| 1 |
Planning opportunities for reflection and adaptation from the outset |
Building in the expectation that there will be a need to continuously learn, reflect and adapt processes can help innovations be fit for purpose in the real world |
| 2 |
Strong government ownership |
Enabling government leadership in planning, inception and implementation strengthens the potential for commitment to, and responsibility for, innovations in the longer term |
| 3 |
Motivating micro-level actors |
Consideration of the needs and preferences of local-level implementers is essential for most innovations |
| 4 |
Institutionalizing the innovation within the health system |
Integration of processes (eg supervision, supply chain, data) within existing systems promotes ownership, reduces duplication, improves efficiency |
| 5 |
Managing financial uncertainties |
Seeking sustained financial commitment from government, e.g. adding innovation costs to strategic plans and budgets, works alongside institutionalization and can help to minimise the impact of system shocks, e.g. a change in government. |
| 6 |
Fostering community ownership |
Community groups can be important advocates for the continuation of innovations and hold leaders to account |
