Table 1.

Matrix with PIP component definition, CCP confirmed by Ghana and Mexico pretesting of BBF implementation at the country level

PIP domain	PIP components	Definition	CCP
Inputs	Country's commitment	Country's commitment can vary for each context. The evidence on the current BF‐ enabling environment, including suboptimal BF practices, a national policy window and the governance structure will define the size of the challenges to create and sustain a momentum.
	Country's director and coordination team	Director understanding of BBF mission and vision is critical. Country coordination team plays a leadership role to facilitate, encourage and enable stakeholders to work together effectively. Antecedent conditions, system context and collaborative/mutual goals will influence the teamwork dynamic.
	Committee selection	Institutional design of BBF committee composition, i.e., basic protocols and rules for establishing the committee (individuals and institutions).
		Starting conditions of power/resources balance means the capacity, organization, status or resources to participate, or to participate on an equal footing with other stakeholders.
	Committee formed and trained	Strategies used to train BBF committee members at the 1st meeting and beyond	X
		Driver: Committee understands BBF and BBFI	X
	Technical assistance	Technical assistance (TA) to country's director aims to build capacity to enable, empower and strengthen BBF implementation.
	Case studies	Usefulness of case studies and examples for experimental learning of committee members in the BBF process and how much they feel that it has guided the development of post‐assessment recommendations
		Usefulness of case studies for the experimental learning of policymakers in the formulation and implementation of legislations, policies, programmes and trainings
Process	Informing decision makers throughout BBF process	Developing a shared understanding, partnership and actor‐network cohesion in relation to BF agenda, ideas and needs.
	Complete 5‐meeting process	Building the momentum through collaborative governance, i.e., model of governance that brings multiple stakeholders in common forums with public agencies to engage in consensus‐oriented decision marking.
Process/ output	Committee builds partnerships and Develop collective agenda and ideas	Two or more sectors or individuals establish collaboration and develop mechanisms to support interactions and reach mutual agreement to develop collective agenda and work together to move forward.
Outputs	BBFI	Ability of committee members to generate data and evidence on BF environment by scoring the benchmarks following the BBF methodology	X
		Driver: Ability to comprehensively acquired data needed	X
	Informed and prioritized recommendations	Recommendations reflect gaps identified by the BBFI and are developed to be achievable and measurable. Driver: Recommendations are achievable and measurable
	Criteria used for prioritizing recommendations	Criteria used to prioritize are evidence‐based, considering options of policies and interventions that are likely to impact in the country‐context.	X
	Dissemination of recommendations	Strategic communication, advocacy and social mobilization through planned events to engagement stakeholders including the BBF 5th meeting. Driver: Engaging high level stakeholders and leadership for implement BBF recommendations
		Driver: Dissemination to the right people	X
	Policymaker's reactions and media coverage	Engagement of key high‐, mid‐, local‐level actors and media outlets measured by the level of coverage based on the time spent on coverage.	X
Outcomes	Implementation and BFGM gaps filled and Enable BF scale up environment	“Black box of implementation” how the decision to implement the BBF recommendations at the organizational/ community/ national level happens. It will be dependent on country‐level of “readiness” and preparedness for scaling up while considering competing priorities, funding and resources.	**
		Governance intersectoral structure with a strong network (i.e. civil society, donors and private sector) committed with clear strategies and vision of gaps and needs can facilitate the cooperation for addressing BFGM gaps and scaling up	**
	Become a case study	Drawing upon case studies of countries that have experienced some success in enabling the BF environment. Country's quantitative, statistical analyses and qualitative analysis, process‐oriented research can, be combined to generate a powerful narrative of change.
Impact	Improve BF outcomes and improve maternal and child health and nutrition outcomes	Evidence on improvements on BF practices and other health and nutrition outcomes post BBF assessment due to the implementation of recommendations within 3 years.
Assumptions	Committee motivation and effective teamwork	Reasons for participation and shared understanding are critical to develop collaborative governance and commitment to maintain motivation.	X
	Strong country coordination allows for translation and enforcement of recommendations to action	Strong country coordination to translate and enforce recommendations into actions, including take advantage of national policy window (e.g. government changing) and interact with other public health programmes
	Sustainability and Interaction with other public health programme	Country uptake BBF as a monitoring tool, including horizontal and vertical coordination with the right people (i.e., high level stakeholders) in the right ways to track financial and resource mobilization to sustain commitment beyond BBF process.
	Community household and individual level demand	Demand and needs of population in relation to BF are addressed by fulfilling the gaps identified in the BBF process.

Note: Legend “X” means CCP confirmed in Ghana and Mexico pretesting. “**” means components that are being assessed by ongoing research framework. CCP: critical quality control point; PIP: programme impact pathway.