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Craig W. Robbins, MD, MPH

Member of the GIN Board of Trustees since 2012/2013


A family physician, Craig has extensive expertise and experience in critical appraisal of the medical research literature, primary care practice, and implementation of evidence-based recommendations. He joined Kaiser Permanente (KP) as a family physician with the Colorado Permanente Medical Group (CPMG) in July 1998. Since then, he has held several leadership roles in Colorado and at the national level. These have included serving as Board Chair for CPMG in 2007-8 and representing KP Colorado on the KP National Guideline Directors group since 2005.

Since January 2009, Craig has served as the Medical Director of Evidence Based Practice at the KP Care Management Institute (CMI). KP is the largest integrated delivery system in the United States, with 9 million members and presence in 9 states and Washington DC. It is committed to delivering high quality, affordable health care to its members and the communities it serves. In his CMI role, Craig serves as the physician lead for the KP National Guideline Program (NGP). The primary purpose of this program is to provide the organisation with the best available, systematically derived, clinical guidance to improve care delivery and optimise health.

Under Craig’s guidance, the KP National Guideline Program has updated its guideline development processes, adopting the Grading of Recommendations Assessment, Development, and Evaluation (GRADE) methodology for developing clinical recommendations. This update has positioned Kaiser Permanente well to meet the standards established by the US Institute of Medicine in 2011 for the development of high quality systematic reviews and trustworthy clinical practice guidelines. With Craig’s leadership, the KP National Guideline Program has become an active organizational member of GIN, joining the network in 2010 and collaborating to host the 2013 G-I-N Conference in San Francisco.

Vision for GIN 

When I joined the GIN Board in August 2012, it was a time of great transition for the network. We were celebrating GIN’s ten year anniversary and we were experiencing significant changes in the GIN secretariat. In articulating my vision for GIN at the time, I acknowledged how much the KP National Guideline Program had benefited from participating in the network since we had joined as an organisational member in 2010.  Within just a short time, we had been privileged to experience each of the three GIN aims: 1) providing a network and partnerships, 2) improving efficiency and effectiveness, and 3) promoting best practice. Our experience indicated that GIN was achieving its goals and living up to its purpose. But I noted that G-I-N could not rest on its laurels if it hoped to remain relevant in the future and suggested that GIN needed to reconsider its strategy.

So it was my privilege, during the first half of my Board term, to serve as chair of the Strategy Subcommittee. As a social sector organisation, the subcommittee suggested to the larger Board that GIN should focus on three key issues:

  • Understand what GIN stands for (core values) and why it exists (mission)
  • Understand what GIN can uniquely contribute to the people and communities it touches (better than any other organisation or network)
  • Understand what drives GIN’s resource engine: time (volunteers), money (sources), and brand (reputation)


Throughout its history GIN has demonstrated passion around the development and implementation of evidence-based guidelines as tools to improve health care delivery around the world. The Strategy Subcommittee recommended to the Board a new strategic vision for GIN: “To be the connector in the international guideline community.”

What GIN does better than any other organisation or network is to connect organisations and individuals involved in guideline development and implementation, improving their work and strengthening their relationships. Building GIN’s brand as “the connector” resonated with and was accepted by the Board. Appropriately, the Strategy Subcommittee has been retired and the GIN Executive Committee has taken over the role of determining strategy for the network.

During the last three years, the GIN Board of Trustees, along with the Secretariat, we have devoted significant effort to improving the administrative operations of the network. The processes for selecting sites and hosting GIN Annual Conferences are now transparent, systematic, and explicit. Membership application and renewal procedures have been simplified and streamlined. And, GIN’s finances have been put on more solid ground, helping to ensure the long-term viability of the network.

My 2015-2018 vision for GIN is that we will continue to be a vibrant, growing network of organisations and individuals committed to the mission of improving health around the world through the effective development and implementation of evidence-based guidelines. 


Page last updated: Nov 17, 2020
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