The document outlines the agenda for a three-day workshop on communicating research to policymakers through policy briefs. The workshop aims to increase understanding of research to policy processes, build skills in communicating research to maximize impact, and produce an outline policy brief for each research project. It provides background on why communicating research matters, noting that donors spend billions on development research annually and want to know it provides value. The document reviews models of research to policy processes and challenges of getting research into use. It discusses what researchers need to know about the political context and evidence around an issue, and what they need to do to influence policies, like establishing credibility and providing practical solutions.
Working with complexity: Six steps to enhance researchODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he outlines how organisations can work within complex policy processes to achieve impact and expands on several tools that can be used as part of this process.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
A strategic approach to policy engagement for research organisationsJames Georgalakis
This is the presentation delivered as part of a two day workshop held in Nepal in 2014 aimed at communications professionals or the point person for communication within fifteen South Asian think tanks. Participants explored how they could adopt a systematic approach to planning research or knowledge outputs for policy engagement and influence. They explored the types of influencing outcomes they are focused on and their individual and institutional capacities to deliver strategic communication and policy engagement work. By the end of the workshop it was hoped that each participating institution would have identified a clear set of steps towards the development of a strategic approach to policy engagement and research communication at an institutional or programmatic level.
This workshop formed part of the IDRC funded Think Tanks Initiative South Asia programme. http://www.idrc.ca/EN/Programs/Social_and_Economic_Policy/Think_Tank_Initiative/Pages/About.aspx
Understanding the Public Policy Landscape: Lessons From a Retrospective Evalu...Innovation Network
These slides accompanied a presentation at the American Evaluation Association's annual conference in October 2013 in Washington, DC.
Innovation Network evaluators Veena Pankaj and Kat Athanasiades discussed how the Framework for Public Policy Advocacy was used in a retrospective evaluation of a large scale philanthropic public policy campaign. The framework helped to identify and plot grantee strategies across two dimensions - target audience(s) and desired outcomes. Using bubble charts to illustrate the strategic focus of each grantee, the evaluation team was able to recognize trends among the grantee partners, identify gaps and provide an aggregate overview of the types of strategies being supported. Presenters highlighted how the framework was used in selecting and developing appropriate data collection methodologies based on the strategic focus of the grantees. These methodologies were created to specifically correspond to the outcome areas and target audience(s) highlighted by the framework. Finally, the presenters reflected on lessons learns and share insights for improving advocacy evaluation at the portfolio level.
The presentation's handout is available here: http://www.innonet.org/resources/node/728
Innovation Network is a nonprofit evaluation, research, and consulting firm. We provide knowledge and expertise to help nonprofits and funders learn from their work to improve their results. To learn more, visit www.innonet.org.
Working with complexity: Six steps to enhance researchODI_Webmaster
John Young's presentation at the GDN workshop on 'Maximizing the Impact of Agricultural Research in Africa' held in Addis Ababa, Ethiopia in October 2008. In his talk, he outlines how organisations can work within complex policy processes to achieve impact and expands on several tools that can be used as part of this process.
Planning for impact: Basic communication strategiesODI_Webmaster
This presentation from Jeff Knezovich of the Overseas Development Institute was given at a workshop held on research packaging at ESRF in Tanzania in August 2008. It was prepared for the Micro-level Perspectives of Growth project currently being undertaken by the University of Dar es Salaam Department of Economics. More information on the project can be found at http://www.esrftz.org/mlpg
A strategic approach to policy engagement for research organisationsJames Georgalakis
This is the presentation delivered as part of a two day workshop held in Nepal in 2014 aimed at communications professionals or the point person for communication within fifteen South Asian think tanks. Participants explored how they could adopt a systematic approach to planning research or knowledge outputs for policy engagement and influence. They explored the types of influencing outcomes they are focused on and their individual and institutional capacities to deliver strategic communication and policy engagement work. By the end of the workshop it was hoped that each participating institution would have identified a clear set of steps towards the development of a strategic approach to policy engagement and research communication at an institutional or programmatic level.
This workshop formed part of the IDRC funded Think Tanks Initiative South Asia programme. http://www.idrc.ca/EN/Programs/Social_and_Economic_Policy/Think_Tank_Initiative/Pages/About.aspx
Understanding the Public Policy Landscape: Lessons From a Retrospective Evalu...Innovation Network
These slides accompanied a presentation at the American Evaluation Association's annual conference in October 2013 in Washington, DC.
Innovation Network evaluators Veena Pankaj and Kat Athanasiades discussed how the Framework for Public Policy Advocacy was used in a retrospective evaluation of a large scale philanthropic public policy campaign. The framework helped to identify and plot grantee strategies across two dimensions - target audience(s) and desired outcomes. Using bubble charts to illustrate the strategic focus of each grantee, the evaluation team was able to recognize trends among the grantee partners, identify gaps and provide an aggregate overview of the types of strategies being supported. Presenters highlighted how the framework was used in selecting and developing appropriate data collection methodologies based on the strategic focus of the grantees. These methodologies were created to specifically correspond to the outcome areas and target audience(s) highlighted by the framework. Finally, the presenters reflected on lessons learns and share insights for improving advocacy evaluation at the portfolio level.
The presentation's handout is available here: http://www.innonet.org/resources/node/728
Innovation Network is a nonprofit evaluation, research, and consulting firm. We provide knowledge and expertise to help nonprofits and funders learn from their work to improve their results. To learn more, visit www.innonet.org.
Growing Conversations is a process to improve community planning in Toronto through a better engagement process. This presentation was made at the project launch on June 24, 2014, and serves as an introduction to the project objectives, elements, and timeline.
Reflection on the work of Global Integrity in 2016 including how we have implemented our strategy as well as how we are putting adaptive learning into practice
A data-driven report chronicling the pubic engagement of Osun State Governor, Alhaji Gboyega Oyetola, with Osun citizens in 2019 across digital and offline communication media
Promoting and Institutionalising Participation for Integrated Watershed Manag...Iwl Pcu
Nguyen Tung Phong, Ph.D., Vietnam Institute for Water Resources (VIWRR) and Dann Sklarew, Ph.D.
GEF IW:LEARN
Asia Regional Workshop on Stakeholder Engagement
in
International Waters Management
Hanoi, Vietnam, 2-4 April 2008
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
The Rockefeller Foundation’s multi-year, $100 million Transforming Health Systems (THS) initiative aims to help developing world countries improve health services and financial protection from the cost of health services.
At the halfway point, the Foundation embarked on this independent evaluation, to record the progress that has been made, examine the strategy and impact to date to identify opportunities for midcourse corrections, as needed.
Bridgingg the research policy gap influencing policy change-nairobiThe Scinnovent Centre
Presentation by Dr. Maurice Bolo, during the Scinnovent Centre' training on The Art of Influencing policy Change: tools and strategies for researchers, held on 12th -14th February 2013 at The African Academy of Sciences Campus Nairobi
Growing Conversations is a process to improve community planning in Toronto through a better engagement process. This presentation was made at the project launch on June 24, 2014, and serves as an introduction to the project objectives, elements, and timeline.
Reflection on the work of Global Integrity in 2016 including how we have implemented our strategy as well as how we are putting adaptive learning into practice
A data-driven report chronicling the pubic engagement of Osun State Governor, Alhaji Gboyega Oyetola, with Osun citizens in 2019 across digital and offline communication media
Promoting and Institutionalising Participation for Integrated Watershed Manag...Iwl Pcu
Nguyen Tung Phong, Ph.D., Vietnam Institute for Water Resources (VIWRR) and Dann Sklarew, Ph.D.
GEF IW:LEARN
Asia Regional Workshop on Stakeholder Engagement
in
International Waters Management
Hanoi, Vietnam, 2-4 April 2008
Presentation on "Government-Funded Research Institutes in Korea: The Role of ...OECD Governance
Presentation on "Government-Funded Research Institutes in Korea: The Role of National Think Tanks" made at the Meeting on Promoting Public Sector Innovation: The Role of Schools of Government, OECD, 13-14 November 2014
The Rockefeller Foundation’s multi-year, $100 million Transforming Health Systems (THS) initiative aims to help developing world countries improve health services and financial protection from the cost of health services.
At the halfway point, the Foundation embarked on this independent evaluation, to record the progress that has been made, examine the strategy and impact to date to identify opportunities for midcourse corrections, as needed.
Bridgingg the research policy gap influencing policy change-nairobiThe Scinnovent Centre
Presentation by Dr. Maurice Bolo, during the Scinnovent Centre' training on The Art of Influencing policy Change: tools and strategies for researchers, held on 12th -14th February 2013 at The African Academy of Sciences Campus Nairobi
Getting research into action: issues, challenges, solutions by Dr Sarah MortonHazel Hall
Sarah Morton has worked across research, policy and practice for most of her career, and will draw on examples from different settings encountered over this time in her presentation. She is keen to interrogate our learning about effective evidence use from the last 20 years, and review how this can be supported from research and practice perspectives. She will present a vision for the effective use of evidence of all kinds to plan, develop and improve policy, practice, and services. As part of this she will explain some of the ways that she is currently developing tools and support for effective evidence use.
Within the framework of its Research Communications Capacity Building Program, GDNet produced, in collaboration with CommsConsult, a series of handouts with the aim to help southern researchers communicate their work more effectively. This series help understand policy processes and influencing policy with research; provide some tips for writing a policy brief, explains how to communicate effectively with your target audience through different communication tools, and presenting some useful online tools for data visualization.
Project Description1. Describe the broad objective or purpo.docxpoulterbarbara
Project Description:
1. Describe the broad objective or purpose of the project.
2. Indicate which of the four culminating project options best describes your proposed project. Comment by Olabode Ayodele: Public Health Policy
4. Depending on the project option you have chosen, state your specific research questions, evaluation questions, or goals and objectives.
5. If you propose to plan a program, define your theoretical framework and discuss where the program will be implemented. Comment by Olabode Ayodele: n/a
6. Explain why you want to conduct your proposed project and describe what need your project will satisfy.
7. Finally, describe the product of the project (demonstration product)*. Comment by Olabode Ayodele: Policy brief.
Methods: Comment by Olabode Ayodele: N/A to policy brief, which is your product.
1. For secondary data analysis, describe the existing data you will use.
2. If you propose to work with quantitative data, what comparisons will you make and/or what statistical tests will you use? If you plan to work with a qualitative data, will you conduct a content analysis or perform another type of qualitative analysis?
3. If you propose to plan a program, describe where the program will be implemented.
1
POLICY BRIEFS
A guide to writing policy briefs for research uptake
Rebecca Wolfe
RESYST Research Uptake Manager
October 2013
2
CONTENTS
1. INTRODUCTION TO POLICY BRIEFS 3
1.1 What is a policy brief? 3
1.2 Structure and content of a brief 5
1.3 Key components of an effective brief 6
2. PLANNING A POLICY BRIEF 7
2.1 Identifying target audiences 7
2.2 Developing an overarching message 8
2.3 Describing the problem 8
2.4 Identifying policy recommendations or interventions 9
2.5 Writing style: dos and don’ts 10
3. WRITING A POLICY BRIEF 11
3.1 Introduction 11
3.2 Methodology 11
3.3 Results and conclusions 11
3.4 Policy recommendations or implications 11
3.5 References and other useful resources 11
3.6 Title and executive summary 11
4. FORMAT AND DESIGN 12
4.1 Highlighting important information 12
4.2 Photographs 13
4.3 Data-visualisation 14
4.4 Logos 15
5. POLICY BRIEF CHECKLIST 16
6. DISSEMINATING A POLICY BRIEF 17
6.1 Identifying opportunities for dissemination 17
6.2 Identifying connectors – people, networks and intermediaries 17
6.3 Using websites and social media 17
1. INTRODUCTION TO POLICY BRIEFS
“Research is essentially unfinished unless the findings are synthesised and
applied in practice to improve the situation”
Public health research is aimed at change and improving population health - however,
publishing research findings in journals and reports doesn’t ultimately lead to .
Policy process presn-12feb13- rebecca hanlin [compatibility mode]The Scinnovent Centre
Presentation by Dr. Rebecca Hanlin of The Open University UK, on getting knowledge into policy, during the training on The Art of Influencing Policy Change: tools and strategies for researcher, held by The Scinnovent Centre on 12th -14th February 2013 in Nairobi
This is the paper for the session given at the Health Psychology in Public Health Network Symposium in February 2015 on bridging the gap between policy, practice and research
Policy entrepreneurs and development entrepreneurs: a discussion with The Asi...Arnaldo Pellini
Had a very interesting meeting and discussion with about 20 staff of the Asia Foundation in Manila. We talked about policy entrepreneurship and development entrepreneurship and discussed the differences and similarities between the two concepts. The slides refer to the policy entrepreneur concept developed by ODI's RAPID programme
The failure of researchers to link evidence to policy and practice produces evidence that no one uses, impedes innovation, and leads to mediocre or even detrimental development policies. To help improve the definition, design, and implementation of policy research, researchers should adopt a strategic outcome-oriented approach.
Lines Of Argument Presentation at Insights to Impact MeetingODI_Webmaster
This is an introductory presentation about Lines of Argument given by Louise Shaxson at the Insights to Impact Meeting co-ordinated by ODI's RAPID group and held at King's College, London on 25 November 2007.
William N. Dunn Associate Dean and Professor University of Pittsburg
Dr. Dunn is a scholar, educator, and academic administrator. His most well-known publication is Public Policy Analysis, 4th ed.,which is one of the most widely cited books on the methodology of policy research and analysis in print.
Within the framework of its Research Communications Capacity Building Program, GDNet produced, in collaboration with CommsConsult, a series of 7 handouts providing some guidelines for a great presentation. They cover several aspects starting from how you look and feel while presenting, and structuring your presentation, to how to make your messages effective. It also explains how to manage your information and research using social media, in addition to providing some tips for writing to an online audience, and ending with a template for leave-behind handouts.
Within the framework of its Research Communications Capacity Building Program, GDNet produced, in collaboration with CommsConsult, a range of learning materials with the aim to develop an influence plan. These handouts cover the influence plan’s implications, challenges and structure; setting CIPPEC’s influence plan as an example, shedding light on its communication strategy as well as some of the lessons learned from its experience.
This document provides the annual progress report (Year 3) and update to GDNet’s Baseline and M&E Framework. The report covers the period January to December 2013, with data presented up to April 2014 where it is relevant and available. The document is structured according to the GDNet logframe – with separate chapters from the Outcome-level down through Outputs 1 to 4. A box summarizing the progress against the logframe indicators in Year 3 is provided at the beginning of each chapter. GDNet will close in June 30th 2014. Hence this is the final M&E report.
This document provides the annual progress report (Year2 Jan-Dec 2012) and update to GDNet’s Baseline and M&E Framework. The M&E report for 2012 is structured according to the GDNet logframe – with separate chapters from the Purpose-level down through Outputs 1 to 4. From our experience, knowledge matters, partnership matters, and skills and capacity matters and our recognition of this has guided the strategic direction of GDNet throughout 2012 ad the development of a number of activities highlighted in this report.
This document provides the annual progress report (Year 1) and update to GDNet’s Baseline and M&E Framework. The document is structured according to the GDNet logframe – with separate chapters from the Purpose-level down through Outputs 1 to 4. Purpose Level - Diverse research and policy audiences make better use of development research from the global south; Output 1- Southern research better informed by current ideas and knowledge; Output 2 - Researchers better able to communicate their research to policy; Output 3 - Knowledge networking between researchers and with policy actors increased; and Output 4 - Lessons about knowledge brokering best practice in the global south learnt and communicated. An additional chapter focusses on Value for Money (VfM) and Most Significant change Technique (MSC) which examins 8 cases of knowledge into use in the policy process.
The GDNet Baseline and M&E Framework Report establishes GDNet’s baseline and details the approach GDNet will follow in order to meet its monitoring and evaluation (M&E) requirements as set out in the GDNet logframe 2010-2014. The document is structured according to the GDNet logframe, it looks into the Baseline summary, M&E tools and methods designed to generate the data for each baseline figure, Data management plan the ownership, frequency, and source of on-going M&E activities with GDNet.and specific, Tools and Templates to generate and/or store GDNet’s baselines
and on-going M&E data. Data collection activities which generated significant volumes of data.
This Output to Purpose review was carried out for DFID by ITAD and covers GDNet’s performance, lessons learnt and recommendations. It includes an executive summary and a summary of the 12 recommendations made. DFID has supported GDNet since its early pilot phase in 2002. Hence, this evaluations aims to provide an objective assessment of the results and likely impact of the programme. The evaluation addresses the relevance, efficiency, effectiveness, impact, and sustainability of the programme in relation to its objectives.
This power point presentation seeks to present the case for GDNet’s emphasis on connecting the South with global debates on sustainable development, to explore some of the challenges experienced by researchers in developing countries and to outline the work that GDNet is doing to try to meet them.
As the knowledge management and research communications arm of the Global Development Network, GDNet builds the capacity of researchers from developing and transition countries to inform global development research and policy. In its early years, GDNet focused on information and knowledge management staff in developing country research institutes, recognising the importance of this group in moving locally generated research into policy. From 2005 onwards, GDNet piloted a series of knowledge management workshops in Africa, and in 2007, organised a two-day conference in Cairo, in partnership with the ACBF and the World Bank Institute, to share and examine its findings with others. Called “Knowledge Management as an Enabler of Change and Innovation in Africa”, the conference brought together the experiences and lessons learned from efforts to build knowledge management capacity from across the African continent. This paper revisits the conclusions of this conference on capacity building of knowledge management in Africa, and explores their continued relevance.
Are southern academics virtually connected? This paper forms the first phase of a study commissioned by GDNet into supporting the use of web 2.0 tools for research collaboration, by its members; researchers in developing and transition countries, and facilitating an online community of development researchers globally. The paper provides some recommendations on how GDNet can improve the GDNet Community and encourage uptake of this and other web 2.0 tools and platforms that it offers now and in the future.
The research environment is becoming increasingly interconnected, with international collaboration on the rise. The inclusion of southern knowledge is critical to transforming economic growth into sustainable social and economic development, and developing a global infrastructure that is resilient to new global challenges.This paper seeks to present the case for GDNet’s emphasis on connecting the South with global debates on sustainable development, to explore some of the challenges experienced by researchers in developing countries and to outline the work that GDNet is doing to try to meet them.
A concept paper emerging from the K* conference held in Hamilton, Ontario, Canada, April 2012. It sets out the core concept and principles of K*, in addition to describing a framework for thinking about K*, which will make sharing approaches and lessons learned easier. A series of short case studies from both developing and developed worlds are presented in the paper to demonstrate how different organizations work at the intersection of several different functions simultaneously.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Ozempic: Preoperative Management of Patients on GLP-1 Receptor Agonists Saeid Safari
Preoperative Management of Patients on GLP-1 Receptor Agonists like Ozempic and Semiglutide
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NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
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ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Title: Sense of Taste
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the structure and function of taste buds.
Describe the relationship between the taste threshold and taste index of common substances.
Explain the chemical basis and signal transduction of taste perception for each type of primary taste sensation.
Recognize different abnormalities of taste perception and their causes.
Key Topics:
Significance of Taste Sensation:
Differentiation between pleasant and harmful food
Influence on behavior
Selection of food based on metabolic needs
Receptors of Taste:
Taste buds on the tongue
Influence of sense of smell, texture of food, and pain stimulation (e.g., by pepper)
Primary and Secondary Taste Sensations:
Primary taste sensations: Sweet, Sour, Salty, Bitter, Umami
Chemical basis and signal transduction mechanisms for each taste
Taste Threshold and Index:
Taste threshold values for Sweet (sucrose), Salty (NaCl), Sour (HCl), and Bitter (Quinine)
Taste index relationship: Inversely proportional to taste threshold
Taste Blindness:
Inability to taste certain substances, particularly thiourea compounds
Example: Phenylthiocarbamide
Structure and Function of Taste Buds:
Composition: Epithelial cells, Sustentacular/Supporting cells, Taste cells, Basal cells
Features: Taste pores, Taste hairs/microvilli, and Taste nerve fibers
Location of Taste Buds:
Found in papillae of the tongue (Fungiform, Circumvallate, Foliate)
Also present on the palate, tonsillar pillars, epiglottis, and proximal esophagus
Mechanism of Taste Stimulation:
Interaction of taste substances with receptors on microvilli
Signal transduction pathways for Umami, Sweet, Bitter, Sour, and Salty tastes
Taste Sensitivity and Adaptation:
Decrease in sensitivity with age
Rapid adaptation of taste sensation
Role of Saliva in Taste:
Dissolution of tastants to reach receptors
Washing away the stimulus
Taste Preferences and Aversions:
Mechanisms behind taste preference and aversion
Influence of receptors and neural pathways
Impact of Sensory Nerve Damage:
Degeneration of taste buds if the sensory nerve fiber is cut
Abnormalities of Taste Detection:
Conditions: Ageusia, Hypogeusia, Dysgeusia (parageusia)
Causes: Nerve damage, neurological disorders, infections, poor oral hygiene, adverse drug effects, deficiencies, aging, tobacco use, altered neurotransmitter levels
Neurotransmitters and Taste Threshold:
Effects of serotonin (5-HT) and norepinephrine (NE) on taste sensitivity
Supertasters:
25% of the population with heightened sensitivity to taste, especially bitterness
Increased number of fungiform papillae
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
2. TO INCREASE
UNDERSTANDING
of research to policy
processes, and the role of
Policy Briefs in this process
TO BUILD CAPACITY AND
SKILLS in communicating
research to maximise uptake
and impact
TO PRODUCE an outline Policy Brief for each research
project, to be finalised after the workshop
3. WHY COMMUNICATING RESEARCH MATTERS
“Success depends on knowing what works”
Bill Gates, (Bill & Melinda Gates Foundation ($33.5bn 2009)
“In development research, to get a new discovery
into policy and practice is just as important as the
discovery itself.”
Maureen O’Neil, President and CEO International Development
Research Centre
Donor countries spend over US$2bn annually on
development research and are increasingly asking
the question: “Is this value for money?”
RAPID Programme, 2003
7. THE LINEAR MODEL
Research report
on results of
clinical trials
Summary
research report
sent out to
clinicians and
health
policymakers
Fig 1: A linear model of
evidence into policy
Health policy is
changed
reflecting
research results
Clinician
practice is
changed
8. A SYSTEMS MODEL
Local
traditional
authorities
Agriculture
CSO
Health
CSO
International
health NGO
National
think tank
Local
government
Ministry of
Health
International
agricultural
NGO
WHO
National
Agricultural
Research System
International
think tank
Ministry of
Women’s
Affairs
Ministry of
Agriculture
Fig 3: a systems model of evidence and policy
Ministry of
Environment
and Water
11. contested
Do you think the policy outcome is...
contested
established
Cause and effect can only be
Issues are ‘knowable’ and can be
seen in retrospect and do not
researched: cause and effect can
repeat. Nobody is ‘the
be established. Domain of
expert’: we’re not even sure
expert knowledge, questions can
we have the right question,
be answered with the right
never mind the answer.
information.
Complex, emergent
Knowable - researchable
Multiple
interpretations
established
...do you think the knowledge is...
Structuring policy issues
Chaotic
Issues are chaotic – new
evidence causes confusion
rather than clarifies. No
cause and effect can be seen.
Known - simple
Cause and effect is known:
best practice guidance can be
issued.
Domain of yes / no answers
to questions
Clearly adapted from the Cynefin knowledge management framework. See Shaxson, L (2009) Structuring policy problems for plastics, the
environment and human health: reflections from the UK. Phil. Trans. R. Soc. B 364, 2141-2151. doi: 10.1098/rstb. 2008.0283
12. Discursive
changes
1. Discursive changes: These refer to changes in the labels
or narratives of policy actors. They reflect a new or
improved understanding of a subject -- even if it does not
imply an effective change of policy or practice.
Procedural
changes
2. Procedural changes: changes in the way certain
processes are undertaken e.g. the incorporation of
consultations to closed processes, or small changes in the
way that national policies are implemented in the field.
Content
changes
3. Content changes: changes in the content of policies
including strategy papers, legislation and budgets. These
are formal changes in the policy framework.
Attitudinal
changes
Behavioural
changes
4. Attitudinal changes: changes in the way policy actors
think about a given issue. This is important where key
stakeholders have high influence but lack interest in a
policy area or are not necessarily aligned with the policy
objectives of the programme.
5. Behavioural changes: These refer to more durable
changes in the way that policy actors behave (act or relate
to others) as a consequence of formal and informal
changes in discourse, process and content.
13. OUR CURRENT POLICYMAKING CYCLE…AND
WHERE ARE
WHERE IT DRAWS ON EVIDENCE
YOU BEING
HEARD?
Monitoring &
evaluation
Horizon
scanning
WHERE DOES
YOUR
RESEARCH
COME IN?
MOUs, formal
agreements
Legislation,
regulation,
expenditure
Target-setting
(incl MCDM)
Stakeholder
analysis
Impact
assessments
Risk
assessments
?
Codes of
conduct
From: http://www.ofmdfmni.gov.uk/workbook1.pdf
?
Standards,
benchmarking
?
? ?
Informal
consultation
Research
Formal
written
consultation
Citizens
juries, focus
groups, wikis
14. THE ODI RAPID FRAMEWORK
•ENCOURAGES structured
questions about the context,
actors, prevailing narratives and
extent of evidence use
•EMPASISES importance of
‘policy windows’ and building
up influence within the policy
process
•HIGHLIGHTS all the other
factors besides quality of
research
15. PUTTING IT INTO PRACTICE
What researchers need to know
What researchers need to do
How to do it
Political Context:
• Get to know the policymakers.
• Identify friends and foes.
• Prepare for policy
opportunities.
• Look out for policy windows.
• Work with them – seek
commissions
• Strategic opportunism –
prepare for known events
+ resources for others
• Who are the policymakers?
• Is there demand for ideas?
• What is the policy process?
Evidence
• What is the current theory?
• What are the narratives?
• How divergent is it?
Links
• Who are the stakeholders?
• What networks exist?
• Who are the connectors,
mavens and salesmen?
•
•
•
•
•
Establish credibility
Provide practical solutions
Establish legitimacy.
Present clear options
Use familiar narratives.
• Build a reputation
• Action-research
• Pilot projects to generate
legitimacy
• Good communication
• Get to know the others
• Work through existing
networks.
• Build coalitions.
• Build new policy networks.
• Build partnerships.
• Identify key networkers,
mavens and salesmen.
• Use informal contacts
16. BE CLEAR ABOUT WHAT YOU’RE TRYING TO
INFLENCE/INFORM
FOR EXAMPLE, INFUENCING
PROFESSIONAL PRACTICES…
•
OR INFORMING PUBLIC POLICIES
•
Discursive changes: reflect a new or improved
understanding of a subject
•
Procedural changes: changes in the way certain
processes are undertaken.
Practitioners are aware of findings from
research
•
Practitioners accept the research findings
•
Practitioners view the research findings as •
locally applicable
•
Practitioners view the research findings as
doable within the local context
•
Practitioners adopt the research findings
•
Practitioners adhere to the research
•
Attitudinal changes: changes in the way policy
actors think about a given issue.
•
Behavioural changes: more durable changes in
the way that policy actors behave (act or relate
to others) as a consequence of formal and
informal changes in discourse, process and
content.
Practitioners act on the research findings
•
Content changes: changes in the content of
policies including strategy papers, legislation
and budgets.
findings
17. START WITH WHAT YOUR AUDIENCE NEEDS TO KNOW….NOT
WHAT YOU WANT TO TELL THEM..
“But this
is the simplified version for the general public….”
• What is simple to the researcher is not always clear to the audience..
• What your audience NEEDS TO KNOW IS AS IMPORTANT as what you want to say to them
18. BE PRACTICAL ABOUT WHAT YOU CAN ACHIEVE..
RECEPTION
reception means that research has been received by an individual
lands on the desk, but the findings might never be read.
COGNITION
The next stage occurs when research is read and understood.
REFERENCE
When research changes way of thinking – provokes a shift in an
individual’s“frame of reference”, for example in terms of defining
key problems and priorities.
EFFORT
Research has shaped action: some effort has been made to get
the findings adopted, even if this is ultimately unsuccessful.
ADOPTION
Adoption means that research has had a direct influence on the
actual policy
IMPLEMENTATION
While research may have been used to develop policy, at this
stage it has also been translated into practice on the ground.
IMPACT
Utilisation of research when the implemented policy is successful
in producing tangible benefits to the citizens.
Editor's Notes
From Evidence Based Policy: a practical guide to doing it better, Nancy Cartright and Jeremy Hardie, 2012 Oxford University Press
Discursive changes: These refer to changes in the labels or narratives of policy actors. They reflect a new or improved understanding of a subject -- even if it does not imply an effective change of policy or practice. Procedural changes: These refer to changes in the way certain processes are undertaken. For example, the incorporation of consultations to otherwise closed processes, or small changes in the way that national policies are implemented in the field. Content changes: These refer to changes in the content of policies including strategy papers, legislation and budgets. These are formal changes in the policy framework. Attitudinal changes: These refer to changes in the way policy actors think about a given issue. This might be an important change to target in the event that key stakeholders have high influence but lack interest in a policy area or are not necessarily aligned with the policy objectives of the programme.Behavioural changes: These refer to more durable changes in the way that policy actors behave (act or relate to others) as a consequence of formal and informal changes in discourse, process and content.
Discursive changes: These refer to changes in the labels or narratives of policy actors. They reflect a new or improved understanding of a subject -- even if it does not imply an effective change of policy or practice. Procedural changes: These refer to changes in the way certain processes are undertaken. For example, the incorporation of consultations to otherwise closed processes, or small changes in the way that national policies are implemented in the field. Content changes: These refer to changes in the content of policies including strategy papers, legislation and budgets. These are formal changes in the policy framework. Attitudinal changes: These refer to changes in the way policy actors think about a given issue. This might be an important change to target in the event that key stakeholders have high influence but lack interest in a policy area or are not necessarily aligned with the policy objectives of the programme.Behavioural changes: These refer to more durable changes in the way that policy actors behave (act or relate to others) as a consequence of formal and informal changes in discourse, process and content.