2. Spring Meeting
• Capacity Building—what CORE does
• Critical to global work
• Country level initiatives
• PAIL
• Partnerships
• Accountability
• Integration
• Learning
3. 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
4. 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.
5. 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
6. 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
7. 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
9. 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
10. 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
11. 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
12. 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
13. 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!
14. 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
