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Enhancingknowledgetransferandexchange:ReflectionsfromtheSeattleworkshoponevidence-informedpolicymakingAuthor:RyanLi,NICEInternational

AbstractThispaperidentifieskeyinsightsfromtheinternationalDecisionSupportInitiative(iDSI)workshoponSupportingEvidence-InformedPolicymaking,heldinSeattle(October2015),drawnfromthefullreportoftheworkshop(Lavis,2016),withadditionalreflectionsonhowiDSIaimstoimplementthesebestpractices.ThefivekeyareasforiDSItoaddressare:knowingthepolicycontext,enhancingknowledgebrokers,enhancingevidenceproducers,bettercommunication,andaligningtheoriesofchange.iDSIisalreadyconductinganumberofactivitiesintheseareasandwillcontinuetodosothroughout2016-2018,tosupportevidence-informedpriority-settinginlowandmiddle-incomecountries,andtostrengtheninstitutionalcapacitiesforsustainableknowledgetransferandexchange.

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March2016

ThisworkshopandreportwereproducedaspartoftheInternationalDecisionSupportInitiative(www.idsihealth.org),aglobalinitiativetosupportdecisionmakersinpriority-settingforuniversalhealthcoverage.

ThisworkreceivedfundingsupportfromBill&MelindaGatesFoundation,theUKDepartmentforInternationalDevelopment,andtheRockefellerFoundation.

WiththankstoJohnLavisandJessicaShearer

Photography:RyanLi

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IntroductionOn5-7October2015,NICEInternationalhostedtheinternationalDecisionSupportInitiative(iDSI)WorkshoponSupportingEvidence-InformedPolicymaking,attheBill&MelindaGatesFoundation(BMGF),Seattle.TheworkshopwasledbyProfJohnLavis(McMasterHealthForum)andDrJessicaShearer(PATH),andaimedtosharelearningandspurreflectionabouthowdevelopmentinitiatives,fundersandgovernmentscantogethersupportevidence-informedpriority-settinginhealth.

TheworkshopbroughttogetherpolicymakerandtechnicalrepresentativesfromThailand,Indonesia,India,Tanzania,Ethiopia,aswellasvariousinitiativesandorganisationsworkinginthepriority-settingspacegloballyandinthesecountries,includingiDSIanditspartners,BMGF,PATH,DiseaseControlPrioritiesNetwork,InstituteforHealthMetricsEvaluation,JointLearningNetworkforUHC,Priorities2020.

Presentationsfromtheworkshopcanbedownloadedhere,andthefullreportfromtheworkshop,whichsynthesisesthepublishedliteratureandinsightsfromthepresentationsandensuingdiscussions,here(Lavis,2016).ThefinalagendaandlistofparticipantscanbefoundintheAppendices.

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Bestpracticeprincipleshighlightedintheworkshop,andreflectionsforiDSIThefollowingtablelistsbestpracticeprinciplesforsupportingevidence-informedpolicymaking(excerpteddirectlyfromthefullreport),andreflectionsonhowiDSIcouldimplementtheminsupportingcountries’prioritysettinginhealth(aswellasidentifyingexampleswhereiDSIisalreadydoingworkinlinewithbestpractice)

Bestpracticeprinciples ReflectionsforiDSIKnowingandarticulatingthepolicycontextKnowingyourcontextisimportantbecausedifferenttypesofpolicydecisionsanddifferentwaysofmakingandinfluencingpolicydecisionslikelywarrantdifferentapproachestosupportingevidence-informedprioritysetting.Thismeansasking:

• whattypesofpolicydecisionsareyoutryingtoinformwithresearchevidence?

• whereandhowaresuchpolicydecisionsmade?

• whoandwhatinfluencesthesepolicydecisions?

• howwouldyoudefineevidence-informedpolicymakinginthiscontext?

Establishingwhatsuccesslookslikemeanscomingtoanagreementofwhatconstitutesevidence-informedpolicymakingandthenfindingappropriatemeasuredbasedonthisdefinition.

Routinelyconsiderthesecontextualquestionsinplanninganddeliveringallcountry-leveliDSIactivities(bothpracticalsupportandknowledgeproducts)aimedatinfluencingpolicy,particularlyrecognising:

• differencesinpolicycontextbetweencandidateiDSIpartnercountries

• thedifferentgoalsandrequiredapproachesfornationalandsub-nationalgovernmentsiniDSIfocuscountriessuchasSouthAfricaandIndia

• importanttargetaudiencesforcapacitybuildingotherthanthoseiDSIhastraditionallyengagedwith;suchasthemedia,patientsandthepublic,andthejudiciary

• existingorpotentialknowledgebrokersincountries(includingevidencegenerators,e.g.researchunits,whoalsoserveorcouldserveabrokeragefunction),whosecapacitiesandconnectionscouldbeleveragedanddevelopedtomaximiseiDSI’spolicyimpact.

Thequestionsaround“typesofpolicydecisions”,andhow“end-to-end”iDSI’sofferingandtheoryofchangeshouldbe(e.g.shoulditincludeimplementationscience)wasalsoraisedattherecentiDSISteeringGroupmeeting(Beijing,Oct2015).IndeediDSIisalreadyoperatingorplanningworkinanumberoftheseareas,forinstance:

• researchonconstraintsanddeliveryplatforms(Imperial)• impactevaluationofHTAandthevalueofimplementation

(GlasgowUniversity)• implementationofclinicalqualitystandardsinVietnamandIndia

(NICEInternational).Nonethelesswerecognisetheneedtomakeourofferingexplicit,andNI(RyanLi)isdevelopingathinkpiecetooutlinethedifferentlevelsofpriority-setting(broadlyrangingindividualinterventionstothehealthsystemlevel),withexamplesofwhereandhowiDSIhaveengagedateachlevel.ThiscanbediscussedthroughfutureiDSIgovernancearrangements(e.g.Boardmeetings)andinformiDSIactivities.iDSI(IoanaVlad,LondonSchoolofHygieneandTropicalMedicine)ispresentlydevelopingastakeholderscopingtool,andwewillaimtousethisroutinelyinourcountrypracticalsupportwork.Thistoolwillbeinformedbypoliticalscienceandsocialnetworkanalysis,includeachecklistofdifferentkindsofstakeholders(includingrecognisingknowledgebrokers),andvisualmappingoftheiri)influenceover,ii)supporttowardsevidence-informedpriority-setting.TheiDSICapacityBuildingreport(inpreparation)includesfurtherdetailsaroundtheplannedcapacitybuildingactivitiesfordifferenttargetaudiences.

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Enhancingknowledgebrokers’reach,conveningpower,andsustainability‘Knowledgebrokers’canpushforimprovementsonboththeevidence-supplyside(e.g.,communicatingresearchevidenceeffectively,bothbypackagingitbetterandbydisseminatingitinamoreplannedway)andontheevidence-demandside(e.g.,advocatingforthecreationofinstitutionalmechanismsthatprivilegetheuseofresearchevidenceandbuildingcapacitytofindanduseresearchevidenceefficiently).Socialnetworkanalysiscanhelptoidentifyexistingorpotentialknowledgebrokersaswellastheircontactsamongthoseworkingonboththeevidence-supplysideandevidence-demandside.

Atthegloballevel,ensurethatnetworkthinkingisintegraltotheiDSIMonitoring,Evaluation&Learning(MEL)framework.JessicaShearerhasbeenworkingwithiDSItodevelopandpilotmethodsandtoolsformeasuringthe‘network’levelofiDSI,i.e.the‘effectivepartnerships’intheiDSITheoryofChange,andwillbepresentingpilotnetworkassessmentfindingsin2016.AsiDSIitselfplaystheroleofknowledgebrokeringlobalandnationalcontexts,networkthinkingwillhelpusunderstandandmanagetradeoffsbetweenparallelobjectives(suchasefficiency,effectiveness,andcountryownership),andidentifyandfostermorediverseconnectionsforinnovation.Atthecountrylevel,weshallincludesocialnetworkanalysisasindicatedaboveasaroutinepartofscopingforcountrypracticalsupportprojects.ThiswillfocusonidentifyingandinfluencingthekeyplayersatthecountrylevelwhoarestrategicallybestplacedtosupportiDSIastoenable“betterdecisionsforbetterhealth”.iDSIwillcontinuetosupportthestrengtheningofinstitutionalmechanismsforevidence-informedpolicymaking.Inparticularweshallfocusonbuildingthetechnicalandinstitutionalcapacityofknowledgebrokersincountries,includingthecapacitytoconveneandhand-holdotherevidenceproducerstogetherwithevidenceconsumers(decisionmakers).Insummary,networkthinkingcanbothhelpiDSIbecomeabetterknowledgebroker(globallyandatcountrylevel),andalsohelpusidentifyotherknowledgebrokers(atcountrylevel).

Enhancingevidenceproducers’policy-relevanceSupporttheevidencesupply-sideinvariousways,includingto:

• citesignalsthatyou’rehearingfromatleastsomepartsofgovernmentthatresearchevidenceisvaluedasakeyinputtothepolicyprocessand‘audit’keydecisionsbygovernmentagainsttheresearchevidenceavailableatthetimeofthedecision;

• organizeandactonresearchpriority-settingprocessesandconductresearchinpartnershipwithpolicymakersandstakeholderstoensurethatresearchisrelevanttopolicymaking(Lomasetal.,2003)

• communicateresearchevidenceeffectively,bothbypackagingitbetteranddisseminatingitinamoreplannedway

• developingorusingone-stopshopsforlocalevidenceandusingone-stopshopsforpre-appraisedglobalevidence

Theevidencesupply-sideforiDSIincludesiDSIdeliverypartnersattheinternationallevel(e.g.academicpartnerssubcontractedtodeliverknowledgeproducts),aswellasLMICtechnicalandacademicpartnersatthecountrylevel.SomeofthebestpracticeslistedherearetheveryessenceofiDSIpracticalsupport,whereiDSIdeliverypartnersworkhand-in-handwithLMICdecisionmakersaswellasresearcherstogenerate,synthesiseandadaptglobalandlocalevidenceinacontext-andpolicy-relevantway(forexample,HITAPworkingwithIndonesianpartnerstodevelopandarticulatethepolicyrelevanceofHTAanalyses;NIworkingwithChinesecounterpartstoadaptinternationalclinicalguidelinesintoruralclinicalpathwaysandpaymentsystems).Withrespecttoknowledgeproducts,toensurethatiDSIeconomicevaluationresearchcontinuestobedemand-driven,HITAPhasin2015surveyedLMICresearchersonhigh-prioritymethodologicalandtechnicalissues(Luzetal,inpreparation).Basedontheseidentifiedissues,HITAPisnowdevelopingtheGEAR(GEAR(GuidetoEconomicAnalysisandResearch)database,aninnovativeandinteractivewikiplatformthatallowsaimedatLMICresearchersandtechnicaladvisers,andwhichcanbothservemultiplefunctionsas:

• aone-stopshopforhealtheconomicmethodologyevidence,presentedinanaccessibleformat(e.g.tabularpresentationofdifferentglobalandnationalreferencecasesforeconomicevaluation);

• arapidresponseservice,witha7-dayresponsetimetoretrieveevidenceforquestionsthatarenotyetinthewikibuthavebeenansweredelsewhere;

• a“developmentmarketplace”or“matchmaker”whereby

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• convenestakeholderdialogues,citizenpanelsandotherdeliberativeprocessesthatareinformedbyresearchevidencebutalsoconsiderthetacitknowledgeandreal-worldviewsandexperiencesofstakeholders

potentialresearchersandfunderscanidentifyandtakeupunaddressedresearchquestions.

Ifsuccessful,thiscouldbeamodelforiDSItoexpandfurtherforaspectsofpriority-settingevidencetosupportpolicydecisions,outsideofeconomicevaluation,suchasthosearoundpoliticaleconomyandethics.Ingeneral,toenhancetheusefulnessandtimelinessofiDSIproductsfordecision-makers,weshould:

• Ensurethatallresearchpapershaveassociatedlayversionsfortargetedaudiences,e.g.policybriefsaimedatpolicymakers

• EncourageiDSItechnicaldeliverypartnerstoparticipateinrapidresponseandotherdemand-drivencapacity-buildingactivities,e.g.deliveringtailoredtrainingworkshopsaspartoflargerpracticalsupportprojectsinLMICs.

• IncludeLMICrepresentativesaswellasbroaderstakeholdersinthedialoguesandconsultationthroughoutdevelopmentofiDSIproducts,e.g.aswithCGDHealthBenefitsPlansroundtable,andHITAPandtheirvariouspracticalsupportoutputs(HTAanalysesinVietnamandIndonesia,andrecentlyengagingWHOglobalandregionalrepresentativesintheconsultationforthemethodsresearchprioritiesdatabase)

• IncludeplanstoapplyknowledgeproductsinthecontextofLMICpracticalsupportprojects(preferablyattheoutsetaspartofresearchproposals),e.g.applyingevidence-informedcost-effectivenessthresholdsinIndonesiaaspartofHTAdevelopment

TohelpiDSIresearchpartnersarticulatethepolicy-relevanceoftheirproposedresearch,targetaudiencesanddisseminationplans,iDSIispilotingabriefresearchproposaltemplate(seeAppendix2)fordeliverypartnerstocompletepriortoembarkingoniDSI-fundedresearch,withaviewtorollingthisoutforallnewknowledgeproductsfrom2016.Infuture,considerincludingtheseassubgrantingconditionsorincentivesforiDSIdeliverypartners.TheiDSIEquityandEthicsWorkingGroupwithitsproposedactivitiesforaWellcomeTrustCollaborativeGrantbid(dueMar2016)isanexemplarofhowweenvisionalliDSIresearchersgoingaboutknowledgetranslation.Forexample,elicitingethicsandequityobjectivesfromstakeholdersinChinaandIndonesia;anddedicatedactivitiestowardsoptimalapproachesforstakeholderengagementthatconsiderresearchevidencealongsidetacitknowledge.

BettercommunicationforbetterhealthCommunicateresearchevidenceeffectively,bothbypackagingitbetteranddisseminatingitinamoreplannedway.Casestudiescanbeverypowerful.

InadditiontotheconsultationanddisseminationactivitiesalreadyundertakenbyiDSI(e.g.thestakeholderworkshopsheldbyHITAP),thenextphaseofiDSIwillincludededicatedcommunicationscapacityin-housewithintheiDSISecretariat(NICEInternational).Thispersonnelwillplayanimportantrolein:

• developingtheiDSIcommunicationsstrategyaswellassupportingiDSIpartnersinday-to-dayknowledgetranslationactivities(suchaseditingpolicybriefs,publishingblogpostsandnewslettersaroundiDSIproducts)

• coordinatingandleveragingthecapacitiesandreachofcommsteamsamongiDSIcorepartners(CGD,HITAP,PRICELESS)aswell

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asourcorefunders(BMGF,DFID,Rockefeller)• capacitybuildingforiDSIdeliverypartners,e.g.workshopsfor

ouracademicpartnersinwritingforpolicymakersTheiDSIwebsite(‘iDSIinAction’section)isalreadyupdatedwithcasestudiesofourpracticalsupportinourflagshipcountriesincludingChina,Vietnam,IndonesiaandIndia,followingthenarrativeoftheiDSITheoryofChange.Considerproducinganannual“BetterDecisions,BetterHealth”book(alongthelinesofCGD’sMillionsSavedseries)toshowcaseexamplesofbetterpriority-settingandlessonslearnt,withcallsforsubmissionfromwiderLMICpartners.Considerdedicatedevaluationofcommunicationanddisseminationactivities,inordertoidentifywhatismostcost-effectiveanduseful.ThiscouldbetiedinmorecloselywiththewideriDSIMELframework,whichalreadywillincluderoutinemonitoringofknowledgeproductdownloadsfromtheiDSIwebsite.

AligningtheoriesofchangetosustaininstitutionalcapacitybuildingSharetheoriesofchangeandmonitoringandevaluationplansandpushforalignmentswherepossible,andthatcanprovidethetypesoflong-termfinancialsupportrequiredtocreateandsustaintheinstitutionalandtechnicalcapacityneededforevidence-informedpriority-setting.

MaketheiDSIMELframework(TheoryofChange,MELstrategy,indicators,assessmenttools)andevaluations(annualself-assessments,anddeep-diveevaluations)availableasglobalpublicgoodsontheiDSIwebsite,whilstbeingmindfulofissuesaroundsensitiveand/orconfidentialinformationinrelationtostakeholdersatthecountry-level.ContinuedialoguewithiDSI’smainfunders,BMGFandDFID,aswellasengagementwithotherglobaldevelopmentagenciessuchasWHO,theWorldBank,theGlobalFund,Gavi,toinfluencetheirstrategiesforsupportinghealthsystemsstrengtheningforpriority-setting.Inparticular,maintaincloselinkswithfunderssothattheongoingdevelopmentandrefinementofourMELframeworkcanalsoinformfunders’M&Eactivities,e.g.todevelopaunifiedscorecardonuseofevidenceandcapacitybuildingindifferentcountriesacrossdifferentinitiatives.Wehavealreadymadeprogressinthisareain2015throughourinteractionwithSEARO,whohasadoptedtheiDSITheoryofChangeintheircountry-levelHTAsupportasaresultofiDSIengagement.Continuetoengagewithotherpriority-settinginitiativessuchasJLN,DCP-3,IHMEandPriorities-2020,ataminimumkeepingeachotherinformedregardingplannedactivitiesinoverlappingcountries,andconsideringjointactivitieswhereappropriate(e.g.iDSIcontributiontoJLN-convenedworkshops;iDSIadoptingoradaptingDCP-3orIHMEproducedevidenceindeliveringitspracticalsupportwithcountrypartners)

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ConclusionIniDSI’smissiontosupportevidence-informedpriority-settingforbetterhealthinLMICs,itshouldseektoenhanceknowledgetransferandexchangebyfocusingonfivekeyareas:knowingthepolicycontext,enhancingknowledgebrokers,enhancingevidencegenerators,bettercommunication,andaligningtheoriesofchange.Thepaperhasoutlinedrecommendations(drawnfromtheresearchliteratureaswellasthosearisingfromtheparticipantdiscussionsattheSeattleworkshop;Lavis2016),andreflectionsonproposedactivitiesthatwouldallowiDSItoimplementsuchrecommendations.EventhoughthenextphaseofiDSIwillnotincludeadedicatedbudgetlinefor‘knowledgetransferandexchange’,inpracticeiDSIisalreadyconductinganumberofsaidactivitiesandwillcontinuetodosothroughout2016-2018.Rathersimilarto‘capacitybuilding’,knowledgetransferandexchangeisbestnotconsideredasasingleactivity,ratheritisacomplex,iterativeprocessencompassingamultitudeofplayersandprocesses.KnowledgetransferandexchangeshouldbeembracedasaprincipleacrossallofwhatiDSIproducesandprovides,whetherpracticalsupporttocountriesorknowledgeproductsbasedonrobustacademicresearch.

Atthenationallevel,theendgoalforiDSIwillbetostrengthencountries’institutionalcapacitiesforsustainableknowledgetransferandexchange.Atthegloballevel,giventhatiDSIisuniquelyplacedasaglobalknowledgebrokerinitsownrightattheinterfacebetweenfunders,LMICdecision-makers,technicaldeliverypartners,andotherglobaldevelopmentinitiatives,ittoohasaroleincultivatingnewpartnershipsandinnovationsinareassuchasmonitoringandevaluation;anddisseminatinglearningtoaswellaslearningfromfundersandotherdevelopmentinitiatives.Indoingso,wehopetoenhancetheoverallalignmentandeffectivenessoftheglobalnetworkofinitiativesinthepriority-settingspace,andtofurtherourmissionofhelpingLMICsmakebetterdecisionsforbetterhealth.

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Appendix1.ListofworkshopparticipantsFirstName LastName Company E-MailWorkshopfacillitatiorsJohn Lavis McMasterUniversity lavisj@mcmaster.ca

Jessica Shearer PATH jshearer@path.org

iDSIteam(supplyside)Ryan Li NICEInternational ryan.li@nice.org.uk

Vicharn Panich HITAPFoundation pvicharn@gmail.com

Sripen Tantivess HITAP sripen.t@hitap.netNattha Tritasavit HITAP nattha.t@hitap.net

Benjarin Santatiwongchai HITAP benjarin.s@hitap.net

Sam McPherson Itad Sam.McPherson@itad.com

Martin Belcher Itad belcher.martin@gmail.com

Amanda Glassman CGD AGlassman@cgdev.org

Andrew Mirelman UniversityofYork andrew.mirelman@york.ac.uk

Abha Mehndiratta NICEInternational abha@mail.harvard.edu

Peter Littlejohns KingsCollegeLondon peter.littlejohns@kcl.ac.uk

Nicola Barsdorf Stellenbosch,SouthAfrica nbarsdorf@sun.ac.za

Carleigh Krubiner R4D ckrubiner@r4d.orgDCP-3team(supplyside)Rachel Nugent UniversityofWashington

DepartmentofGlobalHealthrnugent2@uw.edu

Sujata Mishra UniversityofToronto MishraSu@smh.ca

Carol Levin UniversityofWashingtonDepartmentofGlobalHealth

clevin@uw.edu

IHMEteam(supplyside)Nancy Fullman InstituteforHealthMetrics

andEvaluation(IHME)nf4@uw.edu

Bill Heisel InstituteforHealthMetricsandEvaluation(IHME)

wheisel@uw.edu

Roy Burstein InstituteforHealthMetricsandEvaluation(IHME)

royburst@uw.edu

Lauren Hashiguchi InstituteforHealthMetricsandEvaluation(IHME)

lhashig1@uw.edu

JLNteam(supplyside)Amanda Folsom R4D afolsom@r4d.org

PATHteam(supplyside)Ritu Kumar PATH rikumar@path.org

Ashwin Budden PATH abudden@path.org

Breese Arenth PATH barenth@path.org

Anja Thompson PATH athompson@path.org

Kammerle Schneider PATH kschneider@path.org

Kristy Kade PATH kkade@path.org

Priorities2020team(supplyside) OleFrithjof Norheim Priorities2020 Ole.Norheim@uib.no

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BMGF(intermediary/funder)Damian Walker BMGF Damian.Walker@gatesfoundation.org

Karolyne Carloss BMGF Karolyne.Carloss@gatesfoundation.org

Melissa Mugambi BMGF Melissa.Mugambi@gatesfoundation.org

Kate Harris BMGF Kate.Harris@gatesfoundaiton.org

Skye Gilbert BMGF Skye.Gilbert@gatesfoundation.org

John Grove BMGF John.Grove@gatesfoundation.org

Margaret Cornelius BMGF Margaret.Cornelius@gatesfoundation.org

Thailandteam(demandside)Somsak Chunharas MinistryofPublicHealth,

Thailandnhf1chun@gmail.com

Ethiopiateam(demandside)Elias Asfaw EthiopianPublicHealth

Instituteeliasasfawe@gmail.com

Abduljelil*joiningremotely

Reshad EthiopianHealthInsuranceAgency,FederalMinistryofHealth

abdul_reshad@yahoo.com

Indonesiateam(demandside)Sudigdo Sastroasmoro ChairofHTACommittee s_sudigdo@yahoo.com

Akmal Taher MinistryofHealth,Indonesia akmaltaher@yahoo.com

Tanzaniateam(demandside)MariamAlly Juma DirectorateofPolicy&

Planning,MOHSWmariammwakobe@yahoo.com

OtherTara Schuller INAHTA N/ASean Sullivan UniversityofWashington sdsull@uw.edu

Lou Garrison UniversityofWashington lgarrisn@uw.edu

Alejandro Cravioto InternationalVaccineInstitute dracravioto@hotmail.com

Ed Mills McMasterUniversity emills@redwoodoutcomes.com

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Appendix2.iDSItemplateforresearchproposalsInternationalDecisionSupportInitiative

Briefoutlineofresearchworkstreams

Forallresponses,pleasenotesuggestedmaximumwordcounts

1. Proposedresearchtopic

Researchquestion Leadinginstitution(s) PrincipalInvestigator(s)

2. Whatisthescopeofthiswork?

Pleasebrieflydescribewhatactivitiesthisworkwillinvolveovereachyearofthegrant(2016-2018)andwhatoutputsyouexpectthisworktoleadto(200words)

3. Whatisthepolicyrelevance/expectedpolicyimpactofthiswork?

Pleaseoutlinehowyouexpectthisworktoinfluencepolicyorresourceallocationdecisions(inaspecificcountryorinternationally)withadescriptionofwhomyouaimtoinfluenceandhow(200words)

4. Whoisthetargetaudienceforthiswork?(100words)

5. Howdoyouproposetoengageandgetbuy-infromLMICdecisionmakers(includingpolicymakersand/orclinicians)inthedevelopmentofthiswork?

Pleaseprovidedetailsofwhomyouaimtoengageandhowyouwilldosoateachstageoftheresearchprojectasapplicable,including:scoping,projectdesign,datacollection,dataanalysis,drafting,dissemination,andimplementation(200words)

Suchactivitiesmayinclude(butarenotlimitedto):

a) Informaldiscussions,formalinterviews/meetingsorsurveyswithdecisionmakerstounderstandtheirneeds

b) Topicselectionandscopingworkshopsinvolvingdecisionmakers

c) Submissionofresearchorfundingproposalsviaformalchannels(e.g.LMICethicsboards,otherofficialresearchregulatorybodies);andinvolvingdecisionmakersandinstitutionsasnamedcollaboratorsinresearchproposals

d) Stakeholderroundtablesorpaneldiscussionstoinvitedecisionmakerinputintothedevelopmentprocess

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e) Invitingdecisionmakerstobeco-authors

f) Stakeholderconsultationworkshops,andothermeansofconsultingdecisionmakerfeedbackondraftproducts

6. Howdoyouplantoengageandgetbuy-infromacademicsandresearchersfromLMICsinthedevelopmentofthiswork?(200words)

Pleaseprovidedetailsofwhomyouaimtoengageandhowateachstageoftheresearchprojectasapplicable,including:scoping,projectdesign,datacollection,dataanalysis,drafting,dissemination,andimplementation.Pleaseindicatetheircurrentplaceofwork(200words)

Suchactivitiesmayinclude(butarenotlimitedto):

g) Informaldiscussions,formalinterviews/meetingsorsurveyswithLMICresearcherstounderstandtheirneeds

h) TopicselectionandscopingworkshopsinvolvingLMICresearchers

i) InvolvingnamedLMICacademiccollaboratorsinresearchproposals

j) InvitingLMICresearcherstobeco-authors

k) Stakeholderconsultationworkshops,andothermeansofconsultingLMICresearcherfeedbackondraftproducts

7. Whatotherstakeholderengagementandcapacitybuildingactivities(ifany)areplannedforthiswork?

Pleaseprovidedetailsofactivities,withadescriptionofwhomyouaimtoinvolveandhow(200words)

8. Howmighttheoutcomeofyourstakeholderengagementactivitybemonitoredoverthecourseofthiswork?Whatroledoyouenvisageyou(orotheriDSIpartners)wouldtakeinthisprocess?

Pleaseprovidedetailsofanyexistingorplannedmechanismstomonitorandevaluateengagementwithkeystakeholders(200words)

9. Howwillthisworkbedisseminatedamongstvariouskeystakeholders?

Pleaseprovidedetailsofproposeddisseminationorknowledgetranslationactivitiesandoutputswithadescriptionofwhoyouaimtoinfluenceandhow(250words)

Disseminationorknowledgetranslationactivitiesandoutputsmayinclude(butarenotlimitedto):

a)Publicationsfortechnicalaudience(e.g.technicalreports,peer-reviewedjournals)

b)Eventsfortechnicalaudience(e.g.academicconferences,disseminationworkshops)

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c)Accessibleandappliedversionsfornon-technicalaudience(e.g.laysummaries,policybriefs,targetedimplementationplans)

d)Otheraccessibleversionsfornon-technicalaudience(e.g.blog,socialmedia)

e)Stakeholderdialoguesfornon-technical(e.g.policymakerroundtables,1-to-1withministers,citizenpanels)

10. Whomightbesuitablereviewersofthiswork?

Pleaselistthenamesandcontactemails(whereknown)ofatleasttwopeople(includingatleastonepersonfromanLMICwherepossible)youthinkwouldbesuitabletoreviewthetechnicalcontentandthepolicy-relevanceofthiswork(50words)

11. HowwillyouproposetolinkthisresearchtoexistingorplannediDSIpracticalsupportprojectsinLMICs?

Pleaseindicatethecountry/countriesorregion(s)whereyourresearchcouldpotentiallybeapplied,thekindsofcapacitydevelopment(suchastraining)orimplementationactivitiesenvisioned,implementingpartners(ifknown)andanyroleyouenvisageforotheriDSIpartners(150words)

12. Pleaseprovidedetailsofcollaborationwithotherpartners(whererelevant)

Pleaselistanycollaboratinginstitutions,iDSIpartnersorresearcherscontributingtothisworkandanoutlineofthecontributiontheywillhave(150words)

Partner

(e.g.:HITAP/MahidolUniversity)

Contributiontoresearch

(e.g.:supportdraftingprojectplan/localdatacollection)