2012-15 PMNCH Workplans and Budgets


2013 PMNCH Workplan and Budget

The 2013 Workplan was approved by the Board on 21st January, 2013, following the recommendation of the Executive Committee. The PMNCH “Strategic Framework 2012-15” is the over-arching strategic document on which the “2013 Workplan and Budget” is based. Find a link on your right to the PMNCH 2012-15 Strategic Framework document.

The workplan is structured around four outcomes:

  • Outcome 1: Highest possible political commitment to women’s and children’s health achieved and maintained in the years to 2015 and beyond.
  • Outcome 2: Increased and improved coverage and implementation of essential interventions for women’s and children’s health (in priority countries).
  • Outcome 3: Information to guide/ track investments and promote accountability on progress, commitments and processes towards improving women’s and children’s health synthesized and disseminated.
  • Outcome 4: Strengthened Partner engagement and alignment nationally, regionally, globally.

The Partnership continues to operate along the entire Continuum of Care, which is its key value added. As it is not possible for the Partnership to engage in equal measure on all issues along the Continuum of Care, four priority areas could provide a useful focus for Partnership activities going forward (although other emerging priorities may also be included): (i) reproductive and sexual health, with a focus on adolescents; (ii) safe birth, with a focus on pregnant women and neonates; (iii) newborn health, with a focus on the first 28 days of life; and (iv) social and environmental determinants, with a particular focus on equity and rights, education, and nutrition. In implementing the workplan, the Partnership will work to capitalise on the ongoing work in particular countries, and align with the efforts already underway by Partners.

2013 Workplan Structure

For each of the four noted outcomes, a number of outputs have been identified that will contribute to the achievement of these outcomes. In turn, for each of the outputs, the workplan identifies a series of individual projects that have been defined and resourced in a detailed bottom-up exercise. Partners are central to delivering the workplan. Partners are integrated into the work of individual projects, supported by the Secretariat, and advisory groups of interested Partners are established for each of the four identified outcomes.

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