Knowledge transfert at IRSST: Background Over the years, research promotion practices have greatly evolved. This evolution is based on an extensive background of knowledge, leading-edge expertise, and on a team dedicated to KT and promotion. To optimize the appropriation of results, the IRSST has a solid network of partners that play the role of important intermediary. Given the labour-management composition of its board of directors and of its scientific advisory board, the IRSST has always promoted the involvement of employer and labour partners in order to ensure that the research responds to the needs of workplaces and that the results are used. 1980-1985 : Creation of the IRSST - First perception survey of workplaces in order to identify their needs and research priorities;
- Dissemination of research results to the scientific community, but difficulties in having workplaces appropriate the results;
- Development of a scientific policy defining the IRSST’s role in knowledge dissemination.
1986-1991 : Structuring knowledge translation - By basing itself on the research results, the Communications Department was mandated to produce tools adapted to a target clientele;
- Creation, in 1989, of the Service de transfert des applications de la recherche (STAR), which promoted collaboration between researchers and partners and order to achieved the transfer of knowledge and technologies ;
- Development of the concept of intermediaries by seeking the collaboration of partners such as joint sector-based associations (ASPs), the CSST, the Quebec’s health network, and University Industry Liaison Offices;
- Creation, in 1991, of the Comité d’exploitation des résultats de recherche (CERR) which determines, with the researchers, the various possibilities for promoting and translating research results;
- Collection of information from workplaces in order to ensure the correspondence between their needs and the research priorities.
1992-1995 : Networking
- Meetings with intermediaries to better identify their needs;
- Establishment, in 1995, of a knowledge dissemination strategy including intermediaries;
- The CERR now reviews all the research projects as soon as they have been completed in order to determine their translation potential;
- Dissolution of the STAR and return of resources to the Operations Division.
1996-2002 : Promotion by intermediaries - Organization of a “promotional day” bringing together researchers and several actors in occupational health and safety (OHS) (CSST, ASPs, members of the scientific advisory board, Quebec’s occupational health and safety research network (RRSSTQ), employer and worker representatives) to determine aspects for optimizing KT;
- Desire to establish a follow-up committee for each research project
2003-2005 : Strategic repositioning
- Lack of IRSST visibility observed regarding the number of research projects that it funds and carries out;
- CERR now focuses its reflection on the translation potential right from a project’s conception stage, as well as when the project has been completed.
2006-… : Organizational priority - The IRSST’s 2006-2010 strategic plan systematized the integration of knowledge translation and result promotion into all research and expertise activities: Knowledge translation thus became an integral part of research. The objective is to ensure a continuous interaction between knowledge producers and users by involving them throughout the research process, from the elaboration stage of the project to the dissemination of the research results;
- Creation of the Knowledge transfer and partner relations department
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