2012-15 PMNCH Strategic Framework

And accompanying "Workplan and Budget" documents


The Partnership’s value proposition

Strategic Framework Cover

The Partnership will continue to focus its attention on areas where it adds discernible value, and contributes to ongoing efforts to improve the health of women and children. This will be mainly in the context of efforts towards achieving MDGs 4 and 5. Where relevant, it will also work with Partners in working towards other MDGs. The Partnership will operate across the entire spectrum of RMNCH18 covering the whole Continuum of Care (see box), with a focus on integration issues (such as links to MDG 6) and the importance of social determinants of health.

The Partnership has helped to renew the focus on this life-cycle approach, and build a consensus on a core package of RMNCH interventions to be delivered across the Continuum of Care,20 which is significant for the efforts to reduce maternal and newborn mortality and improve women’s and children’s health. Evidence shows that a core package of services delivered across the Continuum of Care improved outcomes.21

The Partnership’s overall value proposition is that it is the only institutional multi- constituency platform in today’s large and fragmented global health space that brings together, in one place, the key Partners focused on improving the health of women and children. It enables Partners to share strategies, align objectives and resources, and agree on interventions.

More specifically, however, the Partnership is:

  • A forum for discussing and aligning strategic approaches to policy development and implementation of essential interventions across the Continuum of Care – from reproductive through to maternal, newborn and child health – and as part of coordinated efforts to strengthen health systems. In this forum, Partners can work together on developing and aligning important advocacy messages, including for resource mobilization, policy development, technical capacity building and public-health educational efforts.
  • A vehicle for collecting, translating and disseminating important RMNCH-related knowledge, including tried-and-tested best practice, and valuable experience of policy development and intervention implementation, globally and in countries. The contribution such knowledge makes to the public good is an example of how the Partnership adds value.
  • An institutional link between the RMNCH community and the broader activities of national governments, development partners and non-state actors focused on tackling bottlenecks in the social determinants of health – such as education of girls, women’s rights and gender equality, improved nutrition, provision of water and sanitation infrastructure, upgrading of transport and telecommunication services.

These “value-added” features will be developed and included in the Partnership’s detailed Workplan for 2012 to 2015. Translating the Partnership’s value proposition into reality will be guided by a set of specific, measurable and costed outputs and activities.

What does the Partnership not do? One specific and critical feature is that the Partnership does not displace, replace or replicate the existing governance, accountability and delivery structures of individual Partners. The Partnership expects primarily to add value through ensuring that these existing Partners’ activities are better coordinated and by enhancing collaboration between Partners in order to achieve more effective results in high-burden countries. In essence, its value add is to enable Partners – including high-burden countries – to achieve more together than they would have been able to achieve individually.

This unique role supports the case for the Partnership’s continued involvement as a critical stakeholder in the Every Woman Every Child effort to implement the Global Strategy for Women’s and Children’s Health, and in achieving the MDGs more generally.

This proposed role and value proposition also determines the principles that are set out in Section 6, which define the way that the Partnership expects to function – i.e. its modus operandi. These include:

  • being partner-centric;
  • playing a convening and brokering role for its Partners;
  • being guided by country demand and regional priorities; and
  • continuing to promote the Continuum of Care.

In acting as the facilitating platform for RMNCH Partners, the Partnership is also well placed to be one of the main international forums, specifically for the RMNCH community. Here, discussions can take place and stakeholders can engage to influence the development agenda beyond the MDGs deadline of 2015.

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