities for greater efficiency Fluidity of roles across different departments Communication is important to help people know what questions to ask, how to find answers and who to ask
Limitations in resources	Limited financial, analytical and time resources No specific people managing research Lack of resilience and fragile staff teams
Alignment of research with long-term strategy	Importance of applied research that will develop and improve service is recognized Challenges of knowing how outputs will be used Limitations in the capacity to align research to longer-term strategic needs Longitudinal studies are difficult within an applied context, and traditionally not done The balance between time spent now for better working in the future needs to be improved
Research relationships
Openness to collaborating with external partners	Range of projects with internal and external partners Good relations with universities, particularly local ones and those with relevant expertise Existing and new networks, e.g. health and care partnerships, data analytic networks, local practice networks Partnering with external companies and consultants is a newer way of working and needs developing Challenges in working with dispersed groups and timelines for feedback Benefits of access to research expertise, tools, external funds and improved capacity to do research
Collaboration, networks and knowledge-sharing	Based on relationships built over time, informal, personal connections New links remain based on existing relationships where there is trust Networks may not be accessible to all staff (e.g. mainly limited to directors of teams) Balance between naturally forming relationships and putting a structure on that (potential resistance) Trade-offs between collaborative approaches and time spent learning on the job doesn’t always favour networks of learning
Suggested developments	Development of a knowledge hub Engagement of staff with responsibility for liaison and facilitating research Framework for collaborations and capacity-building, training element, working across departments and opening minds Moving from informal connections to systemized and enduring partnerships