2012-17 PMNCH Workplans and Budgets


2016 PMNCH Workplan and Budget

1. Purpose

This document sets out the Partnership for Maternal, Newborn & Child Health’s (PMNCH; Partnership) annual 2016 Workplan and Budget, which provides for the Partnership’s Secretariat to support Partners and constituencies to work together on specific activities and deliverables that will be undertaken in support of the Partnership’s 2016 to 2020 Strategic Plan in line with the Business Plan. It is presented to the Partnership’s Board for review and approval.

2. Introduction and context

In October 2015, the Board approved the Partnership’s Strategic Plan. This Strategic Plan sets out the Vision and the Mission of the Partnership, and identified four Strategic Objectives (SOs) that the Partnership will work towards over this five year period.

The implementation of the Strategic Plan is operationalised through the Partnership’s 2016 to 2018 Business Plan, adopted by the Board in February 2016. The Business Plan provides an operational blueprint for the Secretariat to support the Partnership’s constituencies and individual Partners to work together towards successfully responding to country-based challenges, which can best be addressed through multi-partner and multi-sectoral action.

The Strategic Plan, implemented by the Partnership, under the direction of its Board and facilitated by its Secretariat, will be delivered through annual Workplans that are developed in the context of the overarching Business Plan and its Results Framework, to deliver across the full continuum of care for sexual, reproductive, maternal, newborn, child and adolescent health (SRMNCAH).

Figure 1 below provides an overview of the interaction between the range of strategic documents and, in particular, how this 2016 annual Workplan and Budget fits within these.

Figure 1: Partnership’s annual Workplans and budgets in the broader context

The 2016 Workplan and the identified activities reflect the Board’s intention to implement the Strategic Plan through a Partner-centric approach; the development of the Workplan has been overseen and driven forward by Partners themselves. Whilst the new SO specific Communities of Practice, Steering Groups and co-Conveners are being finalised, as agreed by the Executive Committee, all Partners who have volunteered for these groups (almost 60) from all eight constituencies have been involved in developing this Workplan. Once set up in April, 2016, these groups of Partners will work with the Secretariat’s SO Managers to ensure that the Partnership maximizes its potential in bringing together such a diverse range of stakeholders to work together in delivering activities specified in this Workplan and planning for the future. (Annex 1 will provide the lists of Partners serving as co-Conveners, on Steering Groups and in Communities of Practice, once these have been agreed by the EC)

3. Workplan and Budget structure

The 2016 Workplan and Budget is the first of five annual Workplans that will deliver the Partnership’s Strategic Plan. It has been developed in the context of the Partnership’s role in the Every Woman Every Child (EWEC) Architecture Framework, as articulated in the UN Secretary-General’s Global Strategy for Women’s, Children’s and Adolescents’ Health 2016-2030 (Global Strategy). It articulates how the Partnership will deliver using its four core functions of Alignment, Analysis, Accountability and Advocacy in full support of the 2030 Survive, Thrive and Transform targets of the Global Strategy.

The activities within the 2016 Workplan and Budget focus on implementing prioritised Partnership’s actions, as supported by its Secretariat, for partners to work together to meet the following four targets prioritised in the Strategic Plan.

  • Reduce global maternal mortality to 70 or fewer deaths per 100,000 live births [SDG3.1]
  • Reduce newborn mortality in every country to 12 or fewer deaths per 1,000 live births [SDG3.2]
  • Reduce under-five mortality in every country to 25 or fewer deaths per 1,000 live births [SDG3.2]
  • Achieve universal access to sexual and reproductive health and reproductive rights [SDG3.7/5.6]; Ensure at least 75% of demand for family planning is satisfied with modern contraceptives

The Workplan details the activities that the Partnership aims to achieve under the following four Strategic Objectives:

  • SO1: Prioritise engagement in countries. Multi-stakeholder platforms and processes align all stakeholders and most affected communities in on-going inclusive dialogue and planning to shape priorities, policy, financing; programme decision-making in countries and places with the highest burden and need.
  • SO2: Drive accountability. Unified, independent and mutual accountability processes and platforms hold all Partners to account for results resources and rights, building accountability by duty bearers to rights holders, and driving advocacy and action for impact.
  • SO3: Focus action for results. Programmes, policies and financing deliver health and well-being outcomes for women, newborns, children and adolescents, especially the marginalised, excluded and those lagging behind, sustaining their needs and rights at the centre of the development agenda.
  • SO4- Deepen Partnership. Collective action to drive effective policies, programmes, finance and accountability, relying upon strengthened, balanced and inclusive engagement of diverse and committed Partners-

As this year we are committed to a bolder country engagement, the following are our guiding principles:

  • Supporting 'One National Platform, One Strategy, and One M&E framework' and supporting country-led priorities.
  • Strengthening and supporting existing country SRMNCAH platforms.
  • Ensuring active engagement and participation of all eight Partnership Constituencies in multistakeholder processes and adherence to IHP+ principles.
  • Linking to Sustainable Development Goals (SDGs) framework, Global Strategy for Women’s, Children's and Adolescents' Health and its Operational Framework Global Financing Facility (GFF) and Independent Accountability Panel (IAP) activities.
  • Leveraging networks of Partnership members and partners in countries.
  • Strong focus on principle of 'adding value', i.e. leveraging Partnership resources where it can have a tangible and measurable impact (value proposition to be clearly articulated in each country)
  • Commitment to transparency, dissemination of information and responsiveness to country stakeholders and Partnership Board.
  • Strong links to Partnership Strategic Plan principles.
  • Partnership to work towards supporting multistakeholder platforms in countries with the objective of influencing greater attention to SRMNCAH in national programme.
  • The country engagement work has a universal focus - i.e. the work in focus countries will have an impact beyond the focus countries.
  • Following the decision by the EC, the Partnership will approach the Governments of Afghanistan, Angola, Cameroon, DRC, Gambia, Malawi, Mozambique and Nigeria in 2016.

The activities for each of the SOs are set out in the tables below, together with the anticipated results and Outcome(s). Each table also indicates the overarching milestones for the year, which will contribute to achieving the three-year Measures of Success in the Business Plan.

The operational model underpins the Workplan and the tables that highlight the interdependency between the four SOs, which together drive this Workplan. For example, achieving strong engagement in countries (SO1) depends on strengthened in-country constituency engagement (SO4); a key element of accountability is advocacy for action and so this spans both SO2 and SO3.

Specific examples of this interdependency include:

  • Engagement of multi-stakeholder platforms to facilitate mutual accountability for the Global Strategy (SO1) also supports the processes to engage Partners to drive accountability and remedial action (SO2).
  • The support to strengthen multi-stakeholder platforms (SO1) will further enable engagement towards increasing domestic political and financial commitment (SO3).
  • Executing a Partner engagement strategy (SO4) will support prioritising engagement in countries (SO1) and will further enable advocacy for action and accountability (SO2) and building consensus (SO3).

The Partnership will put in place management structures to ensure collaboration and coordination between SOs, including regular coordination meetings of the Partner Co-Conveners and the secretariat SO Managers and these will report regularly to the EC and Board. Where activities have clear links across SOs, this is indicated in the cross SO column (column 6)

The Workplan has been scaled to be delivered with a budget of approximately US $ 11.2 million in 2016, as specified in the Partnership’s Business Plan and approved by the Board. Specific activities and their related costs have been identified and estimated through a bottom up (zero based) costing approach, within the available budget envelope. The summary Partnership resource mobilization plan is also included in this Workplan.

As approved in the Business Plan, a degree of flexibility among the SOs funding envelopes is needed to accommodate any shifts in priorities during the year as well as collaboration between the SOs, where one SO might fund an activity carried out by two or multiple SOs.

4. Partnership Communications

By supporting work across the Partnership, to deliver all four SOs, the 2016 Communications Workplan, to be completed by the end of Q4 in 2016, aims to promote the value of the Partnership as a multistakeholder platform that supports implementation of the Global Strategy. The Workplan will also seek to build awareness and understanding of our work at the country and global level and facilitate stronger partner engagement through:

  • The development of a multiyear communications strategy to support our work and identify how the Partnership contributes to achieving targets outlined in the Strategic Plan. This strategy will also help maintain moment for Women’s Children’s and Adolescents’ Health and incite effective action by all stakeholders. This will form the bedrock of all communications activities moving forward.
  • Creating or building on new and existing corporate tools such as videos, infographics, reports etc. that will be crucial in explaining the who, what and why of the partnership as we broaden our engagement and outreach.
  • Enhancing our engagement and interaction via our web and social media channels through increased distribution of relevant and fresh content ex. Vblogs/blogs, op-eds deliberately linked to key moments in the Women’s Children’s and Adolescents’ Health calendar, highlighting success stories and programmes from countries and curating and promoting partner content across our platforms.
  • Strengthening our media engagement through needs identified by the communications strategy and leveraging the resources of partners (including media networks, events, expertise etc.) to help raise awareness of critical issues.

5. Resource Mobilisation and “Corporate Services”

The activities delineated in this Workplan assume that full funding will be available for the Workplan, and that efficient and effective financial and administrative support is in place. Should funding be delayed or insufficient, each Steering Group will guide the prioritization process within the SO itself. The Steering Groups will also inform the EC of any significant changes and request EC guidance on overall prioritization as necessary. During 2016, the Partnership secretariat will continue to work closely with all Partners to mobilise resources for the present Workplan, as well as for work that is expected to be undertaken in 2017 and beyond.

In the context of the Board approved 2016 to 2018 Business Plan and annual budgets for these years (see Annex 2 for 2016 Budget) , the Secretariat is working closely with the Partnership’s governance structures and individual Partners to secure financial and in-kind resources necessary to deliver the agreed SOs. As at the end of March 2016, the Partnership has around 50% of its 2016 funding requirement either secured or pledged, and anticipates to have the 2016 budget fully funded before the end of the year, through proposals that have either been submitted or are under development. The focus in 2016 will therefore be to translate the anticipated funding into reality and to work with the donor community on securing funding for the 2017 and 2018 annual Workplans, which are yet to be fully funded.