CORE Group Welcomeand Strategic PlanningUpdateApril 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; Emmanueld’Harcourt, IRC; Ben Schwartz, SC• New board slate• Erin Stieber, Associate Vice President for International ProgramDevelopment, Operation Smile• Alan Talens, Health Advisor, World Renew• Joseph Ichter, Senior Technical Advisor for Private PublicPartnership, Futures Group International• Need to vote by end of today—must have vote of majority ofmembers for slate to be approved
Strategic Planning 2008-2013VISIONA world of healthy communities where no woman orchild dies of preventable causes.MISSIONTo generate collaborative action and learning toimprove and expand community-focused publichealth practices for underserved populations aroundthe world.
Strategic Planning 2008-2013Strategic Priorities• Increase member and partner engagement and collaborativeaction to advance community health• Focus and strengthen program direction to advancecommunity health approaches that save lives and promotedevelopmentInstitutional 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/associateorganizations, 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 Issues1. Keep doing what CORE does well2. Focus on operations research / implementation science3. Develop a wide and accessible portfolio focused on capacitystrengthening4. Develop several national CORE-like organizations,positioned to aim for the post MDG goals5. Serve as a think tank around Community Health Systems6. Intensify advocacy efforts related to community health--serving as the voice of our collective Members andAssociates7. Engage with other sectors around critical, emerging cross-cutting issues such as climate change and natural disasters8. Global child rights and development network
Vision and MissionVISIONHealthy communities where everyonecan attain health and well-beingMISSIONImprove and expand community healthpractices for underservedpopulations, especially women andchildren, through collaborative actionand learning
Hub of Community HealthInnovation and Learning• Contribute to implementation science• Strengthen and expand collaborative actionand learning• Strengthen effectiveness, improve andexpand selected community health initiatives• Build capacity and partnerships tosystematically contribute to a communityhealth systems evidence base
Globalize collaborativelearning and action model• Use digital learning platforms for globalreach• Increase breadth/depth of connectionswithin member and associateorganizations and key partners at countrylevel• Open membership to eligible INGOswithout a US presence
Sustain impact throughinnovative business models• Ensure independence and continuity• Reduce dependency on grants byimplementing cost-savings and incomegenerating measures• Adapt CORE’s structure to foster success inthe new strategic directions and businessmodel
TodayDefinition and refinement of the strategicframework• Ensuring broad agreement on the threestrategic priorities among the membership• Incorporate membership feedback into revisedstrategic priorities and ideas for action andmetricsCORE depends on your participation andrecommendations!
Next Steps• Draft of Strategic Plan with Activities and OutcomeMeasures• 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 theplan in more depth, developing detailed implementation steps, andindicators