Strategic Plan 2014-2019

Strategic Plan 2014-2019

Contents EXECUTIVE SUMMARY...1 BACKGROUND...3 THE STRATEGIC PLANNING CONTEXT...6 STRATEGIC PLANNING PROCESS...9 VISION, MISSION, AND VALUES... 10 KEY COMPETENCIES and VALUE ADDED... 11 STRATEGIC PLAN 2014-2019... 12 STRATEGIC PRIORITIES... 13 Strategic Program Priority 1. Strengthen our hub of community health innovation and learning, contributing to implementation science informed by practice.... 13 Strategic Program Priority 2: Increase global participation in our collaborative learning and action network to build strategic capacity.... 14 Strategic Program Priority 3: Engage with priority health initiatives at the global and country level, advocating for community health.... 15 Strategic Institutional Priority 4: Expand our impact through innovative business and governance models that build on our strengths and potential.... 16 CONCLUSION... 17 APPENDIX 1: CORE Group Strategic Framework 2014-2019... 18

EXECUTIVE SUMMARY CORE Group fosters collaborative action and learning to improve and expand communityfocused public health practices. CORE Group is comprised of a small staff, a Board of Directors, and as of 10/1/2013, 56 US based International Nongovernmental Organizations (INGO) Member organizations, 21 Associate Member organizations, and 26 Individual Associates who work with a variety of policy, government, private, advocacy and academic organizations to improve the health of underserved women, children and communities. This is done through eight CORE Working Groups (Community Child Health, Nutrition, Safe Motherhood and Reproductive Health, HIV/AIDS, Malaria, Tuberculosis, Monitoring and Evaluation, and Social and Behavior Change). Working Groups provide technical updates, develop program tools, and take strategic action across membership affiliations. In addition, there are five interest groups for new and evolving program areas. For the past 16 years CORE Group has grown as an organization continuously engaging in ongoing strategic planning. The formal planning process occurs every five years, and this report represents the plan for the period 2014-2019. The past five years have seen an increase in membership; the creation of new associate organizational and individual memberships*; an increase in funding from non-us government sources; broader representation on the Board and the development of a formal board operations manual; expansion of working groups; formation and knowledge management of the Food Security and Nutrition Network; and development of new tools and training for community based maternal and child health. The objectives of the CORE Group s strategic planning process are to: Increase CORE s capacity to achieve good quality community-based health through collaboration and sharing. Mitigate fundamental challenges that hinder greater achievement of organizational vision. The planning has involved the board, staff, members, partners and outside experts. Members and associates have continuously provided feedback and direction as the strategic plan has evolved. Participation and shared decision making are key elements of any CORE activity and are essential to developing a successful strategic plan. This process has resulted in three strategic program priorities which build on CORE Group s strengths, accomplishments and values. The priorities also recognize the requirements of the rapidly changing external environment. Strengthen our hub of community health innovation and learning, contributing to implementation science informed by practice Increase global participation in our collaborative learning and action network to build strategic capacity Engage with priority health initiatives at global and country level, advocating for community health

In order to achieve these strategic priorities, CORE Group has also developed an institutional priority: Expand our impact through innovative business and governance models that build on our strengths and potential. Successful implementation of this strategic plan 1 will help the CORE Group strengthen as a leader in community health innovation and learning. It will expand CORE Group s global reach and build capacity to respond to opportunities and challenges. CORE Group will engage with priority health initiatives at the global and country level, advocating for community health. CORE Group will increase its impact through innovative business and governance models that build on its strengths and potential. *throughout the rest of this document members refers to all membership categories 1 See Appendix 1 Strategic Framework

BACKGROUND CORE Group s primary role is to provide a network for information sharing and collaboration among organizations working in community level maternal and child health. CORE Group has had three major funding phases for this work, which has always been supported by the United States Agency for International Development (USAID). CORE Group was established in 1997 with funding from the USAID Child Survival and Health Grants Program (CSHGP). It began as an informal network of US-based organizations implementing Child Survival and Health Grants. The network was initially hosted by World Vision. In 2001 CORE Group was incorporated, and became an independent 501c 3 non-profit organization in 2002. In this initial phase, the basic structure of exchange and collaboration was created: topical Working Groups were formed, networking meetings and technical updates were held, and resources and tools were developed. In 2005 CORE Group received its first direct funding from USAID when it was awarded a fiveyear cooperative agreement to manage the Child Survival and Health Network Program (CSHNP). This continued CORE Group s work to strengthen capacity of private voluntary organizations (PVOs) and nongovernmental organizations (NGOs) in the Child Survival and Health Grants Programs. This grant provided an opportunity for CORE Group to expand its membership and refine its methodology for collaboration and cross-learning, develop technical resources, strategies, and facilitate exchange and dissemination between member organizations and their local partners. The USAID evaluation of this grant documented its success in fostering PVO collaboration. The relevance and importance of CORE Group s role in improving community level interventions for maternal and child health was recognized in the next phase of network funding. In 2010, support for CORE Group s work was integrated in the Maternal and Child Health Integrated Program (MCHIP) the USAID Bureau for Global Health s flagship maternal, neonatal and child health program. CORE Group provides the knowledge sharing and dissemination of MCHIP approaches, interventions and results. Other initiatives have evolved from CORE Group s model of networking, knowledge sharing and collaboration. A few examples include the Polio Eradication Initiative, Food for Peace (FFP) food security and nutrition, and Community Case Management. Polio Eradication Initiative: In July 1999, the CORE Group had an opportunity to expand and coordinate member efforts towards polio eradication. The CORE Group Partners Project (CGPP) was funded by the USAID Global Bureau, Office of Health and Nutrition, Child Survival Division for the Polio Eradication Initiative (PEI). Originally funded for 9 years ($25 million), the team was based at World Vision and included staff seconded from CARE, World Vision, and Johns Hopkins University; 13 CORE members have been partners. In September 2007, World Vision,

on behalf of CORE Group, won a five-year grant ($30 million) to support ongoing, uninterrupted polio eradication activities in Angola, Ethiopia, India and Nepal. All funding for the Polio project is managed by World Vision which sub-grants to CORE member organizations. The main CORE Group office provides policy support for decision-making through a Partners Project Coordinating Committee (PPCC). The Vice-Chair of the CORE Board of Directors serves as the Chair of the PPCC. The CGPP coordinates and mobilizes community involvement in mass oral polio vaccine (OPV) immunization campaigns in high-risk areas and the hardest-to-reach populations of polio-endemic countries. The CGPP also supports PVO involvement in Acute Flaccid Paralysis (AFP) case detection and reporting, as well as surveillance for other vaccine preventable diseases. In addition, CGPP works to strengthen routine immunization. CORE polio projects have been completed in both Bangladesh and Uganda. In Angola, Ethiopia, India and Nepal, CORE has established a network of NGOs and PVOs who are working together to fight polio. These formal networks, or Secretariats, are staffed by full-time directors who organize NGO/PVO activities for immunization, supplemental immunization activities, surveillance and other activities. As successes are achieved in polio eradication and immunization, the Secretariats expand to work on other pressing health issues, such as malaria and nutrition. Food for Peace/TOPS: In 2010, CORE Group became a partner on Technical and Operational Performance Support (TOPS), a USAID/Food for Peace (FFP) program designed to build the capacity of FFP grantees and improve the quality of implementation through collaboration, innovation, and knowledge sharing around food security and nutrition best practices. CORE s role in knowledge management for TOPS is to develop and nurture a food security and nutrition network, design and facilitate regional knowledge sharing meetings, support online communities of practice and maintain an interactive website. Community Case Management (CCM): CORE Group has been committed to improving tools for community health since its inception. Community case management evolved naturally from community integrated management of childhood illnesses (C-IMCI) which was based on the concept of checking on essential elements of care every time a child is seen. One of CORE Group s major contributions to CCM began with coordinating partners and involving its Community Health Network, which provided expert input from around the world, including major international health organizations (WHO, UNICEF, USAID, MCHIP). This effort culminated in Community Case Management Essentials, a guide designed to help programmers design, manage and evaluate high quality, sustainable CCM efforts that can reach large numbers of vulnerable families. This guide is complementary to and in harmony with CCM materials developed by WHO, Save the Children, UNICEF and others, ensuring consistency, clarity and comprehensive support to community programs. The development of the CCM Essentials Guide is part of a larger CORE Group CCM Initiative that seeks to methodically advance this

approach with its affiliated standards and tools, in order to expedite global implementation of quality CCM programming. CORE Group has grown from having a part-time manager in 1998 to a nine-person staff today; from functioning within a host organization to being independently housed and structured. It has completed successful A-133 audits since its inception. CORE began with 35 citizen supported 501c3 organizations and has grown to 58 Member and 20 Associate Member organizations. CORE Group currently reaches more than 720 million people a year in over 180 countries through its Community Health Network. CORE Group s membership expanded in recent years to include Associate Member organizations, which are aligned with CORE Group s mission but might not fit with CORE Group s original PVO membership criteria. The category of Individual Associate was also created for consultants and other professionals. These new membership categories allow for broader networking and collaboration and the potential for greater diffusion of innovation. The new category of Associate Member organizations includes university departments, professional associations, advocacy organizations, USAID cooperating agencies and for-profit agencies. CORE Group s ongoing planning and board development resulted in new by-laws for board membership which creates positions for directors from non-member organizations. Additional changes included voting on a nominated slate of officers and directors rather than conducting competitive elections. This process enables the recruitment and selection of new Board members with the skills and talents that meet the organization s needs. Fundraising presents an ongoing challenge for CORE Group. CORE Group s bylaws allow the organization to seek funding for purposes consistent with the mission and guidelines. However, CORE Group has avoided competition with member organizations which applies to many large grant requests, and often prevents CORE Group from being part of a larger collaborative application when members may be involved in other coalition proposals. Despite these challenges, CORE Group has raised significant grant funds, diversified the donor base over the years, and raised private revenues from dues and services. However, CORE Group operations remain largely dependent on US government (USG) funding.

THE STRATEGIC PLANNING CONTEXT All organizations must adapt to changing environments and expectations. CORE Group s environment of global community health is changing rapidly due to new guidelines, economic constraints and priorities. These include the Paris Declaration on Aid Effectiveness and USAID Forward which emphasize the importance of country ownership, changing priorities and indicators in the post-2015 MDGs, new prevention and treatment modalities, the rise of middle income countries, shifts in US government policies and procurement procedures, funding constraints, changing INGO dynamics and new development actors. CORE Group must adapt and respond to this environment to ensure continued relevance and fiscal support. To gain a better understanding of these factors, CORE Group conducted four focus groups and 15 external individual interviews, and two types of surveys with Members, Associates, Working Group Chairs and external experts to analyze the major trends relevant to CORE Group s future direction. Four major trends were identified: Shifts in funding channels, priorities and partnerships Ongoing emphasis on integration within global health and development Continued focus on equity Impact of natural disasters on development efforts Shifts in funding channels, priorities and partnerships In recent years, donors have become more outcome-oriented, preferring to fund specific products and deliverables, rather than the core costs of a network and the collaborative ideas that arise through it. As we ve heard from recent donor interviews, donors feel that the Membership should cover the majority of costs and are increasingly reluctant to cover basic network costs. Shifts in funding include allocation of resources for direct distribution to in-country NGOs and government programs, an emphasis on increasing local capacity and strengthening health systems, and public-private partnerships. The Child Survival and Health Grants Program (CSHGP) continues to evolve and change in response to internal USG pressures. As part of a new process of program evaluation within USAID, the CSHGP was recently evaluated for the first time in 10 years since the program was transferred to the Bureau for Global Health (the report has not been finalized at the time of this strategic plan). CORE Group has had a mutually beneficial relationship with CSHGP and was initially formed to support organizations implementing these grants. It has also been a major advocate for the CSHGP. CORE Group s networking function was supported by a cooperative agreement, but financing trends are moving away from this model. Increasingly donors want to support direct services with specific outcomes rather than administration, networking and collaboration; and want to see collaboration across INGOs, Faith-based Organizations, academics and private sector. While CORE Group has had a larger involvement in the USAID

Bureau for Global Health, especially through the centrally-funded flagship program, MCHIP (Maternal and Child Health Integrated Program), this collaboration will need to expand beyond the US to countries where its members work, and will need to demonstrate a greater influence in global fora that USAID supports. The trend toward capacity strengthening at the country level is demonstrated by USAID FORWARD which has channeled program funding through USAID missions at the country level with a greater emphasis on capacity-strengthening of national and local NGOs/CSOs in low- and middle-income countries and country ownership. This represents both a threat and an opportunity to US-based INGOs and CORE Group. As part of the USAID Forward and Procurement Reform, USAID committed to target 30% of USAID aid directly to local entities, both public and private, by 2015 (up from 11% in 2011). This development has reduced funding for INGOs, including decreasing core support for US based organizations and limited the possibility of any significant increase in dues for CORE Group membership. Although obtaining consistent ongoing funding has been challenging (especially for general support/operations), a new trend is that US-based funding is increasingly directed toward consortia of organizations rather than individual organizations. CORE Group could potentially use its network as a basis for forming consortia. Because of the USG emphasis on in-country funding this would need to be done by linking INGOs and NGOs at the country level, as has been accomplished with the Polio Eradication Initiative. Another USG funding trend is a focus on public-private partnerships; presently, CORE Group does not have strong relationships with the private sector. Some donors have increased their focus on implementation science, the study of methods to promote the integration of research findings and evidence into healthcare policy and practice. Implementation science addresses the level to which health interventions can fit within realworld public health and clinical service systems. Increased research is needed to find out how high-impact solutions can be most effectively delivered, especially to underserved populations. Although INGOs have increased their expertise and capacity in research over the past several years, published community health research remains limited. Ongoing focus on integration within global health and development Worldwide, one billion people still lack access to basic health care services and millions continue to die each year from maternal, newborn and child health, infectious and chronic diseases, malnutrition and poverty related conditions. The prevalence of these diseases and health problems contributes to the strain on resources and economies in many developing countries, further reinforcing the poverty cycle. The ongoing focus to integrate global health services into relief and development programs continues to gain traction.

CORE Group approaches provide a comprehensive and broad base for prevention and treatment of prevalent diseases that have a major impact on health, as well as strengthening health systems, and reducing inequity in access to quality health care. The integration of health interventions in relief and development work can improve health outcomes and result in more cost-effective programming by enhancing efficiency, reducing duplication and helping investments reach more people. The range of services provided by CORE members and associates provides an opportunity to improve the integration between health and relief and development programs. Continued focus on equity There are growing inequalities in health, including health workforce imbalances. There remains a huge need for advocacy to ensure fairness of health care and to address human resource shortages and imbalances within and between countries. Health and equity campaign successes around the world have demonstrated the value of sustained advocacy also showing how health professionals are well-positioned to provide leadership in health policy debates. As neglected populations and inequality finally receive some attention, this is an opportune time for CORE Group and its community health philosophy, tools and resources to play a leadership role. Policymakers, donors, health experts and others are getting the message that underserved populations are not going to show up at the door of the hospital: they need to be sought out. And indeed, much of what they need to be well and productive can t be supplied by a health facility. Wellness requires social and behavioral knowledge, community relationships, skills and self-efficacy; proper nutrition; clean water and hygiene; and physical and psychosocial safety and support. Communities provide the foundation for health and well-being. Impact of natural disasters on development efforts CORE Group s mission to improve and expand community-focused public health practices for underserved populations around the world will be threatened by the negative effects of global climate change. New environmental threats related to global climate change including natural and man-related disasters are likely to negatively affect already vulnerable populations in low and middle income countries, resulting in loss of current maternal and child health gains. The evidence base of proven intervention packages that promote adaptation to climate change for vulnerable populations is very weak. CORE Group member organizations will be involved in mitigation, adaptation and response activities. This provides an opportunity to develop new approaches. CORE Group, building on its association with the TOPS project and its Food Security and Nutrition Network, could provide a forum to share best practices and develop appropriate tools for the design of effective interventions and programs that achieve both health and environmental benefits. CORE Group could also help develop an evidence base for these interventions. Additional Issues Among the other issues relevant to CORE Group s discussion of emerging trends and priorities, two merit further discussion here. One is the tremendous increase in INGOs and local NGOs and the other is continuing technological advances.

The increase in INGOs/local NGOs is unparalleled. Many countries are struggling with how to work with a high number of organizational actors, many of whom are not directly linked to government structures or priorities. Many of the local NGOs have limited experience and capacity in finance, program design, monitoring and evaluation, and supervision. CORE Group, while home to a high quality set of INGOs that reach about 1/10 th of the world s population, has no direct linkage with the myriad local NGOs that could benefit from our work and expertise. Even within our membership, the access to knowledge and collaborative ventures is much higher with US-based staff than with local field staff. In order to be relevant to the wider array of NGOs in countries and people in need, CORE Group needs to find a way to grow in size and complexity. Technology continues to advance and have a huge impact on community health work. Education and learning technology and approaches are being revolutionized. Massive open online courses (MOOCs) and distance learning, TED Talks, ebooks, Facebook and social media are only a few examples of new efforts that are highly popular and gaining traction in the field. These new telecommunication advances allow for new opportunities in local, national, and international health programming, training and advocacy that are relevant to the work of CORE Group, especially in networking and dissemination. STRATEGIC PLANNING PROCESS CORE Group used a participatory approach involving Board members, staff, Working Group chairs, members and associate members and external experts. A variety of methods were also used including individual and group interviews, surveys, group discussions and in-person meetings. The foundation of this process and a detailed description of the methods and participants is in Appendix 2. The rest of this document provides an overview of the vision, mission, values and key competencies of CORE Group as affirmed by the strategic plan, and then a description of the strategic plan outcomes.

VISION, MISSION, AND VALUES CORE Group s purpose, as stated in the Articles of Incorporation (2000), is to assist Member organizations to reduce child and maternal mortality by improving the health of underserved populations. Our Vision CORE Group envisions communities where everyone can attain health and well-being. Our Mission CORE Group s mission is to improve and expand community health practices for underserved populations, especially women and children, through collaborative action and learning. Our Values Collective Capacity CORE Group values the diversity of its Member organizations, promotes collaboration among them and leverages their organizational strengths and resources. Openness CORE Group widely shares information and resources, encouraging constructive dialogue and exchanges among all partners to continually refine state-of-the-art knowledge and best practices. Equity CORE Group values equity, intentionally prioritizing policies and strategies to reach the poorest communities. Local Experience and Knowledge CORE Members remain intimately connected with communities, families, mothers and children, thereby bringing local practitioner-based realities to the policy table. Participation of Civil Society CORE Group builds partnerships and strategies that empower families, communities, local civic organizations, and local and national governments to participate in health decisionmaking. Impact CORE Group values accountability and monitors its work to ensure a positive health change at the local, regional and global level.

KEY COMPETENCIES and VALUE ADDED As CORE Group moves into the next five year planning period, the strategic priorities and objectives are soundly rooted in the successes and underlying strengths inherent in the organization s structure, membership and lessons learned over the past decade and a half. 1. CORE Group provides our members a hub of innovation and learning - a space for exchanging experiences based in program implementation, disseminating knowledge and collaboratively addressing the real needs of practitioners in the field. CORE fosters program learning and information sharing, and the Working Groups harness technical capacity. CORE enables dissemination of key interventions and validation of best practices. CORE has effective systems for recognizing gaps and filling them, especially through the Working Groups' creation of tools, guidelines, and other resources. 2. CORE Group s reach is increasingly global and its impact derives from fostering a network of partnerships and building capacity across and within our member organizations. CORE provides high-quality tools and technical capacity that support member organizations program effectiveness, impact and funding opportunities. CORE provides a space for partnership collaboration and networking among members. CORE provides technical capacity building opportunities for the staff of member organizations. CORE has built a robust and dynamic network of members with a unifying vision. This has supported new relationships and partnerships between members. 3. The breadth and depth of CORE Group s membership positions it an advocate and leader in community health. CORE's convening power fosters INGO collaboration and learning and enables CORE to speak with a unified INGO voice.

STRATEGIC PLAN 2014-2019 CORE Group has identified three strategic program priorities which build on CORE Group s strengths, successes and values in order to address current and future global health needs. These strategic priorities are: Strengthen our hub of community health innovation and learning, contributing to implementation science informed by practice Increase global participation in our collaborative learning and action network to build strategic capacity Engage with priority health initiatives at global and country level, advocating for community health In order to achieve or strategic priorities, CORE Group has also developed an institutional priority: Expand our impact through innovative business and governance models that build on our strengths and potential.

STRATEGIC PRIORITIES CORE Group s new strategic priorities aim to strengthen our programmatic focus as well as our institutional base. We have developed strategic objectives around each of the following program priorities: Strategic Program Priority 1. Strengthen our hub of community health innovation and learning, contributing to implementation science informed by practice. CORE Group s role has always been to foster innovation and learning through membership forums, like the Working Groups, strategic partnerships and capacity-building. This community health knowledge base contributes greatly to operations research informed by practice. A key strategic priority for CORE Group is to meet member needs by serving as a thought leader and convener around implementation science that enhances community health practices. Objective 1.1: Foster dynamic working groups that contribute to overcoming critical community health bottlenecks. The Working Groups are an integral part of what CORE Group is and does - these collaborative, interagency forums identify and respond to critical programmatic needs and gaps. The tools, guides and strategies developed and disseminated by the Working Groups are cited by members as one of the most important benefits of CORE Group membership. These tools are valued by members as incredibly useful, necessary, and vital for implementation. These tools are also valued by larger global health entities and provide the foundation for program improvement and change. Working Group activities are a clear entry-point for CORE Group members to engage in the network and provide an optimal space for networking, partnership-building and information sharing. ACTION: The CORE Group Secretariat will provide support to each Working Group to identify and contribute to a strategic program learning agenda to advance the field of community health. Objective 1.2: Promote learning for community health systems through strategic engagement with academia. While CORE Group generates a wealth of learning from the practical implementation experience of its member organizations there is also important state-of-the-art research being conducted by universities and other academic institutions. One of CORE Group s strategies will be to foster a stronger linkage between academic research and implementation program learning. This will contribute to community health implementation science that is more useful because it is informed by practice. In partnership with the research capacities of universities,

CORE Group will be able to better harness the best practices arising from member organizations community-based experience. These partnerships will also strengthen the pathways for students to engage in community health as the next generation of practitioners, by providing mentorship, facilitating internships and other connections directly with CORE Group Members. ACTION: CORE Group will establish a plan to strategically partner with universities and other academic institutions around the world to advance community health program learning and increase student engagement in our community. Each Working Group will identify an academic advisor(s) or champion to work with them to identify plans to advance their strategic program learning agenda. Objective 1.3: Build our Member and Associate capacity in implementation science. Member capacity-strengthening has long been one of the key contributions of CORE Group -- to-date CORE Group has increased the capacity of tens of thousands of practitioners and community health implementers. As CORE Group continues to contribute to the knowledgebase around operations research and implementation science, we will ensure this learning reaches and is useful to the Members and Associates. ACTION: CORE Group will develop and implement a plan to build our capacity in implementation research and publication of results. Strategic Program Priority 2: Increase global participation in our collaborative learning and action network to build strategic capacity. CORE Group recognizes that we live in an increasingly global world - where technological advances and increased in-country capacity have supported a move away from Western-driven interventions and approaches. With this comes an opportunity for true global participation and collaboration. Expanding the network of CORE Group s model of collaborative learning and action will provide the foundation for comprehensive and locally relevant community health innovations. Objective 2.1: Increase use of information through knowledge management, e-learning and diffusion platforms. Using new technologies CORE Group will remove the geographical constraints of collaboration and provide wider opportunities to share and access information and learning. In this way, CORE Group will continue to contribute to cutting-edge community health best practices. ACTION: CORE Group will enhance interactive web-based learning and convene online communities of practice, webinars, and internet courses focused on selected regions and countries.

Objective 2.2: Contribute to peer-to-peer learning, country and regional coordination, communities of practice and networks. An important component of this strategy is shifting learning opportunities closer to where community health happens. CORE Group is continuing to expand beyond US-based organizations, ensuring our network reaches and engages field staff and in-country practitioners. ACTION: CORE Group will Develop a technical assistance agenda to host, support or influence regional/country conferences, trainings and workshops to facilitate peer to peer learning. Promote learning labs/practitioner academy in selected countries. Plan for strategic growth of membership through including more associates, networks and non-us based organizations. Objective 2.3: Facilitate collaborative programming to achieve impact and scale in community public health interventions. True scale-up of community focused public health interventions requires collaboration which is why CORE Group s role is so vital. CORE members have a long history of working together to demonstrate and scale-up effective interventions. ACTION: CORE Group will Selectively engage in partnerships and programs to facilitate scale-up of community health approaches. Develop and apply a toolkit to enhance collaborative programming. Strategic Program Priority 3: Engage with priority health initiatives at the global and country level, advocating for community health. CORE Group will continue to ensure that the voice of community and civil society is incorporated in global and country-level dialogues about improving health around the world. CORE Group will strategically engage to use best practices for community health, community leadership and health-equity. Objective 3.1: Engage in dialogue with UN organizations and other global partner organizations to promote a community led and equity-focused health agenda. National policies are often dictated by global guidelines and criteria issued by UN agencies such as UNICEF and the World Health Organization. CORE Group s unique contribution to these processes the combined voice of its members based on real field experience can be leveraged by strategically engaging in global dialogues that will improve community health. CORE Group s role will be to continue to advocate for policies and guidelines that are grounded in community needs and preferences and promote health equity.

ACTION: Core Group will promote community leadership and equity by selectively engaging in global initiatives (such as Promise Renewed) where INGOs can make a major contribution and contributing to the post MDG agenda. Objective 3.2: Form new partnerships to advance primary health care and community approaches. CORE Group believes that partnerships will be essential to impact primary health care policy and incorporate community approaches led by civil society implementers to complement government approaches and global health commitments. In order to achieve this, CORE Group will develop a plan to actively solicit and form new partnerships with private sector, technology and other non-ngo organizations that can enhance our community health agenda. Strategic Institutional Priority 4: Expand our impact through innovative business and governance models that build on our strengths and potential. Growth and sustainability is of the utmost importance as CORE Group looks to our future. The current model of revenue generation has served CORE Group s present growth and development, but is unlikely to be sufficient to support CORE Group s strategic directions in the future. A new business model that creates varied funding streams, including new mechanisms for cost-recovery and fee-for-service initiatives, coupled with a fresh approach to governance and operations is essential to allow CORE Group to successfully implement the strategies described in this strategic plan. Above all, CORE Group s objective is to deliver value to our members and make a positive contribution to the practice of community health worldwide. Objective 4.1: Generate sufficient revenue to maintain basic network functions that contributes to our vision and mission. 4.1.a) Pursue grant funding for basic knowledge management and networking services to include private foundations, non-us donors, and US Government sources. 4.1.b) Establish a package of services that generates different revenue streams, such as membership and meeting fees, paid consultant listings, job fairs, meeting booths, event sponsors, training tools and other services. Objective 4.2: Secure diversified funding to support achievement of our strategic priorities. 4.2.a) Pursue USG and foundation funding. 4.3.a) Develop strategic partnerships with other organizations including members.

Objective 4.3: Develop the board to meet the governance needs and requirements of the future. Objective 4.4: Acquire the necessary staff and resources to support our new priorities. CONCLUSION This strategic plan will shape and guide CORE Group accomplishments in the coming five years. It provides a framework for addressing the fundamental challenges faced by the organization as we enter our next phase. Implementation of this plan will result in achievement of the organization s mission of improving and expanding community health practices for underserved populations, especially women and children, through collaborative action and learning. As we move forward in our action planning and implementation of this Strategic Plan, CORE Group will continue to utilize the decision-making criteria developed in 2008 by the Board of Directors for CORE Group opportunities. These criteria will aid in our decisions on specific CORE Group initiatives where we will concentrate our resources; using the criteria will enhance our effectiveness and the impact of our program activities.

APPENDIX 1: CORE Group Strategic Framework 2014-2019 CORE Group Strategic Framework 2014-2019 OUR VISION (version 9.26.2013) Communities where everyone can attain health and well-being OUR MISSION Improve and expand community health practices for underserved populations, especially women and children, through collaborative action and learning 2014-2019 STRATEGIC PROGRAM PRIORITIES Strengthen our hub of community health innovation and learning, contributing to implementation science informed by practice Increase global participation in our collaborative learning and action network to build strategic capacity Engage with priority health initiatives at global and country level, advocating for community health STRATEGIC OBJECTIVES 1. Foster dynamic working groups that contribute to overcoming critical community health bottlenecks 2. Promote learning for community health through strategic engagement with academia 3. Build our Member and Associate capacity in implementation science 1. Increase use of information through knowledge management, e-learning and diffusion platforms 2. Contribute to peer-to-peer learning, country and regional coordination, communities of practice and networks 3. Facilitate collaborative programming to achieve impact and scale in community public health interventions 1. Engage in dialogue with UN organizations and other global partner organizations to promote a community led and equity-focused health agenda 2. Form new partnerships to advance primary health care and community approaches. 2014-2019 INSTITUTIONAL PRIORITY Expand our impact through innovative business and governance models that build on our strengths and potential

ACTION AREAS FOR PROGRAM PRIORITIES 1. Support Working groups to identify and contribute to strategic program learning to advance the field of community health 2. Strategically partner with academic institutions around the world to advance community health program learning and increase student engagement in our community 3. Build our capacity in implementation research and publishing our work 1. Enhance interactive web-based learning, and convene on-line communities of practice focused on selected regions 2. a) Host or support regional/country conferences, trainings and workshops to facilitate peer-to-peer learning b) Promote learning labs/ practitioner academies in selected countries c) Strategically grow membership through inclusion of non-us based organizations 3. Develop a strategy for enhancing collaboration and partnerships to facilitate scaleup of community health approaches 1. Engage in and contribute our program learning to global health initiatives and the post-mdg agenda 2. Solicit and form new partnerships with organizations that can enhance our community health agenda ACTION AREAS FOR INSTITUTIONAL PRIORITIES 1. Generate sufficient revenue to maintain basic network functions that contribute to our vision and mission a) Pursue grant funding for basic knowledge management and networking services b) Establish a package of revenue-generating services 2. Secure diversified funding to support achievement of our strategic priorities a) Pursue USG and foundation funding b) Develop strategic partnerships with other organizations including members 3. Develop the board to meet the governance needs and requirements of the future 4. Acquire the necessary staff to support our priorities