2012-15 PMNCH Workplans and Budgets

2012 PMNCH Workplan and Budget

The 2012 PMNCH "Workplan and Budget" is not intended to capture everything that all of the Partners are engaged in. Its purpose is to identify a selected set of deliverables and "activity areas" within the overall scope of reproductive, maternal, newborn and child health (RMNCH) where the Partners working collectively – in partnership – can ‘add value’ that could not be achieved by any one Partner on its own. The PMNCH “Strategic Framework 2012-15” is the over-arching strategic document on which the “2012 Workplan and Budget” is based. Find a link on your right to the PMNCH 2012-15 Strategic Framework document.

The 2012 PMNCH Workplan and Budget document contains the relevant deliverables, activities, Objectively Verifiable Indicators (OVIs), Means of Verification and associated proposed budget. The detailed activity logframes which underpin the PMNCH Workplan are described. Many of these will ‘roll over’ to 2013, some will not. But the workplan will be revisited frequently, and will be adjusted as necessary, in the spirit of dynamic, needs based, and flexible working. A prioritisation exercise is also underway, so that the deliverables and activities can be adjusted, should the necessary resources not be secured.


Implementation of the Workplan will be coordinated and facilitated by three SO Co-ordinators, for each Strategic Objective (nine people in total), supported by the Secretariat. The SO Co-ordinators, are appointed based on criteria agreed by the Board, such as technical expertise, strength of networks and ability to dedicate time towards these tasks. Strategic Objectives Coordinators (OCs) will:

  • Guide the implementation of each of the SOs to ensure that the deliverables stated in the workplan are achieved.
  • Present progress, and any particular challenges, in implementing the SOs to the PMNCH board.
  • Share responsibility for initiating and maintaining communication with members of the PMNCH constituencies, and for involving nonmembers of PMNCH as required.
  • Advise on the delivery mode to be used for implementation to be carried out by, for example: (i) partner institutions; (ii) through an open Request for Proposal (RFP) process; (iii) invitation for proposals from specific specialists; and (iv) PMNCH technical Secretariat staff.
  • Contribute to the strategic planning, including defining relevant assumptions and risks as they apply to individual activity areas in the specific SO.
  • Respond or coordinate responses, as feasible, to Partners’ and others’ requests for technical support, review of documents etc.

This is not an exclusive list. There may be other ways of working, and, of course, there might be a combination of delivery modes, as there is currently (i.e Partners, supported by consultants through an RfP process, and coordinated by the Secretariat). The document provides an overview of the budget, before setting out the detailed tables for each SO, Cross Cutting Activities, and Core Functions.

In order to ensure that the Co-ordinators are drawn from a broad base of members, only one of the three individuals in each SO area needs to be drawn from the Partnership’s Board (i.e three Board members in the SO group of nine). The others will be from the wider membership and recognized experts related to the activity areas. In circumstances where the SO Co-ordinators’ organizations are not able to make their time available as an in-kind contribution, it is envisaged that the Partnership will partially remunerate the organization for this work.

Technical Advisers will be drawn in on an ‘as needed’ basis, to provide specific guidance and support, based on a more detailed knowledge of the activity areas, or on their thematic or geographical knowledge. It is not envisaged that all Technical Advisers will be contacted every time there is an issue to discuss.

Process leading to the workplan development

These documents have been developed in close consultation with the Executive Committee, through consultation with technical experts in each SO area and with inputs received from all constituencies through an open, public process. It highlights the linkages between the different activities – particularly in those Deliverables which span the three SOs – ensuring that the work done by the Partnership is not undertaken in disconnected silos and that duplication is avoided.

Finally, the intention is that the development and implementation of this Workplan continues through a consultative and inclusive process. Individual organisations can liaise with the work of the Partnership either through their constituency representatives on the Board and its committees, as well as directly in the implementation of activities, as relevant. The Partnership’s Secretariat will support the process, keeping Partners informed of developments and products delivered through the Workplan.