BackgroundEvidence-based decision-making is an important foundation for health policy and service planning decisions, yet there remain challenges in ensuring that the many forms of available evidence are considered when decisions are being made. Mobilising knowledge for policy and practice is an emergent process, and one that is highly relational, often messy and profoundly context dependent. Systems approaches, such as dynamic simulation modelling can be used to examine both complex health issues and the context in which they are embedded, and to develop decision support tools.ObjectiveThis paper reports on the novel use of participatory simulation modelling as a knowledge mobilisation tool in Australian real-world policy settings. We describe how this approach combined systems science methodology and some of the core elements of knowledge mobilisation best practice. We describe the strategies adopted in three case studies to address both technical and socio-political issues, and compile the experiential lessons derived. Finally, we consider the implications of these knowledge mobilisation case studies and provide evidence for the feasibility of this approach in policy development settings.ConclusionParticipatory dynamic simulation modelling builds on contemporary knowledge mobilisation approaches for health stakeholders to collaborate and explore policy and health service scenarios for priority public health topics. The participatory methods place the decision-maker at the centre of the process and embed deliberative methods and co-production of knowledge. The simulation models function as health policy and programme dynamic decision support tools that integrate diverse forms of evidence, including research evidence, expert knowledge and localised contextual information. Further research is underway to determine the impact of these methods on health service decision-making.

The persistent prevalence of childhood overweight and obesity raises significant concerns about the impact on health, society and the economy. Responding to a target announced in September 2015 by the New South Wales (Australia) Premier to reduce childhood overweight and obesity by five percentage points by 2025, a system dynamics model was developed to support Government and stakeholders responsible for meeting the target. A participatory model building process, drawing cross-sectorial expertise, was undertaken to estimate the individual and combined impact of interventions on meeting the target.The model demonstrated that it is theoretically possible to meet the target by implementing a comprehensive combination of policies and programmes. When limited to existing and enhanced population health interventions, the modelled result did not reach the target. The project provides an example of how participatory simulation modelling can combine a broad range of interventions together into likely scenarios and usefully inform government decision-making.

BackgroundChronic diseases are a serious and urgent problem, requiring at-scale, multi-component, multi-stakeholder action and cooperation. Despite numerous national frameworks and agenda-setting documents to coordinate prevention efforts, Australia, like many countries internationally, is yet to substantively impact the burden from chronic disease. Improved evidence on effective strategies for the prevention of chronic disease is required. This research sought to articulate a priority set of important and feasible action domains to inform future discussion and debate regarding priority areas for chronic disease prevention policy and strategy.MethodsUsing concept mapping, a mixed-methods approach to making use of the best available tacit knowledge of recognised, diverse and well-experienced actors, and national actions to improve the prevention of chronic disease in Australia were identified and then mapped. Participants (ranging from 58 to 78 in the various stages of the research) included a national sample of academics, policymakers and practitioners. Data collection involved the generation and sorting of statements by participants. A series of visual representations of the data were then developed.ResultsA total of 95 statements were distilled into 12 clusters for action, namely Inter-Sectoral Partnerships; Systems Perspective/Action; Governance; Roles and Responsibilities; Evidence, Feedback and Learning; Funding and Incentive; Creating Demand; Primary Prevention; Social Determinants and Equity; Healthy Environments; Food and Nutrition; and Regulation and Policy. Specific areas for more immediate national action included refocusing the health system to prevention over cure, raising the profile of public health with health decision-makers, funding policy- and practice-relevant research, improving communication about prevention, learning from both global best-practice and domestic successes and failures, increasing the focus on primary prevention, and developing a long-term prevention strategy with an explicit funding commitment.ConclusionsPreventing chronic diseases and their risk factors will require at-scale, multi-component, multi-stakeholder action and cooperation. The concept mapping procedures used in this research have enabled the synthesis of views across different stakeholders, bringing both divergent and convergent perspectives to light, and collectively creating signals for where to prioritise national action. Previous national strategies for chronic disease prevention have not collated the tacit knowledge of diverse actors in the prevention of chronic disease in this structured way.Electronic supplementary materialThe online version of this article (doi:10.1186/s12961-017-0231-7) contains supplementary material, which is available to authorized users.

In 2012, there was a sharp increase in human immunodeficiency virus (HIV) notifications in New South Wales (NSW), Australia, following a 10-year period of relative stability. This increase, among other factors, triggered the development of a new HIV strategy that included renewed efforts to increase testing to improve early diagnosis, enable early treatment and reduce the risk of onward transmission. This article describes the activities conducted by NSW Health and partner organisations during November 2013 in the week before World AIDS Day (phase one (P1)) and HIV testing week in July 2014 (phase 2 (P2)). A model of pop-up HIV testing, new to Australia, was used to take testing to those most at risk of infection, and was promoted through social media and experiential techniques. During P1, an average of seven tests per hour were conducted at the pop-up service, compared with four tests per hour at a fast-track screening service in a nearby sexual health clinic. During HIV testing week, the campaign hashtag was mentioned an average of 56 times per day, following a baseline of six mentions per day one week before. The estimated total social media reach was 549,769 people via 459 posts. The pop-up testing model proved popular, and the use of social media and experiential techniques has extended the reach of the 'test more' messages. Further research is required to determine causality between specific HIV messaging and experiential techniques and testing rates.

Issue: Formal (eg funded) community-level organisational collaborations are becoming more common in prevention. Rapid methods to assess organisational relationships could allow us to consider the significance of any pre-existing relationship patterns in communities that might impact on collaboration effectiveness. Insights may identify new options for practice. Methods:We used social network analysis to study organisations engaged in prevention but not (yet) part of a formal purposive collaboration. Within a single community, we identified organisations providing programs in chronic disease prevention. We used whole network analysis methods to describe the extent to which organisations were aware, had contact, coordinated activity and/or collaborated more intensively.We also identified the contribution made to prevention locally. Results were compared with key informant interviews. Results:There was an identifiable network structure, with more relationships across the network than one would expect by chance. The network had a core-periphery structure, meaning that, in terms of the relationships we measured, there were highly connected organisations who were strongly interlinked with each other (the core), alongside less connected organisations that were linked to the core but not to each other (the periphery). Core organisations were significantly more likely to have expertise in prevention and to have prevention staff. Conclusions:To our knowledge, it is new to identify inherent or "pre-existing" coreperiphery structures in interorganisational health promotion. Yet, core-periphery structures are common in many social settings. They advantage entities in the core and are prone to further entrenchment. So what?Our results map and quantify intuitive understandings about organisational "key players", thus enabling practitioners/organisations to critically reflect on what their role should be when it comes to activating communities ie to embed, or attempt to counterbalance, pre-existing power structures. K E Y W O R D S chronic disease prevention, interorganisational networks, capacity building | 493 HELD Et aL.

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