Scaling non-communicable disease innovations in crisis settings

The problem

People affected by humanitarian crises face a growing risk of cardiometabolic diseases (CMDs) - a subset of non-communicable diseases (NCDs) including diabetes, hypertension and cardiovascular conditions - yet there is still limited evidence on how locally led innovations can be scaled to improve prevention and care in these settings.

Much of the existing evidence on NCD care in crises focuses on protracted emergencies where health systems have had time to adapt, such as in Syria and Ukraine. However, in contexts marked by acute healthcare disruptions, widespread food insecurity, and collapsed coping mechanisms, vulnerability to NCDs significantly increases.  

This initiative builds on previous innovation mapping work supported by the Novo Nordisk Foundation, which identified promising locally led CMD innovations in humanitarian settings in Sub-Saharan Africa. While many innovations demonstrated potential to improve prevention and care, a key gap emerged around understanding how effective innovations can be scaled and what evidence is needed to support that process.  

Study purpose

• To support shortlisted innovators to develop scale and evidence generation pathways that identify key opportunities, barriers, partnerships, evidence needs and actions required to advance the scale, sustainability and impact of their innovations, alongside donor-facing materials that strengthen readiness for future funding and investment. 

• To facilitate peer learning, knowledge exchange and collaboration between innovators and key stakeholders from humanitarian, research, policy and donor communities, fostering reflection on opportunities and challenges for scaling CMD innovations in humanitarian settings. 

• To lay the foundations for a community of practice and learning network around community-driven innovation for NCD prevention and care in humanitarian settings, supporting ongoing collaboration, learning and future research and innovation efforts. 

Expected outcomes

Through peer learning spaces tailored to their identified needs, wraparound capacity-strengthening training, and structured workshops, shortlisted innovators will be supported to develop scale and evidence generation pathways, along with donor-facing materials that strengthen their readiness for future funding and investment. An in-person forum will bring innovators together with humanitarian, research, policy and donor stakeholders to broker partnerships critical to advancing their innovations. Alongside this, the project will lay the foundations for a community of practice around community-driven CMD innovation in humanitarian settings, creating a growing network for ongoing collaboration and shared learning. Key outputs include individual scale and evidence generation pathways for each innovation, and a sector-wide learning brief capturing reflections on the process to inform shared learning across the field.

‍Our three-phase approach

Phase 1: Inception, innovation selection and draft pathway formation  (until July 2026)

During the inception phase, the project will establish the Steering Committee, map key stakeholders and run consultations with donors, policymakers, researchers, operational actors and innovators. These activities will support the selection of two to three promising innovations and begin the co-development of draft scale and evidence generation pathways.

Phase 2: Peer Learning, pathway refinement, community of practice building (August – October 2026) 

The second phase will focus on peer learning, pathway refinement and community of practice building. Through virtual workshops, south-south peer exchange and an in-person convening, innovators will test and strengthen their draft scale and evidence generation pathways, identify priority actions and explore how their innovations could be adapted, sustained or expanded in crisis-affected settings. This phase will also help build connections with stakeholders who can support future collaboration, learning and investment.

Phase 3: Learning and resource mobilisation  (October – December 2026) 

The final phase will focus on learning, communications and resource mobilisation. The project will develop donor-facing materials, such as concept notes and pitch decks, and support innovators to present their ideas to relevant audiences. It will also share learning through innovator reflections, synthesis outputs, a knowledge exchange webinar and related communications, while exploring how the emerging community of practice can continue to support collaboration and learning beyond the project.