2014-09-02-世界卫生组织-Evidence-Informed_Policy_Network_EVIPNet_Global_Steering_Group_Meeting_-_3-4_September_2014_Geneva,_Switzerland_26页_284kb

Summary of the EVIPNet Global Steering Group Meeting (3-4 September 2014)

Core Content

The Evidence-Informed Policy Network (EVIPNet) was launched in 2005 by the World Health Organization (WHO) in response to the WHA58.34 resolution, which emphasized the need to bridge the gap between research and policy. EVIPNet promotes evidence-informed policymaking (EIP), focusing on capacity building, knowledge translation (KT), and collaboration between policy-makers, researchers, and civil society, especially in low and middle-income countries (LMICs).

The Global Steering Group (GSG) serves as a catalyst and key supporter for EVIPNet, meeting monthly by teleconference and occasionally in person. This 2014 meeting aimed to stocktake past activities, review the 2012–2015 Strategic Plan, and discuss future directions, including innovations in KT, funding strategies, and dissemination of EVIPNet's work.

Main Objectives

1. Stocktaking of GSG activities, achievements, challenges, and lessons learned.
2. Review and refine the EVIPNet Strategic Plan, identifying gaps and operationalizing its goals.
3. Discuss ways to improve dissemination of EVIPNet activities and fundraising efforts.

Key Participants

• GSG members
• WHO technical staff involved in KT
• Selected invitees, including country-level champions and doctoral students

Key Deliberations and Outcomes

1.1 Updated SWOT Analysis

• Strengths:

  • Focus on capacity building and learning by doing
  • Extensive involvement of decision-makers
  • Gender inclusiveness
  • Brand recognition, leadership, and presence in WHO strategy
  • EVIPNet as a flexible and evolving model

• Weaknesses:

  • Lack of systematic documentation
  • Absence of M&E processes
  • Inadequate governance clarity
  • Dependency on individuals, leading to loss of champions
  • Weak marketing strategy

• Opportunities:

  • 10th anniversary of the WHA resolution (formal evaluation opportunity)
  • Collaboration with external partners (e.g., IDRC, WHO CCs)
  • Use of rapid-response mechanisms (e.g., Ebola crisis)
  • Training for journalists and civil society

• Threats:

  • Limited funding
  • WHO restructuring
  • Competitive initiatives
  • Bureaucratic and political challenges

1.2 EVIPNet's Niche and Role

• EVIPNet is defined as a programme with potential for becoming a social movement.
• It should inspire through shared values, capacity building, and flexibility.
• It should avoid "us vs. them" framing and instead promote collaboration.
• Key cross-cutting themes: Advocacy and Sustainability

1.3 Strategic Priorities for EVIPNet

• Advocacy for KT tools and culture change
• Capacity building at country and regional levels
• Funding awareness and proposal development
• Strategic advocacy and marketing
• Dissemination of innovation and new tools
• Supporting regional leadership
• Media engagement and 10th anniversary activities
• M&E framework development

2.1 EVIPNet Country Teams

• Active teams: 25 across WHO regions

• Inactive teams: 16, with strategies proposed to address inactivity:

  • Regional focal points should balance engagement and resource allocation
  • Learn from inefficiencies by involving inactive countries in strategic planning
  • Disseminate success stories and use global forums to promote EVIPNet
  • Encourage site visits and report on activities for the 10th anniversary

• Active team criteria: Core and project teams that have completed at least one evidence-based policy (EBP), one policy dialogue (PD), and one workshop in the past year

2.2 Strategic Activities at Country and Regional Levels

• Country level:

  • National and regional stocktaking
  • Mapping of funding and political engagement
  • Development of action plans
  • Institutionalization process
  • Financial incentives for governments

• Regional level:

  • Establish regional resource groups
  • Develop a common language and research focus
  • Coordinate with regional champions

• Global level:

  • Develop global situation analysis and evidence briefs
  • Plan for emergency responses
  • Support fundraising and advocacy
  • Clarify EVIPNet’s role and mandate

3.1 Role and Structure of the GSG

• The GSG must facilitate regional uptake and local action without overstepping its role.
• New co-chairs: Dr. Taghreed Adam and Dr. John Lavis
• Dr. Ulysses Panisset was proposed as co-chair emeritus
• Secretariat decision pending
• Meeting frequency: Every 2 months, with minutes sent out promptly
• Dissemination: Use social media and document repositories (e.g., Dropbox, Google Docs)
• Engagement: Include wider groups every 4 months

3.2 Resource Groups and Strategic Planning

• Resource Groups (GRGs) are critical for:
  • Supporting KT tools and processes
  • Building capacity and coordination at regional and country levels
• Strategic planning process:
  • Start from key points in GRG meetings
  • Include wider consultations
  • Revise vision, mission, and values
  • Set indicators and M&E framework
  • Clarify governance structure

3.3 Leadership Changes

• Dr. Ulysses Panisset’s departure:
  • Contingency plans needed for regional operations
  • Need for a new full-time coordinator at WHO HQ
• Dr. Taghreed Adam as new coordinator:
  • Portfolio includes Global Health Observatory (R&D) and KT strategies
  • Strong fundraising experience
• Engagement of high-level opinion-makers (e.g., JA Rottingen, R Burton)
• Clarify the difference between EVIPNet and other WHO initiatives (e.g., AHSPR, GRC) to avoid competition and promote collaboration

3.4 Publishing and Dissemination Strategy

• Options for publishing EVIPNet outputs:
  • Dedicated journal or special edition for the 10th anniversary
  • Existing journals with KT-focused articles
  • EVIPNet portal (Virtual Health Library) for publishing evidence briefs
• Publishing criteria:
  • At least one policy-maker in each team
  • Emphasize the process of KT, not just outcomes
  • Ensure user-friendly access for policy-makers

Next Steps

• EVIPNet Evaluation:

  • Assess the impact and effectiveness of KT mechanisms
  • Document "impact stories" and evaluate strategic achievements
  • Use key informant interviews, workshop evaluations, and documentary analysis

• Action Points:

  • Brief the Assistant Director General (ADG) on EVIPNet’s work and needs
  • Ensure a face-to-face briefing
  • Clarify the 10th anniversary evaluation process
  • Address regional challenges (e.g., EMRO, AFRO, WPRO)
  • Pass the "elevator test" for advocacy
  • Push for full-time staff at WHO HQ and ROs

• Advocacy Activities:

  • Develop a coherent story for WHO on EIP
  • Engage with external partners and policy networks
  • Promote EVIPNet as a social movement

Conclusion

The meeting highlighted the need for strategic direction, capacity building, funding sustainability, and effective dissemination of EVIPNet's work. It emphasized the importance of collaboration, institutionalization, and engagement at all levels to ensure EVIPNet's long-term impact and relevance in evidence-informed policymaking.