In this Article
An enabling organization
Processes for performance
Innovative and continuous
learning
COHRED Think Tanks to listen
and learn from partners
 
 
 
Think Tanks and learning events: for a fresh look at research for health

What comes next?

Since 1993, COHRED has supported some 40 countries in their process of strengthening national health research. A number of strategies and plans for health sector reform have resulted from this work. Today many countries are asking themselves: What comes next? How to put strategies into practice, or move health research strengthening processes forward?

In its interactions with partner countries, COHRED is having similar reflections. How can we help partners move forward? How can we better understand their needs? In supporting our partners...…what comes next for COHRED?

For the past year, the team of the Council on Health Research for Development (COHRED) has been in a process of reflection and change management. Our goal is to build the organization as a positive and relevant partner for enabling research for health in the developing world.

An enabling organization. Part of this effort is defining a set of core values that help us become a better enabling organization, based on healthy relationships with a set of strong partners.

Processes for performance. Another aspect is the creation of a strong set of management processes to guide COHRED – in its daily work and in the creation and delivery of relevant products that support countries to improve research for health. Our work in progress focuses on processes for managing projects, for effective partnerships and innovative approaches to information and publishing.

Innovative and continuous learning. We see continuous learning and sharing of experience – not just publishing of results – as the core of a new and innovative approach to improving research for health. COHRED is committed to understanding what is possible and bringing this forward.

COHRED Think Tanks to listen and learn from partners
To better understand the actions and interactions that can make a real difference in improving research for health in developing countries, COHRED convenes periodic learning events with partners and experts. These learning interactions inform our thinking in how to best respond to countries’ needs and help define key COHRED activities, services and products.

 
 
COHRED Think Tanks:
• ‘Decentralising’ COHRED – a think
tank on organisational strategy
(February 2006)
• Priority Setting in Research for
Health (February 2006)
• Practical Approaches to National
Health Research System Analysis.
(February 2006)
• Think Tank on positioning COHRED
for the next relevant decade.
(July 2005)
 

Outcomes: what do we want to happen?

Short term
• COHRED becomes a learning
organization

• Several countries and COHRED form
‘learning partnerships’ to expand
thinking on research for health.
• Several countries active in improving
research for health request, use
and cite COHRED expertise and
products.
• Countries and development partners
recognize COHRED as an innovator
and leader in enabling research for
heath at national.
Medium term
• COHRED becomes a southern
alliance with key northern partners.
• COHRED is known as an organization
that goes beyond research and
theory, providing practical advice
and solutions to help countries.
• A core of action-oriented developing
countries emerges. Results, lessons
and solutions are shared between
countries.
• Leading countries enable others.
• A growing number of countries have
action plans and are engaged in the
continuous improvement of their
heath research systems.