Living Good’s 2022 strategic plan

2021: brief review

We entered 2021 cautious about the Audacious funding cliff and the effect of COVID-19 on our operations
but optimistic on new country opportunities. We therefore commenced some operational shifts including
a Kenya restructuring capitalizing on the new government focus on eCHIS and DESC, a broader
organizational reset, and a new shared services work way which has enabled us to set the stage for our
new 5-year strategic plan. We continued to deliver high-quality primary healthcare to more than 7 million
people and to work more closely with governments, including in our third core country of Burkina Faso.
The outstanding improvements demonstrated in the second RCT and the immunization evaluation have
further validated the lifesaving impact CHWs can deliver at scale when they are DESC enabled.
2022 is the anchor year for Living Goods’ new 5-year strategic plan: the year we must establish key proof
points to build confidence in our ability to execute the plan. As a reminder, the new strategic plan is focused
on our next frontier of impact: enabling government partners to embrace and own the main elements of
the DESC approach, so that access to high-quality, digitally enabled community health care can be scaled
in a more sustainable way in more countries, saving more lives.
2022: Strategic plan

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2022 Big Wins (Core Scenario Targets)

Big Win 1: Support CHWs at LG-led learning sites to deliver uninterrupted high-quality, essential CH services
to 5.8M people that meet key KPIs and run experiments which increase the odds that government-led sites
will achieve target impacts.
We must continue delivering high quality healthcare in our learning sites in the face of COVID-19. We will
strive to ensure all staff and CHWs are vaccinated against COVID. CHWs will continue to refer suspected
cases promptly and support home-based care and we will continue to minimize COVID infections among
CHWs and staff. We will deliver ambitious target KPIs and fully roll out family planning (FP) services in Kenya
and Uganda and deliver refresher trainings to ensure optimal performance. We will continue to prioritize
improvements to the quality of care offered and optimize our approach to “what” services CHWs deliver
and “how” – building on learnings from evaluations, innovations, and experiments. RCT2 learnings will be
unpacked further in January to shape key areas of improvement. Our learning agenda will be finalized in
Q1.

Big Win 2: Provide implementation support to the Kenyan government and effectively launch eCHIS in
Kisumu County to provide the proof points needed to drive effective national scale up. Scale implementation
support to 2.1M people, meeting key KPIs and refine LG's approach to enable institutionalization of country-
led effective CH programs.
Kenya is a vital proving ground for successful government-led implementation of an effective CH platform
that includes all DESC elements in concert with an eCHIS. We will therefore learn, adapt, and deliver the
county-wide Kisumu pilot and scale up co-financed implementation support delivering target KPIs to at
least 4000 CHWs and their supervisors. We will continue to build DESC improvement plans in conjunction
with government and deliver against target KPIs, ensuring CHWs are paid in a timely manner, that CHAs
supervise effectively, that refresher trainings happen, that essential commodities are in stock and that
digital tools are working effectively. We will support government to take more ownership and lead in
resource mobilization nationally and regionally. We will adapt our implementation support program design
for Kenya and other countries based on these learnings and adaptations.

Big Win 3: Expand LG's impact to Burkina Faso. Establish new learning sites supporting 500,000 people that
are on track to meet key KPIs. Strengthen the enabling environment that will enable effective future gov-led
scale up. Using the new country blueprint, identify one new country for an initial scope of work.
We will follow the new country blueprint and set up operations in Burkina Faso, with key staff hired and
trained. Learning sites with the first cohort will be established by June 2021 and increasing to 800 CHWs by
year-end. We will layout clear quarterly milestones to gauge if we are on track to meet key KPIs by 12
months and make quick course corrections should we fall short. We will support the development of the
CommCare digital tools, ensuring they are on par with the current Smart Health CHW and supervisor apps.
We will continue to strengthen the enabling environment including prioritizing advocacy for improvement
to key DESC components and developing and experiment plan for 2023 to influence policy change. We will
ensure co-financing is in place to enable the provision of implementation support in 2023. Finally, we will

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 also deliver against the SOW in Ethiopia and share learnings across other countries implementing eCHIS
and identify a discrete piece of work (stage 2) to support the MOH in at least one additional country to
expand the global reach of our best practices and identify a potential new core country as per the new
country blueprint.

Big Win 4: Raise $22M directly for LG for 2022 and unlock $4M in co-financing. Secure at least 60% of
resourcing targets for 2023.
Although we surpassed our funding target in 2021, funding in 2022 and beyond will be challenging. To meet
the 2023 goal, LG will need to raise at least $4M more than in 2022. There are material uncertainties going
forward, including how the pandemic is shifting donor priorities and the status of core donor renewals that
will not be final until Q1 2022. Thus, in Q1 2022 we will be focused on ongoing renewal discussions with
our existing donors—partners who know us and are committed to community health—while also working
to grow and diversify our funding base for 2022 and beyond. We will review on a quarterly basis our
spending targets against the funding outlook. Central to the new strategic plan is the ability to mobilize
resources and ensure co-financing for DESC elements where government leads. We will focus efforts on
Kenya where just under $4M is required in 2022 and more beyond, but also ensure that Burkina Faso is set
up for success for 2023 and beyond and we continue our efforts in Uganda.

Strategic Enablers
I. Strengthen LG's digital & data foundation to ensure a stable, scalable & effective platform / application
by Q2 for LG performance issues, and by Q4 for building confidence in the optimization of the CHT.
The instability of the Smart Health app is significantly affecting our ability to deliver operationally in UG
and has the potential to cause issues at scale in Kenya and Uganda which could damage our reputation
and that of digital community health more broadly. Medic’s CHT is the core platform for KE eCHIS and
has been selected by the MOH in UG too. Therefore, we will prioritize fixing the immediate
performance issues in the H1 and by year end, hope to build our confidence that the CHT is the right
platform for our current operations based on Medic’s future optimization plans (V4 and beyond). We
hope to be able to effectively use GPS tracking and basic GIS tools to improve functionality once
upgrades have happened to enable this capability
II. Increase priority stakeholders’ recognition, prioritization & funding of DESC- enabled CHWs in policies,
plans, & budgets, and increase political prioritization and funding to strengthen global, core counties,
and subnational enabling environments. Advocacy continues to be crucial both in ensuring we have the
right enabling environment to deliver high-quality CH and our big wins, and in spreading the learnings
from our successes. In core countries and regionally, LG will play a lead role in advocating for DESC to
be integrated into policies and significant financing of CH. We will re-launch our Advisory Boards to be
both an effective sounding board for our advocacy efforts and to provide input to our global leadership
and governing board. We will become a thought leader in this space and create mechanisms to ensure
more effective documentation of our learnings and best practices that support south to south sharing.
We will continue to leverage partnerships, coalitions, and events to influence the conversation around
CH and share our data, insights, and specifically our evaluation findings. Whilst prioritizing work at our

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 core countries, we will strategically engage with large funders and norm-setting institutions at the
regional and global level. A central part of our advocacy messaging will be the importance of digitally
enabled CHWs in providing RMNCH services in the face of the pandemic, the leveraging of CH to
mitigate/end COVID (e.g., via vaccination support) and to prevent future pandemics.
III. Create an inclusive workplace where engaged, capable and efficient teams thrive and deliver high
impact solutions to our clients and partners. Building on the Diversity, Equity, and Inclusion (DEI) work
started in 2021, we will continue to strengthen our DEI-based culture. We will deepen our talent
management practices as we build on the foundations set in 2021, including improving succession
management and career development.
IV. Strengthen org effectiveness & continue to build improved systems & processes. We will review
policies through a DEI lens and continue to strengthen the control environment and grant management
system to ensure we’re an even more responsible steward of donor and public funding. We will go live
in H1 with a substantially improved ERP system. We will strengthen our governance and risk
management frameworks, implement an annual internal audit plan, and develop stronger incident
management protocols. We will ensure a fully compliant governance/board structure across affiliate
entities.

Key Performance Indicators

Our 2022 KPIs are linked to the 2022-2026 strategic plan theory of change. Using a logical framework
approach will ensure that all results are monitored, reported and timely course correction can occur.

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2022 Priority KPIs and Targets for UG and KE

Green Colour indicates increased targets; Red Colour indicates reduced targets from 2021 – 2022

Scenario planning

We have two scenarios and budgets planned, a “base case” and a “core case”. Given the revenue outlook
and uncertainty for 2022, we will commence the year starting with the base scenario. The base scenario is
not realistic in maintaining the momentum required to deliver on our new 5-year strategy, and we do not
anticipate needing to remain with this scenario, but we want to be prudent. As revenue commitments are
confirmed, core activities that have been ‘parked’ will be approved on a quarterly basis by the CEO to allow
for quick decisions to be made as commitments are received. We will therefore plan for the stretch ‘core’
scenario but have goals in place at the base level.