Executive Summary

Based on extensive discussion at all levels of the organization, INCLEN is intent on transforming itself into a network of self-sustaining, autonomous regional clusters of health institutions committed to addressing major national and regional health problems. This transformation is the logical culmination of two decades of building health research capacity in 24 countries around the globe. This strategic plan covers the transition phase, during which regional capacity must be built to achieve financial sustainability and effective governance. INCLEN offers a unique resource as a network of indigenous health scientists and clinicians well trained in a range of disciplines who apply their understanding of efficacy, effectiveness and efficiency to improving health systems in their countries and building local capacity to do so even better in the future. Realizing and sustaining that resource for improving the health of peoples have been major foci of INCLEN’s strategy since 1996. Collaborative research that addresses important practices and policies has been fostered. Training and continuing education activities have been expanded. The circle of collaborators has been greatly widened, including diversification of funding. Greater visibility of the enterprise has accompanied its process of opening up to new partners. Looking forward, INCLEN sees its future as a network of regional networks, addressing health needs at the national, regional and global level. Individual Clinical Epidemiology Units (CEUs) in influential medical schools in the developing world will serve local and national needs in capacity building, policy-directed research and consultation. Regional clusters of CEUs will take a strategic approach to regional health problems and training needs, with linkages to governmental agencies and other academic institutions in the regions and beyond. The global network will facilitate communication across regions and with the wider scientific community, ensure access to state-of-the-art technology and knowledge, and promote important comparative studies infeasible for individual researchers or institutions. Through a rigorous process of regional consultation, INCLEN members sought to maximize their impact on health by focusing on matters that are important to the advancement of health, that INCLEN is capable of doing well, that can contribute to strengthening the network and that have a potential for attracting major funding for the work and for the network. INCLEN will focus efforts on four of the major health problems of the world (malaria, HIV/AIDS, tuberculosis and maternal and child health) and on five themes (drug development, rational use of drugs/technology assessment, quality of care, program planning and evaluation, and research training), as well as on other areas where funding will permit INCLEN to improve health in important ways. To maximize the likelihood that these goals will be achieved, funds remaining from the commitment of INCLEN’s founding donor -- as well as funds from other donors -- will be applied strategically over the two years beginning July 1999 to build regional strength, to invest in important research and capacity building activities that will lever INCLEN’s input, to enhance the network, to raise funds, and to revise the governance structure as necessary for best promoting its work into the future. Recommendations from a distinguished panel of external evaluators who are currently studying INCLEN’s accomplishments and prospects will be used to adjust this plan, as will success in meeting designated milestones. By 2001 INCLEN seeks to have active programs for research and capacity building at a regional level that complement its global program and to have attracted a diversified stream of resources sufficient to sustain the important work of its network of scientists.