2015-10-31-世界卫生组织-Implementing_Best_Practices_strategic_plan_2016_-_2020_16页_475kb

Implementing Best Practices (IBP) Strategic Plan 2016–2020 Summary

Introduction

The IBP initiative is an international partnership established in 1999 by WHO, USAID, UNFPA, and nine other agencies, now comprising 45 members focused on scaling up effective family planning and reproductive health practices. This 2016–2020 strategic plan was developed based on a 2015 assessment and feedback, aiming to enhance IBP's role in responding to changes in the global FP/RH environment and technology. The plan emphasizes a results-oriented approach with clear accountability mechanisms and a focus on achieving goals like FP2020 and SDGs by ensuring universal access to sexual and reproductive health services.

Strategic Objectives and Priorities

The plan outlines three main strategic objectives:

• Objective 1: Increased Access to Knowledge and Resources

  • Results: Improved access to guidelines, HIPs, and tools; enhanced country-level engagement through knowledge-sharing channels like web platforms, communities of practice, and face-to-face meetings.
  • Activities: Strengthen the Knowledge Gateway; initiate communities of practice; hold annual thematic regional meetings focused on high-priority practices.

• Objective 2: Implementation and Systematic Scale-Up of Effective Practices

  • Results: Increased adoption of WHO guidelines, HIPs, FPTRP, and scale-up tools; documentation of implementation experiences.
  • Activities: Support task teams for guideline implementation; strengthen regional entities' roles; document country experiences to advance implementation science.

• Objective 3: Enhanced Collaboration and Resource Mobilization

  • Results: Joint activities among members and external partners; promotion of effective practices through global initiatives.
  • Activities: Internal collaboration through task teams and external partnerships; engage with FP2020, PMA2020, and other global efforts.

Governance and Operations

IBP's governance includes the secretariat (based at WHO), chair, and steering committee with roles in planning, accountability, and resource mobilization.

• Governance: Secretariat leads operationalization; steering committee provides strategic oversight with quarterly meetings. Member expectations include active participation, timely updates, and alignment with annual workplans.
• Monitoring and Accountability: An annual workplan with clear deliverables; M&E framework tracks indicators through surveys, reports, and data collection.
• Marketing and Communications: Focus on improving external communications, inter-meeting updates, and governance communication.
• Resource Requirements: Diversify funding from donors like USAID and WHO, and leverage IBP's neutral platform to maintain sustainability.

M&E Framework Highlights

The annex provides an illustrative M&E framework with indicators for objectives, such as proportions of members accessing resources, numbers of organizations implementing scale-up practices, and measures of collaborative activities. Data sources include member surveys, annual reports, and documented country experiences.

This strategic plan positions IBP as a key platform for evidence-based collaboration in global FP/RH, with a focus on practical knowledge-sharing and systematic scale-up to achieve international health goals.