1. The document discusses changing the approach of HPROs from simply raising awareness of research findings to facilitating their uptake and institutionalization within countries. 2. It proposes two complementary approaches: facilitation, to help IRTs understand local contexts to support research uptake; and institutionalization, to build IRT capacity for long-term engagement and research uptake. 3. Key features of the new approach include exposing IRTs to different policy influence opportunities, building individual and institutional capacity, facilitating relationships with national institutions, and taking a flexible approach focused on skills building and preparedness.

1. Role of HPRO
Changing Tack
…from prescription to facilitation

2. “…It’s time for
activists and
organizations to
adopt a more
strategic approach to
public interest
communications…”

3. ……..abundant research shows that people who are simply given more
information are unlikely to change their beliefs or behavior, it’s time
for activists and organizations seeking to drive change in the public
interest to move beyond just raising awareness…….. Instead, social
change activists need to use behavioral science to craft campaigns
that use messaging and concrete calls to action that get people to
change how they feel, think, or act, and as a result create long-lasting
change.
https://ssir.org/articles/entry/stop_raising_awareness_already

4. In the Beginning……
Goal of HPROs
• Enable national level ownership of the research from
the IRTs
• Build coherence and facilitate mutual learning across
the IMCHA program
• Strengthen individual and institutional capacities in
implementation research and research use

5. •Post Inception Meeting
•Post-Survey

6. Specific Objectives of Original Strategy
1. Strengthen the capacity of IRTs for engagement with decision
makers in their respective countries for more effective uptake of the
evidence they generate
2. Develop national and regional strategic communications and policy
outreach plans on select MNCH issues
3. Convene broad-based stakeholder forums in the five countries to
maximize advocacy efforts for MNCH issues
4. Build consensus for MNCH issues to drive policy outreach at
national and regional levels
5. Increase public and civil society awareness on select MNCH issues
in the five IRT countries and the region
6. Develop and agree on a regional MNCH agenda together with the
legislative and economic bodies
7. Influence policy and programmatic decisions and actions (one each)
on MNCH in the target countries informed by evidence provided by
IRTs.

7. Planning Networking Advocacy
Regional
Engagement
- Development of
national Strategic
Communications
and PE (SCPE) Plans
- Integration of
national SCPE plans
into a regional
advocacy plan
- Convening
communities of
advocates in the
countries (catalyzed
and facilitated by
IRTs)
- Development of
advocacy plans
aligned with
national SCPE plans
- Consultative
Engagement with
Policy and Decision
Makers
- Public and
Community
Outreach
- Establishing an
MNCH Expert
Working Group
- Leveraging regional
agenda-setting
forums (ECSA’s BPF
and PPD’s
NEAPACOH)
Capacity strengthening
Needs Assessment
Training for IRTs, policy makers and Communities of Advocates
Overview – Original Strategy (5 Components)

8. Key Features of Original Strategy
• Entry point for policy influence was the research
findings from the specific projects undertaken by IRTs
• Expectation to influence policy and action based on
(a) single study in the country
• Significant reliance on IRTs to continuously engage
with decision makers and other MNCH stakeholders in
their countries (which is necessary for relationship
building)
• Strong reliance on CoA – its adhoc nature
notwithstanding
• Regional influence dependent on commonalities in
research being undertaken by the IRTs in different
countries
• (In retrospect) proposed approach rather prescriptive
and took a linear view of how policy change occurs

9. Changing Tack (1)
• Two complementary approaches
• Facilitation
• Institutionalization
• Response to limitations in
original strategy, continuous
learning

10. Specific Objectives – Changing Tack
1. Strengthen the capacity of IRTs for long-term
and systematic engagement with decision
makers in their respective countries for more
effective uptake of the evidence they generate
2. Identify and maximize opportunities for policy
influence for MNCH issues in the five
countries.
3. Influence policy and programmatic decisions
and actions on MNCH in the target countries
informed by evidence provided by IRTs
4. Build consensus for MNCH issues to drive
policy outreach at national regional and global
levels.
5. Develop and advocate for a regional MNCH
agenda together with the legislative and
economic bodies

11. Context and
Capacity
Assessments
Evidence
synthesis
Networking
and Alliance
Building
Support for
National
Research Uptake
- Assessment of policy
context, stakeholder
mapping, capacity of
IRTs and their
institutions
- To support policy
engagement before
research findings
become available
- Providing
opportunities
for IRT
participation
and learning
amongst
themselves, and
other KT and
policymaking
platforms
- Development &
implementation of
SCPE plans
- Facilitating linkages
with engagement
opportunities
- Development of
materials
Research
Support
- Training in
research
methodology
- Collating resources
for research
management
- Collating lists of
experts and other
resources
Overview – Changing Tack (1)
Facilitation (helping IRTs understand the local context to
support research uptake for current projects)
Institutionalization (supporting IRTs to adopt
approaches to effective research uptake for posterity)
Capacity
Strengthening
Linkages with national
institutions & KT Networks
Regional
agenda-setting
forums
- Guided by expressed
needs & capacity
assessments
- Research methodology
and research uptake
approaches
- Target IRTs, their
institutional heads and
key MNCH
stakeholders
- Continuous support
- Aim is to build capacity
for longer-term
effective research
uptake
- Focus on common regional
MNCH agenda
- Linkages with existing KT
networks & National institutions
- Joint actions with WA-HPRO
- Participation in regional agenda
setting forums
- ECSA-HC BPF and Min of
Health Conference/
NEAPACOH and EA RHN
- Focus on new commitments and
accountability for existing
commitments

12. Key Features – Changing Tack
• Exposure of IRTs to various approaches to policy
influence and research uptake and the policy making
landscape to enable them take advantage of
opportunities as they come
• Build individual and institutional capacity to ensure a
supportive environment for continuous engagement
with decision makers and other stakeholders
• Support for IRTs for research uptake of current
studies but also looking beyond those to other
MNCH studies they may be involved in, now and in
future
• Facilitate relationships with national institutions and
input into existing mechanisms for research uptake
e.g. Ministry of Health research units, national
councils of research &technology…..

13. Key Features – Changing Tack
• Regional influence dependent on priority MNCH
issues informed by IRT research and other sources
of evidence (e.g. from evidence synthesis)
• A more flexible approach that focuses on skills
building and exposure to various opportunities for
influence by IRTs.
• Focus on IRT preparedness - being aware of the
unpredictable nature of policy influence; IRTs are
prepared to pursue aims related to their research
but to also respond to policy windows

14. Other Elements (1)
• Expanded role for Steering Committee (SC) members (and technical
review committee??)
• As MNCH advocates with governments in the region include the 5 IRT
countries
• As MNCH advocates at regional and global forums
• As MNCH advocates to funders
• As resource persons for IRTs
• Key areas of advocacy by SC members:
• Increased domestic funding for MNCH
• Harmonization of investments in MNCH
• Greater investments in capacity building of African institutions for evidence
generation and use

15. New Elements – Post Survey
• Issues Identified:
• Role of different actors in IMCHA
• Communication
• Responsiveness to IRT needs
• Capacity strengthening for IRTs and HPROs
• Synergy & Collaboration
• Networking and linkages
• Country-level engagement

16. New Elements – Post Survey
• Communication
• Scheduled (↓)
• Products
• Live master plan of activities
• Improved portal
• Two-way traffic
• Capacity Strengthening
• Opportune, targeted, relevant
• Widen pool of experts  linkage
• Collaboration and Synergy
• In-country forums
• Joint EA/WA HPRO activities (incl.
joint portal)
• Country-level Engagement
• Deepened focus on policy makers
• Outputs from MTRM
• Snowballing
• Target development partners
• Expanded role of Steering
Committee members / HPRO
Partners / Technical Committee
members / other experts…..

17. • IRT 1 is planning a dissemination event of its
baseline findings
• IRT 1 works with HPRO to synthesize the findings,
develop key messages, produce communication
materials, facilitate a policy dialogue
• IRT 2 is holding its annual review meeting with
stakeholders
• IRT 2 invites HPRO to facilitate a training on
integrating gender in their programs
• IRT 3 has completed its data collection
• IRT 3 invites HPRO to facilitate training of key
stakeholders on qualitative data analysis
• IRT 4 has generated evidence ready for
dissemination
• IRT 4 works with HPRO to identify advocacy and policy
engagement opportunities for its dissemination
Just in Case….

18. • IRTs in Country X are planning to meet the
President & need to be elevator-ready…..
• IRTs working on neonatal mortality wish to
host a webinar to share the latest
evidence……
• The Health Systems Global conference is
coming up and IRTs want to host a
memorable session……..
• ……….
Just in Case….