Our Strategy 2011-2016

 

Download the IBP Strategic Plan 2011-2016 here.


IBP Mission Statement

IBP engages member organizations and the broader reproductive health and family planning (RH/FP) community to identify, implement, and scale up effective practices. We do this through:

  • Sharing knowledge and resources
  • Minimizing duplication
  • Promoting collaboration.

 

IBP Vision Statement

IBP will be a proven leader for advancing the scale-up of effective practices that contribute to universal access and quality of RH/FP services. 

 

IBP Strategic Objectives

  1. To strengthen the ability and commitment of IBP member organizations to actively engage in the work of the IBP Initiative.
  2. To support sustained collaboration to scale-up effective RH/FP practices at the country level.
  3. To focus IBP’s support for scale-up and documentation of learning in five priority countries.
  4. To enhance knowledge sharing that improves access to, and application of, information and resources.

 

The IBP Consortium, with support from the U.S. Agency for International Development (USAID) through the Global Health Fellows Program / Public Health Institute (GHFP / PHI), as well as support from the World Health Organization's Department of Reproductive Health and Research (WHO/RHR), retained Management Systems International (MSI) to facilitate a process to update the IBP strategic plan for 2011–2016. Accordingly, from October 2010 to May 2011, MSI led IBP Partners, Steering Committee members, and Strategic Planning Committee participants through a series of meetings, workshops and interviews that led to the strategic content for the plan.

In order to achieve the results laid out in this strategic plan, IBP must leverage its strengths and advance in the following eight strategic areas: 

 

1. Focus on Results:

Over the next five years, IBP has committed to utilizing a Results-Based Management (RBM) approach, which brings results to the center of the planning and management processes. The IBP Strategic Planning and Steering Committees developed the IBP Results Framework which will serve as the foundation of this approach.

It is recommended that over the next five years IBP focuses its growth strategy inward – emphasizing quality (further attending to and empowering current members) versus quantity (growing membership). This recommendation, however, comes with one caveat: Within each of the five priority countries, it is recommended that IBP does indeed seek to carefully grow its membership base.

Currently, IBP has more than three dozen member organizations, growing from nine agencies that first came together in 1999. Throughout the strategic planning exercise, IBP’s size and diversity of member organizations was considered to be one of its fundamental strengths. 

Across the strategic planning exercises, there was a strong level of consensus that the IBP’s strategic focus needs to be squarely upon "customers" at the field level. At the same time, IBP members had multiple perspectives as to whom the prioritized in-country customers should be. This is appropriate, as the IBP’s intended customers at the field level are determined by many factors, which include the country context, the RH/FP environment, and the willingness and motivation of various actors to engage.  

The IBP Results Framework was developed, vetted and finalized by the IBP Strategic Planning Committee, Partners, and Steering Committee. The results within it comprise a strategy and are designed to reflect IBP's manageable interest over a five-year time frame. If diligently utilized by Partners, this result framework will not only guide IBP in reaching targeted results, but also serve as an instrument with which IBP plans, manages, monitors and reports upon its achievements.

The Activity Template Matrix is essentially a group of targeted activities that feed into the results in the IBP Results Framework. The activities in this matrix were initially developed by IBP Partners during the March 2011 workshop and then strengthened by the Steering Committee during the April 2011 follow-on workshop. The matrix was further refined by the IBP Partners at the June 2011 meeting.

A purposeful and strategic communication of the 2011–2016 IBP Strategic Plan to key customers will yield a number of important benefits, including:

  • Providing a clear, shared understanding of strategy to IBP members and country stakeholders;
  • Generating buy-in and commitment from IBP members and country stakeholders;
  • Enabling IBP members to articulate the mission, vision, and objectives; and
  • Empowering IBP members to make informed decisions that are aligned with meeting key results as designated in the Results Framework.

However IBP chooses to communicate its Strategic Plan, the following overarching principles should be considered: (i) enable 2-way communications flow; (ii) develop activities that aim to achieve the IBP Results Framework; (iii) design consistent messaging; and, (iv) utilize appropriate, accessible and innovative communication methods and mediums.

It is recommended to have a task team that will focus on implementing these activities.

As the recommended strategic plan is based upon the Results Framework, it will be critical to develop a monitoring and evaluation (M&E) system that provides timely and accurate data that enables IBP to "manage for results."

In carrying out its strategic plan, the IBP will utilize a results-based management approach, use of which constitutes a shift from focusing on activities to focusing on results. This results-based approach, also will form the foundation of IBP’s M&E system. The IBP Initiative will finalize the M&E system.