ArticleWellcome open research2026
The role of embedded public health researchers in local government: Identifying markers of changes in relationships and how evidence is applied in policy and practice.
Article in Wellcome open research, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
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Who cites it
1 citing paper in PubMed.
Corrections and comments
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Authors and funding
5 authors.
Funding
Abstract
Background: Local government is central to addressing determinants of public health and must use evidence to make effective decisions. In England, local government typically does not have research infrastructure to enable this; an emerging strategy to overcome this challenge is embedding public health researchers. Expectations of embedded researchers (ERs) are often ambitious and long-term (i.e. changing culture towards evidence), with markers of change lacking, making it difficult to measure progress. Aims: to (i) better describe the rationale for our ER roles, (ii) better understand strategies ERs use and (iii) put forward a framework to track changes resulting from ER roles. Methods: A qualitative, self-reflective study was carried out by five ERs (authors). Data collection (April 2023-January 2024) comprised three stages: (1) initial discussion and written reflections, (2) reflective memo-writing, and (3) peer-to-peer interviews. Data was analysed using a hybrid approach, thematic analysis and the Framework Method, alongside an iterative process of interpretation through team discussion. Results: A framework about how ERs can contribute towards changes in evidence application in local government was developed. Relationships were identified as key. Four common relational strategies by ERs were identified to enable change: (1) reflect on context and tailor communication approaches, (2) collaborate across boundaries, (3) be visible/accessible and (4) create space to reflect and learn. Short-term markers of changes in relationships (e.g. ER expertise is seen, valued, and trusted, and relational networks are built) and markers of subsequent changes in evidence use (e.g. mindsets that seek research and evidence, critical thinking) were identified. Conclusions: A novel ER framework was developed (four relational strategies with markers of subsequent change), which can be used and tested in future research, evaluation, and practice: to develop clearer theories of change for ER initiatives, help ERs develop confidence in their roles and/or develop clearer ER job specifications and objectives.
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Registered trials
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