Purpose

To illustrate the initiative and the 6 components as envisioned early in the initiative and the critical activities for each of them.

Lessons Learned

• During the planning phase ISI was envisioned to have 6 components. These 6 components were operationalized and they evolved throughout the experience. The final ISS system operational model has 5 components.
• The sixth component (documentation) was included in the original design because ISI was a learning initiative and therefore this component was key. Even though this component is not found in the final model, documenting the implementation experience remains important and insightful.

Purpose

The bottleneck solutions inventory (BSI) is a tool to ensure that the inquiry approach is a holistic and continuous problem-solving approach and that actions are taken to ensure the uptake of knowledge by decision makers.

Lessons Learned 

• Carrying out the bottleneck assessment (BNA) was relatively straightforward as countries used the PAG for guidance. However, the creation and use of the BSI was more complex.
• It was difficult to identify and implement appropriate actions  based on the bottleneck assessment alone.  The BSI was created to give greater attention to this aspect, such that the BNA and BSI became two distinct parts in the final operational model for an IS system.

Purpose 

To describe a methodology – focused ethnographic study – that had great potential to be used in the studies in Kenya and Uganda, but that required some adaptation (i.e. the creation of a set of modules to study IFAS in the context of ANC.)

Lessons Learned 

• Adapting the methodology of FES (that originally was developed for IYCF) required developing a set of modules to study IFAS in the context of ANC. In turn, this required carrying out a literature review to develop the modules and a conceptual framework.
• The COVID-19 pandemic did not allow us to collect data so instead we examined how existing literature might be used to strengthen FES interview guides as well as address some bottlenecks by using current global knowledge and experience.  These experiences led to the development of the ScoRe guide.

Purpose

To describe the effectiveness-implementation hybrid design as a highly relevant option in the context of IS.

Lessons Learned 

• We explored the possibility of using a hybrid design in ISI but decided it was not appropriate for our purposes.
• Nonetheless, we developed this brief to call attention to this design option in other contexts.
• Our experiences highlighted the valuable role that knowledge brokers can play in helping IS teams carefully consider the most appropriate inquiry methods given their purposes and contexts.

Purpose

To help country teams develop and implement their KB strategy, which is a transversal component at the center of ISI because various forms of knowledge facilitation are likely to be needed regarding each of the other components.

Lessons Learned 

• Although we envisioned having a knowledge brokering team in each country, there was one key person, the project manager, who played the primary role of the knowledge broker.
• This person was supported by other members of the team whenever needed, but the role of project manager/knowledge broker was central.

Purpose

This report aggregates in one place a number of documents created for the initiative to-date, for future use by SISN in strengthening IS capacity in other settings, and presents insights that feed into the prospective documentation of experiences.

Lessons Learned 

• Prior to carrying out this workshop, we did not have guidance materials. Thus, all the guidance notes were developed for building capacity and sharing SISN’s vision of various components of the initiative.
• Carrying out a workshop to build capacity on IS was very helpful. In future initiatives, the operational model for an IS system could serve as the foundation to build capacity on IS/IR.

Purpose

To present how to develop a ToC, and more specifically an implementation ToC, to help make explicit how an intervention is expected to lead to specific outcomes.

Lessons Learned 

• This document was prepared based on the literature and in response to the experiences and challenges expressed by the country core teams during the proposal writing process, in the early stage of the initiative.
• Although the operational model for an IS system does not specifically recommend developing a ToC, we did use a ToC at different times during program implementation.