B. Work Plan

Transcription

1 B. Work Plan A new strategic framework was reviewed by the Steering Committee of the Canadian Network for Maternal, Newborn and Child Health (CAN- MNCH) in Ju1y The revised Work Plan and budget was approved by the Steering Council Executive, based on the End of Year financial statement. This Strategic Framework identifies three Strategic Objectives (SOs) for the Network to pursue during this period. These are: SO1: Strengthen accountability for results SO2: Broker knowledge and innovation to improve impact SO3: Inform and advise Canadian stakeholders The CAN- MNCH Work Plan is not intended to capture all activities. This document contains the relevant deliverables, activities, Objectively Verifiable Indicators (OVIs) and associated proposed budget. The detailed activity logframes which underpin the Work Plan will supplement it. These activities will be executed from Jan Dec The work plan will be revisited frequently, and will be adjusted as necessary, in the spirit of dynamic, needs based, and flexible working. 1

2 Strategic Objective (SO) 1: Measuring Results - Strengthen accountability for results Deliverable/ Activity Activities Objectively Verifiable Indicators (OVI) Goals: Monitor results by tracking common indicators Strengthen capacity to measure results, in alignment with global efforts 1A. Establish Measuring Results Working Group 1B. Implement the CAN- MNCH metrics portal containing 11 Commission on Information and Accountability (CoIA) reporting indicators as a platform for data collection - Monthly teleconference meetings - Develop Measuring Results Working Group Terms of Reference and guide execution of key activities - Liaise with government officials - Quarterly meetings with other Working Group Chairs and/or provide regular updates to Steering Committee - Review and refine the CAN- MNCH data collection tool - Train Partners in data collection, measurement and data entry - Network collect data across 11 indicators, working with Partner technical staff - Review and analyze data - Incorporate results into Project Snapshot for each Partner Project, to disseminate results of initiatives and impact over time (see Knowledge Exchange Pillar) Record and distribute meeting minutes Terms of Reference developed, with clear timelines and deliverables. Online metrics portal developed 80% of Partner Projects with results reported using standardized measures 80% of Partner Projects with Project Snapshots displayed on Map of Projects Assumptions/ Risks Resource Needs Budget Working Group members able to provide time/ resources to support efforts Partners are willing to invest time/ resources in data entry Availability of qualified technical staff to oversee data collection and analysis Operationalized through Centre of Excellence in Monitoring and Evaluation Meeting/ events travel costs ($5,000) 1.0 FTE senior- level statistician/ epidemiologist/ demographer CONSULTANT ($100,000) Web programmer/ contractor and domain hosting ($60,000) $5,000 $160,000 2

3 Strategic Objective (SO) 1: Measuring Results - Strengthen accountability for results Deliverable/ Activity Activities Objectively Verifiable Indicators (OVI) 1C. Capitalize on the - Provide seminars/ webinars on relevant Operationalized through Knowledge Exchange topics, as part of the CAN- MNCH Seminar Series Deliverable 2B (Sharing platform to enhance Knowledge) Partner s technical - Regularly disseminate important monitoring skills and capability and evaluation advancements through CAN- in monitoring and MNCH newsletters, blogs, and social media evaluation platforms Assumptions/ Risks Resource Needs Budget Operationalized through Deliverable 2B (Sharing Knowledge) Budgeted in Deliverable 2B (Sharing Knowledge) - See Deliverable2B (Sharing Knowledge) 3

4 Strategic Objective (SO) 1: Measuring Results - Strengthen accountability for results Deliverable/ Activity Activities Objectively Verifiable Indicators (OVI) 1D. Advise and - Promote consensus on implementing a inform technical common set of CoIA metrics and sustainable experts in reporting requirements to measure progress government on and to strengthen accountability effort through sustainable and regular meetings with key government officials effective reporting - Development and distribution of policy and requirements technical briefs See Objective 3B (Engaging Canadians) Regular meetings with key government stakeholders held Technical briefs developed and distributed Government strategy is aligned with recommendations Assumptions/ Risks Resource Needs Budget Measuring Results Working Group, supported by Communications staff - - SO1 deliverable budget $65,000 SO1 related technical staff costs 1.0 FTE CONSULTANT epidemiology/ statistics/ demography $100,000 $100,000 TOTAL SO1 Budget $165,000 4

5 Strategic Objective (SO) 2: Sharing Knowledge - Broker knowledge and innovation to improve impact Goals: Share and apply results, experiences and evidence to enhance program effectiveness Foster collaboration through linkages across sectors 2A. Establish Sharing Knowledge Working Group 2B. Create a platform for knowledge exchange i. Convene Network Partners in knowledge exchange forums, focused on sharing and adapting evidence, expertise and best practices - Monthly teleconference meetings - Develop Sharing Knowledge Working Group Terms of Reference and guide execution of key activities - Quarterly meetings with other Working Group Chairs and/or provide regular updates to Steering Committee - Seminar series (with simultaneous webcast), in five locations across Canada, each co- sponsored with a different Partner, featuring guest speakers and panelists on key topics of interest, including Monitoring and Evaluation (See 1Ci). - Promote registration for the seminar series. - Conduct evaluations of each webinar and workshop, publish testimonials online. - Follow up with partners within three weeks of their participation to determine what they have done with the information and facilitate their connection with presenters or peers in the field to respond to unanswered or new questions. - Participate in relevant Canadian and international conferences, including Canadian Conference on Global Health (CCGH). - Offer learning opportunities at the Annual Meeting. Record and distribute meeting minutes Terms of Reference developed, with clear timelines and deliverables. 5 Seminars/ webinars held # of attendees Seminar/ webinar evaluations conducted and outreached to attendees Session conducted in 2 relevant Canadian conferences Annual Meeting held, with learning opportunities provided - Working Group members able to provide time/ resources to support efforts Meeting/ events travel costs ($5,000) North American conference participation (2 x $3,500 = $7,000) International conference/ meeting participation (2 x $5,000 = $10,000) Annual Meeting (2014, 2015) ($100,000) $5,000 $117,000 5

6 Strategic Objective (SO) 2: Sharing Knowledge - Broker knowledge and innovation to improve impact 2B. Create a platform for knowledge exchange 0.25 FTE Program Officer($10,000) ii.optimize the content and usability of the Network s interactive online knowledge centre and maximize engagement through a comprehensive dissemination strategy - Solicit new and upgraded content from partners and experts, featuring said content on the knowledge centre - Review, refine and improve design and functionality of online knowledge centre - Conduct a comprehensive internal website and social media audit in order to understand user origins and behaviours - Augment the site according to audit recommendations; measure and report on changes against baseline for the stated indices. Increase by 100% the number of return visitors, the number of click- throughs, and the average amount of time users spend on the site, and to attract 50% more new unique visitors annually. Web support ($10,000) $20,000 2B. Create a platform for knowledge exchange iii. Produce a Project Snapshot for each Partner initiative, to be displayed on the online Map of Canadian Projects to share methods, results, successes, and key challenges (see Measuring Results Strategic Objective) - Produce a Project Snapshot template in consultation with Partners that can be easily incorporated into and openly accessed on the CAN- MNCH website, through individual pop- ups on the homepage Map of Projects. - Network completes Project Snapshots in plain language to showcase qualitative and quantitative project results, working with Partner technical staff (see Deliverable 1B (Measuring Results). Production of results template, in consultation with Partners 80% of Partner Projects with Project Snapshots displayed on Map of Projects 0.5 FTE Program Officer ($20,000) Web Support ($10,000) Design, review and development of Project Snapshot ($5,000) $35,000 6

7 Strategic Objective (SO) 2: Sharing Knowledge - Broker knowledge and innovation to improve impact 2C. Implement a knowledge dissemination strategy Operationalized through Objective 3C (Engaging Canadians) i. Regularly disseminate important trends in key conversations, policies, research and media through CAN- MNCH newsletters, blogs, and social media platforms ii. Align information- sharing across the Network and amplify exposure through leveraging Partners and others existing platforms. 2D. Support evidence- based policy development and implementation, including identifying strategic priorities and alignment of resources. - Develop and execute Network s Communications Strategy, including through 1) regular engagement with social media platforms Facebook and Twitter; 2) weekly blog; 3) monthly newsletter; and 4) and website. CONTENT FOCUS: Latest evidence, experience and best practices - Convene quarterly teleconferences with Communications leads of all Partners to align communications activities. - Develop and promote communications management tools amongst (event calendar, editorial calendar) to encourage amplification of common messages and combined outreach campaigns. Provide support to the Stakeholder Engagement Working Group and Steering Committee to advise stakeholders (e.g. government) on evidence- based policy development and implementation, including strategic priorities and alignment of resources, through regular meetings and consultations - Develop policy and technical brief Communication strategy executed (specific targets and indicators of success outlined in Communication Strategy) Communications leads identified and teleconferences held. Editorial and events calendars prepared, disseminated and adopted by Partners to guide amplified outreach around key campaigns. Regular meetings with key government stakeholders held Technical briefs developed and distributed FTE Program Officer ($10,000) Budgeted through Objective 3C (Engaging Canadians) Government strategy is aligned with recommendations SO2 deliverable budget $147,000 SO2 related technical staff costs 1.0 FTE Program Officer $40,000 $40,000 TOTAL SO2 Budget $187,000 $10,000

8 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders Goals: Advise government on reporting, strategic priorities, and resource allocation Inform the public of results and achievement to increase engagement 3A. Establish Stakeholder Engagement Working Group Record and distribute meeting minutes - Working Group members able to provide time/ resources to support efforts Meeting/ events travel costs ($2,500) 3A. Establish Communications Team 3B. Advise the Government of Canada on its MNCH strategy i. Promote consensus on evidence- based policy development and implementation, including government strategic priorities and alignment of resources - Weekly teleconference meetings - Develop Stakeholder Engagement Working Group Terms of Reference and guide execution of key activities - Quarterly meetings with other Working Group Chairs and/or provide regular updates to Steering Committee - Weekly teleconference meetings - Develop Communications Team Terms of Reference and guide execution of key activities - Quarterly reporting to Stakeholder Engagement Working Group, and consulting for guidance and key decisions as needed - Solicit Partner s input, advice and comment on government policy through feedback opportunities, as appropriate - Regular meetings of the Stakeholder Engagement Working Group Chairs with Measuring Results and Sharing Knowledge Working Groups to ensure that policy recommendations are supported by latest evidence - Guide/ advise on/ attend regular meetings with key government officials - Develop and distribute of policy and technical briefs Terms of Reference developed, with clear timelines and deliverables. Record and distribute meeting minutes Terms of Reference developed, with clear timelines and deliverables. Annual feedback survey conducted on MNCH policy and recommendations Regular meetings held with Working Groups Regular meetings held with key government officials Policy documents and technical briefs prepared and disseminated - Team members able to provide time/ resources to support efforts - Risk of being perceived as not autonomous from the government. Meeting/ events travel costs ($2,500) Stakeholder Engagement Working Group, supported by Communications staff - - $2,500 $2,500 8

9 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders 3B. Advise the Government of Canada on its MNCH strategy Outreach activities executed and attended by Members of Parliament - - Maintain resource commitments and clear visibility of maternal, newborn and child health issues in national policy forums. - Conduct political outreach activities (Fall MP Reception; Mom- mentum) with government and all major political parties. - Maintain clear communication channels between Network and Department of Foreign Affairs, Trade and Development; and Network and all three political parties through at least one meeting each with: 1) ADM for each DFATD Branch; 2) Relevant Opposition Party members; 3) Conservative MNCH Caucus; and 4) Minister and Parliamentary Secretary of International Development and staff. - Understand communications plans of government and all major political parties; align where appropriate (e.g. at key international events) to amplify Canadian efforts. Regular communication between Network and key stakeholders. Where appropriate, Network s communications are aligned with government and all major political parties efforts to amplify Canadian efforts, bearing in mind the need to be non- partisan. Activities will be undertaken across all political parties to ensure that all of government is engaged and aware of Canada s commitment to improving MNCH. Stakeholder Engagement Working Group, supported by Communications staff 9

10 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders 3C. Inform the Canadian public Difficult to engage public on MNCH. i. Create a platform to amplify Partner s messages and enhance Partners reach and communications through a synergized outreach strategy. - Develop and execute Network s Communications Strategy, including through: 1) traditional media outreach; 2) regular engagement with social media platforms; 3) weekly blog; 4) monthly newsletter; and 5) website. Content Focus: Results, achievements and stories - Convene quarterly teleconferences with Communications leads of all Partners to align communications activities. - Develop and promote communications management tools (event calendar, editorial calendar) to encourage amplification of common messages and combined outreach campaigns. Communication strategy executed (specific targets and indicators of success outlined in Communication Strategy) Communications leads identified and teleconferences held. Editorial and events calendars prepared, disseminated and adopted by Partners to guide amplified outreach around key campaigns. Reproductive and aboriginal health issues can be highly political and need to be carefully managed. 1.0 FTE Senior Government Relations ($80,000) 0.75 FTE Program and Communications Officer ($42,000) Consultant Senior Communications ($70,000) Agency Contract for Projects ($100,000) Website ($20,000) Media assets (Facebook boosts, infographic design News wire posts etc.) $20,000 $332,000 10

11 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders 3C. Inform the Canadian public Operationalized in 3Ci (above) - - ii. Grow the Networks credibility and influence on national policy aimed at improving MNCH through promotion of CAN- MNCH senior leadership with local, regional, national and global stakeholders and media outlets. Events for 2014 include but are not limited to the following: 1. Meeting of the United Nations General Assembly; 2. MP Event; November 4 3. CAN- MNCH Annual Meeting, Nov th La Francophonie Summit, Women and young people of La Francophonie, actors for peace, vectors for sustainable development (Nov , 2014, Dakar, Senegal); 5. Mom- mentum Mother s Day Tea on Parliament Hill (May 6, 2015, Ottawa, ON) 6. 41st G7 Summit (June 4-5, 2015 at Schloss Elmau, Germany); 7. XXI FIGO (International Federation of Gynecology and Obstetrics) World Congress (Oct. 4-9, 2015, Vancouver, BC); 8. The Centre for Global Child Health, Sick Kids conference (Toronto, ON) - Pursue interview opportunities via integrated press releases over the wire and posted to the CAN- MNCH website, media advisories, media kit content, and through media pitches in concert with newsworthy reports and events involving Canadian MNCH leaders. - Media train senior Canadian MNCH leaders in advance on key messages and interview Secure a minimum 30 combined annual speaking engagements and media interviews of the CAN- MNCH senior leadership with local, regional, national and global stakeholders and media outlets. Activities will be undertaken to engage all political parties to ensure that all of government is engaged and aware of Canada s commitment to improving MNCH. Risk of Network being perceived as in competition with Partners for attention/ resources of Canadians. Risk can be mitigated by ensuring that all communication highlights the work of Partners. Risk associated with competition between Partners for limited resources; mitigated by the increase value in working together for women and children. Risk of tendency of media toward negative reporting. Reproductive and aboriginal health issues can be highly 11

12 management. - Include Canadian MNCH leaders in a website- based and Google- optimized Speakers Bureau using ExpertFile, which offers open access to the media, conference planners and the web public. - Collaborate with the Evidence Network (EN), which serves health policy journalists, by posting links to CAN- MNCH and Partner reports and multimedia products, linking CAN- MNCH ExpertFile subject matter experts to the equivalent EN database, and restyling Network and Partner blogs as op- eds for submission to the EN. - Build an online community of health policy journalists with an interest in MNCH from the EN and other sources that can be tapped for ongoing media communications. - Collaborate with the Evidence- Informed Health Renewal (EIHR) portal to post and promote links to relevant CAN- MNCH and Partner reports and multimedia products, linking the health policy user base to the latest information on MNCH political and need to be carefully managed. 12

13 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders 3C. Inform the Canadian public Risk of unsuccessful marketing campaign/ strategy. iv. Develop a plan during the current fiscal year that will optimize the communications impact of network activities over time. 3D. Deepen the credibility of CAN- MNCH i. Promote CAN- MNCH Partners as the hub and conduit through which the Government is exercising global leadership in this area on behalf of all Canadians. - Contract with market researchers to build out and cost long term strategic communications plan. Research will incorporate qualitative feedback across Canada, supported by quantitative input. - Develop a costed marketing/ outreach strategy and funding proposal for DFATD. - Develop a clear and identifiable brand identity for CAN- MNCH to be implemented across all network collateral - Maintain valued leadership within the Steering Committee and Working Groups - Maintain active and widespread membership of Canadian MNCH actors, through regular communication, updating Map of Projects, Annual Meeting and In- Country Learning Communities - Foster credibility through regular engagement with relevant international organizations (e.g. Gates Foundation, PMNCH) Research conducted and communications/ outreach strategy developed. Brand identity established and adopted. Canadian MNCH leaders continue to hold positions on Steering Committee and Working Groups Canadian organizations engaged in MNCH regularly update Map of Projects and engage with Network activities. Measure, monitor and report on CAN- MNCH impact Mitigate the perception of partisanship by celebrating the achievements of Partner organizations. Funding support from DFATD. Price quoted from multiple market research experts, as appropriate. Agency of record would undertake the activity, after an RFP. Brand development building on existing materials ($15,000) $75,000 $15,000 13

14 Strategic Objective 3 (SO3): Engaging Canadians - Inform and advise Canadian stakeholders 3D. Deepen the credibility of CAN- MNCH Performance Measurement Framework prepared and disseminated FTE Program and Communications Officer ($14,000) ii. Prepare and disseminate detailed monitoring, recording and reporting of CAN- MNCH s performance and impact overall. - Develop a Performance Measurement Framework containing explicit primary and secondary performance measures and annual network targets for quarterly updates to the CAN- MNCH Steering Committee and DFATD. Sample report formats may include: at- a- glance dashboards, briefing notes, and multimedia presentations. - Produce a multimedia and printable CAN- MNCH annual report for posting to the website, distribution via link in the network s mobile- friendly e- newsletter, distribution through partner and stakeholder listservs and communications, and presentation to DFATD Canada. Produce a complementary media kit (including infographic and social media press release) highlighting impacts for the public, policy and stakeholder communities. Media train the CAN- MNCH leadership on key impact messages. Annual report prepared and disseminated. Target audience accesses report. SO3 deliverable budget $235, FTE Senior Government Relations $80,000 SO3 related technical staff costs Senior Consultant Communications $70,000 $206, FTE Program and Communications Officer $56,000 TOTAL SO3 Budget $441,000 $14,000 14

15 4. Core Functions Deliverable/ Activity Activities OVI Assumptions/ Risks Resource Needs Budget Effective and efficient Partnership governance, administration and engagement Director $87,550 Director (in- lieu benefits) $21,888 Administrative Assistant $40,000 Steering Committee Travel/ $15,000 Meetings Translation $60,000 Overhead $25, Core Functions deliverables $100, Core Functions staff costs $149,438 TOTAL 4. Core Functions budget $249,438 15

16 Budget Overview Expenses SO1 Measuring Results (p. 5) excludes optional activities $165,000 SO2 Sharing Knowledge (p. 8) $187,000 SO3 Engaging Canadians (p. 16) excludes optional activities $441,000 4 Core Functions (p. 17) $249,438 Total Expenses $1,042,438 Revenue Current end of year (Sept. 2014) Projected Funds remaining $358,000 Revenue $713,668 Total Revenue $1,071,668 Secretariat SO1 SENIOR CONSULTANT Metrics $100,000 SO2 1.0 FTE Program Officer $40, FTE Senior Government Relations $80,000 SO3 SENIOR CONSULTANT - Communications $70, FTE Program and Communications Officer $56, Core 1.0 FTE Director $109, FTE Administrative Assistant/ Bookkeeping $40,000 Staff costs $495,438 Deliverable budget + Overhead $547,000 Total $1,042,438 16