core group strategic planning_judy lewis_4.22.13

CORE Group Welcome and Strategic Planning UpdateApril 22, 2013

Spring Meeting

• Capacity Building—what CORE does

• Critical to global work

• Country level initiatives

• PAIL

• Partnerships

• Accountability

• Integration

• Learning

Elections

• Role of board

• Current Board members

• Outgoing board members: Lisa Bowen, WRA; Emmanuel d’Harcourt, IRC; Ben Schwartz, SC

• New board slate

• Erin Stieber, Associate Vice President for International Program Development, Operation Smile

• Alan Talens, Health Advisor, World Renew

• Joseph Ichter, Senior Technical Advisor for Private Public Partnership, Futures Group International

• Need to vote by end of today—must have vote of majority of members for slate to be approved

Strategic Planning 2008-2013

VISION

A world of healthy communities where no woman or child dies of preventable causes.

MISSION

To generate collaborative action and learning to improve and expand community-focused public health practices for underserved populations around the world.

Strategic Planning 2008-2013

Strategic Priorities• Increase member and partner engagement and collaborative

action to advance community health

• Focus and strengthen program direction to advance community health approaches that save lives and promote development

Institutional Priorities• Grow and diversify funding base and partner linkages

• Strengthen internal capacity to achieve program priorities

Strategic Planning 2014-2019• Member Survey Fall 2012

• Group interviews with member/associate organizations, individual associates, and WG chairs

• External interviews with key informants

• Member online survey about strategic priorities

• Monthly board meetings

• 2 day retreat February 2013

• Discussion with WG chairs March 2013

• ½ day retreat April 22, 2013

• Roundtable membership discussions today

Eight Strategic Issues

1. Keep doing what CORE does well

2. Focus on operations research / implementation science

3. Develop a wide and accessible portfolio focused on capacity strengthening

4. Develop several national CORE-like organizations, positioned to aim for the post MDG goals

5. Serve as a think tank around Community Health Systems

6. Intensify advocacy efforts related to community health--serving as the voice of our collective Members and Associates

7. Engage with other sectors around critical, emerging cross-cutting issues such as climate change and natural disasters

8. Global child rights and development network

Membership Feedback

Vision and Mission

VISION

Healthy communities where everyone can attain health and well-being

MISSION

Improve and expand community health practices for underserved populations, especially women and children, through collaborative action and learning

Hub of Community Health Innovation and Learning

• Contribute to implementation science

• Strengthen and expand collaborative action and learning

• Strengthen effectiveness, improve and expand selected community health initiatives

• Build capacity and partnerships to systematically contribute to a community health systems evidence base

Globalize collaborative learning and action model

• Use digital learning platforms for global reach

• Increase breadth/depth of connections within member and associate organizations and key partners at country level

• Open membership to eligible INGOs without a US presence

Sustain impact through innovative business models

• Ensure independence and continuity

• Reduce dependency on grants by implementing cost-savings and income generating measures

• Adapt CORE’s structure to foster success in the new strategic directions and business model

Today

Definition and refinement of the strategic framework

• Ensuring broad agreement on the three strategic priorities among the membership

• Incorporate membership feedback into revised strategic priorities and ideas for action and metrics

CORE depends on your participation and recommendations!

Next Steps

• Draft of Strategic Plan with Activities and Outcome Measures• Revised based on Board of Directors, staff, membership comments

• Revised Version of Strategic Plan• Shared with membership, revised based on feedback

• Revised version finalized

• Final Strategic Plan• Distributed to membership

• CORE Group’s Fall Meeting • Strategic Plan official launch—session dedicated to reviewing the

plan in more depth, developing detailed implementation steps, and indicators