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Source: http://www.doksinet The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Business Plan 2016-2018 Source: http://www.doksinet Publication reference: The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child. Business Plan 2016-2018. Geneva, Switzerland: PMNCH The Partnership for Maternal, Newborn & Child Health World Health Organization 20 Avenue Appia , CH-1211 Geneva 27, Switzerland Fax: + 41 22 791 5854 Telephone: + 41 22 791 2595 Email: pmnch@who.int Source: http://www.doksinet Business Plan 2016-2018 Table of Contents Executive Summary.4 Results framework. 5 Budget & Secretariat. 5 How the Partnership supports Every Woman Every Child.6 Business Plan Context and Structure. 10 Country Selection. 14 Guiding Principles. 14 Partnership Results Framework (2016-2018). 15 Budget managed by the Secretariat (2016 – 2018).20 Core Programme Staff . 20 Temporary Programme Staff. 21

Accelerating Activities. 21 Communications Activities. 21 Activities to deliver SOs. 22 Secretariat Structure.25 Annex 1: Summary of the Partnership’s Results Framework. 26 3 Source: http://www.doksinet 4 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Executive Summary This Business Plan (2016-2018) provides an overview of how the Partnership will work towards delivering on its Strategic Plan 2016-2020. It provides the basis for developing costed annual workplans, in particular for the secretariat to support Partners and constituencies to work together on specific activities and deliverables that will be undertaken in support of the Strategic Plan. The Business Plan builds on the summary results framework in the Strategic Plan, and articulates in a modular fashion the results that the Partnership will reach for in the first three years. It will serve as the basis for mobilizing resources for the Partnership and its secretariat.

The below graphic provides an overview of the interaction between the range of strategic documents and, in particular, how the Partnership’s Business Plan fits within these. Figure 1: Overview of Business Plan Linkage to Other Strategic Documents 2016 2018 2020 2030 Sustainable Development Goals (SDGs) 2016-2030 Global Strategy for Women’s, Children’s and Adolescents’ Health 2016-2030 Partnership’s Strategic Plan 2016-2020 Sets out the broad strategic objectives and high-level results that will direct the work of the Partnership as a whole Partnership’s Business Plan 2016-2018 Provides an overview of how the Partnership will be organised and funded over the first 3 years of the Strategic Plan to deliver its priority results, it contains the detailed Results Framework and sets out the value add of the Partnership Partnership’s Annual workplans Guides the work undertaken by the Partnership constituencies and secretariat, providing an annual point to reconsider the

strategic direction Ongoing monitoring and an external review provide opportunities External Review to reflect on and adjust the Partnership’s approach as needed The Business Plan is organized into three main sections: XX The Results Framework: Identifies the results that the Partnership’s secretariat and Partners will aim for, by working together, and the corresponding measures of success. XX Budget: Overview of funding managed by the secretariat to The Business Plan and its results framework concern the Partnership as a whole. The proposed budget describes the funds managed by the secretariat to allow it to support Partners to work together to deliver the Strategic Plan. support the Partnership to deliver the Results Framework, year by year with an average budget of $13.4 million per year, which includes an earmarked budget for the Independent Accountability Panel (IAP). Once this three year core budget has been fully funded, the Partnership will have the option to raise

additional funds and to deliver additional activities on a modular basis and as approved by the Board. XX Secretariat Structure: Identifies the core staffing and reporting structure of the secretariat required to catalyse and accelerate the priority work of the Partners. Source: http://www.doksinet Business Plan 2016-2018 The Partnership Strategic Plan prioritizes four SDG targets. This Business plan will focus on these 2030 targets: • 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 [SDG3.7/56]; Ensure at least 75% of demand for family planning is satisfied with modern contraceptives Results framework Strategic Objective 1: Prioritise engagement in

Countries Catalyse Partners’ country level efforts in order to align all stakeholders and the most affected communities in on-going inclusive dialogue and planning to shape priorities, policy, financing and programme decision-making in countries and places with the highest burden and need. The Partnership will have capacity to prioritise work in four to eight countries at a time, including countries that are the focus of the Global Financing Facility (GFF), providing support with advocacy, exchanges of innovative best practices, and engagement in accountability for the Global Strategy. Strategic Objective 2: Drive accountability Support and foster unified, independent and mutual accountability processes and platforms to hold all Partners to account for results, resources and rights. This should build accountability by duty bearers to rights holders, with advocacy to drive action for impact at sub-national, country, regional and global levels. This also includes support to the IAP for

the development and dissemination of their annual report Strategic Objective 3: Focus action for results Galvanize policy, programme and budget support to achieve strong health and well-being outcomes for women, newborns, children and adolescents, especially in relation to the four core targets prioritized by the Partnership. Increased attention and evidence-based action on reducing inequity and addressing “frontier” issues - such as stillbirths, sexual and reproductive health and rights (SRHR) and adolescent health, and including focus on humanitarian and conflict-affected settings. Promote greater Partner participation in inter-sectoral knowledge sharing, action and accountability to deliver health results for women, children and adolescents. Strategic Objective 4: Deepen Partnership Facilitate and support collective action to drive effective policies, programmes, finance and accountability, relying upon the strengthened balanced and inclusive engagement of diverse and committed

Partners in joint platforms, processes, and governance structures. This deepening of the Partnership is a foundation of the PMNCH offer, enabling Partners to achieve more collectively than they can as individual organizations. In addition, the IAP Secretariat will be hosted by the Partnership Secretariat and will have a separate workplan within the earmarked budget identified in this Business Plan. Budget & Secretariat The 2016-2018 budget was developed in consultation with a broad range of stakeholders. Staff costs are based on the premise of 12 core secretariat staff for the Partnership, and three positions to support the IAP. Additional temporary expertise will be leveraged as needed Total annual budgets are estimated as follow, with an annual average of $13.4 million The 2017 budget includes additional funds for the Partners Forum and an independent review: Figure 2: The Partnership’s Annual Budget, 2016 – 2018 Year Annual Budget (US$ Millions) 2016 $11.2 2017 $15.6

2018 $13.4 5 Source: http://www.doksinet 6 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child How the Partnership supports Every Woman Every Child The Partnership is the leading global platform bringing together multiple constituencies and Partners to address the health and wellbeing of women, children and adolescents across the continuum of care to deliver the full spectrum of sexual, reproductive, maternal, newborn, child and adolescent health (SRMNCAH). It aligns and catalyses a diverse group of over 700 Partners1 Figure 3: The Partnership’s Mission Statement To increase the engagement, alignment and accountability of partners, by creating a multi-stakeholder platform that will support the successful implementation of the Global Strategy for Women’s, Children’s and Adolescents’ Health, enabling partners to achieve more together than any individual Partner could do alone. Established in 2005 to accelerate global efforts

towards achieving MDGs 4 and 5,2 the Partnership has played a central role in supporting the Every Woman Every Child (EWEC) movement as it has evolved. The Partnership championed the consultation process and mobilized a broad range of stakeholders from countries, regional bodies and global Partners to develop the UN Secretary-General’s Global Strategy for Women’s, Children’s and Adolescents’ Health 2016-2030 (Global Strategy), in the sun-setting of the MDGs and the launch of the Sustainable Development Goals (SDGs). 1. Partners distributed across eight constituencies: a) Academic, Research and Training Institutions; b) Adolescents and Youth (in the process of being operationalized); c) Donors and Foundations; d) Healthcare Professional Associations; e) Non-Governmental Organizations; f) Multilateral Agencies/International Organizations; g) Partner Countries, and; h) the Private Sector. 2. See Strategic Plan 2016-2020, Page 5, “What is the Partnership for Maternal, Newborn

& Child Health?”. Figure 4: The Partnership’s Role in the Global Architecture for EWEC Source: http://www.doksinet Business Plan 2016-2018 By engaging a multitude of diverse Partners, the Partnership is uniquely positioned to leverage the vast network of information, technical support, best practices, tools, and expertise so that countries and Partners can deliver actions that have the greatest impact on the continuum of care for women’s, children’s and adolescents’ health. The added value of the Partnership is described by its four functional strengths: ƒƒ Accountability. Accountability is a dynamic process of monitoring, review and action for results, resources and rights. This process requires the active and meaningful participation of all stakeholders including citizens, and particularly women and youth, at all stages. ƒƒ Advocacy. Advocacy galvanizes effort, investment, focus and action in a defined direction or for a clear purpose. It works at multiple

levels from political to community or grassroots, but always with the aim to create change, increase knowledge, strengthen commitment and focus, protect rights and cultivate participation. The Partnership’s advocacy action agenda and strategy respond to and advance the issues, gaps and challenges identified through the accountability process. ƒƒ Analysis. The Partnership promotes analysis and the use of evidence as the foundation of all strategies and actions. It stimulates dialogue and alignment around evidence, helps to translate evidence into knowledge, and communicates it widely for action. As a learning organisation, the Partnership works to encourage innovation and continual improvement. ƒƒ Alignment. The Partnership builds alignment and consensus among stakeholders; its platform is a space for dialogue and debate around evidence, challenges and policy related to the full continuum of care. Figure 5: How the four core functions work together Women, children and

adolescents in every setting realize their rights to physical and mental health and well-being, achieving the vision of the Global Strategy and the SDGs, and leaving no one behind. Leadership and collective action platform Engaging partners in health & inter-related sectors Led by an inclusive Board, served by an effective Secretariat 7 Source: http://www.doksinet 8 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Throughout the collaborative work of the Partnership, much has been learned about how the global community can maximise its impact on the health and wellbeing of women, children and adolescents and focus on the continuum of care across the full spectrum of SRMNCAH by ensuring results and building consensus. The Partnership Builds Consensus Global Strategy for Women’s, Children’s and Adolescents’ Health From late 2014, and throughout 2015, the Partnership facilitated a broad range of virtual and face-to-face

consultations, at sub-national, national, regional and global levels. This enabled thousands of individuals and organizations to contribute to updating the Global Strategy on Women’s, Children’s and Adolescents’ Health (Global Strategy), and its financing arm, the GFF, ensuring a response that is fit for the post-2015 era. Over 7,000 contributions were received through these broad consultation processes, some of which were generated from specific communities, e.g a focused consultation with adolescent- and youth-led organizations, and others regionally, such as with African regional Partners. In the first half of 2015, Citizens’ Hearings were held in 23 countries across Africa and Asia and these engaged tens of thousands of people, health workers, local leaders and politicians. Their views were heard in the global processes and this highlighted the importance of embedding participatory accountability into the updated Global Strategy and SDGs. The Post 2015 Working Group A

multi-stakeholder working group representing over 50 Partner organizations from all constituencies was first set up in 2013. This responded to a request from the Partnership Board to align advocacy efforts within the SRMNCAH community to ensure priorities were include in the Post-2015 development agenda. The Working Group oversaw the development of a paper to position women’s and children’s health as a key health and development priority for the next 15 years. This paper was submitted to the 2013 Health Thematic Consultation and as a summary statement, endorsed by nearly 250 Partners, to the High-Level Panel on the Post 2015 Development Agenda. It was endorsed in the final report of the panel and contributed to the SDG development process. From 2014, the working group focused on SRMNCAH related targets endorsed by over 250 Partners, which guided partner advocacy and provided a unifying voice leading to inclusion in the Global Strategy. The group is now co-chaired by the UN

Foundation and has issued a statement on indicators, endorsed by 150 Partners, and contributed positions on targets and indicators to the writing team for the Global Strategy and various other processes. Source: http://www.doksinet Business Plan 2016-2018 Ensuring Results Every Newborn Action Plan The Every Newborn Action Plan (ENAP), launched at the PMNCH Partners Forum in June 2014, is the culmination of nearly two years of consultations involving more than 60 organizations and a web-based consultation drawing over 300 comments. Led by WHO and UNICEF, the ENAP aims to end preventable newborn deaths by enhancing and supporting coordinated and comprehensive planning and implementation of newborn-specific actions within the context of national SRMNCAH strategies and action plans. PMNCH, as a founding partner of the Every Newborn effort, has worked with its 700+ Partners to mobilize action to disseminate core messages and action to deliver ENAP. Building on similar efforts for the

successful Born Too Soon report of 2012 and the World Prematurity Day campaigns, the Partnership has led a highly effective process based on political advocacy and messaging, commitment-gathering, and media and communications. This advocacy movement celebrated several key milestones in 2014, including the adoption of a resolution supporting the ENAP by all 194 member states of the World Health Assembly (WHA); global and country launches of the Lancet’s Every Newborn series; more than 40 new ENAP commitments to EWEC, including a US$90 million pledge from the Islamic Development Bank; and a social media campaign resulting in more than 1 billion Twitter impressions using the #EveryNewborn hashtag. 9 Source: http://www.doksinet 10 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Business Plan Context and Structure This Business Plan provides the Partnership, its secretariat, Board, Partners and supporters, with an overview of how the

Partnership will be organised and funding allocated to achieve the results that will deliver the new Strategic Plan. Informed by the Strategic Plan, the Partnership’s three year (2016 to 2018) Business Plan is the basis for multi-year resource mobilization efforts. The Business Plan provides the framework for costed annual workplans that outline the activities and deliverables that will be undertaken by Partners working together. The below graphic provides an overview of how the interaction between the range of strategic documents and, in particular, how the Partnership’s Business Plan fits within these: Figure 6: Overview of Business Plan Linkage to Other Strategic Documents 2016 2018 2020 2030 Sustainable Development Goals (SDGs) 2016-2030 Global Strategy for Women’s, Children’s and Adolescents’ Health 2016-2030 Partnership’s Strategic Plan 2016-2020 Sets out the broad strategic objectives and high-level results that will direct the work of the Partnership as a

whole Partnership’s Business Plan 2016-2018 Provides an overview of how the Partnership will be organised and funded over the first 3 years of the Strategic Plan to deliver its priority results, it contains the detailed Results Framework and sets out the value add of the Partnership Partnership’s Annual workplans Guides the work undertaken by the Partnership constituencies and secretariat, providing an annual point to reconsider the strategic direction Ongoing monitoring and an external review provide opportunities External Review to reflect on and adjust the Partnership’s approach as needed The main body of the Business Plan is organized into three main sections: ƒƒ The Results Framework: Identifies the results that the Partnership’s secretariat and Partners will aim for, by working together, and the corresponding measures of success. ƒƒ Budget: Overview of funding managed by the secretariat to support the Partnership to deliver delivering the Results Framework,

year by year, organized by the four Strategic Objectives (SOs) identified in the strategic plan, with an earmarked budget for the IAP. ƒƒ Secretariat Structure: Identifies the core staffing and reporting structure of the secretariat required to provide the necessary support to catalyse and accelerate the priority work of the Partners. This Business Plan takes the summary results framework (Annex 1) and articulates in a modular fashion the results that the Partnership will reach for in the first three years. The results framework sets out the difference the Partnership will affect over the first three years of the Strategic Plan. Source: http://www.doksinet Business Plan 2016-2018 ƒƒ Reduce global maternal mortality to 70 or fewer deaths per 100,000 live births [SDG3.1] ƒƒ Reduce newborn mortality in every country to 12 or fewer deaths per 1,000 live births [SDG3.2] ƒƒ Reduce under-five mortality in every country to 25 or fewer deaths per 1,000 live births [SDG3.2] ƒƒ

Achieve universal access to sexual and reproductive health and reproductive rights [SDG3.7/56]; Ensure at least 75% of demand for family planning is satisfied with modern contraceptives The Strategic Plan identifies the Partnership’s contribution to the Every Woman Every Child movement as providing support to all Partners to work together to achieve the full range of Global Strategy targets by 2030, and with a priority focus on four targets (see box): The Strategic Plan 2016-2020 identifies four Strategic Objectives (SO) that the Partnership will pursue to deliver these targets: ƒƒ SO 1: Prioritise engagement in countries ƒƒ SO 2: Drive accountability ƒƒ SO 3: Focus action for results ƒƒ SO 4: Deepen Partnership There is an interdependency between the SOs, with all four SOs required to work together in order to drive Partnership results. As such, the implementation of the Strategic Plan will draw on the synergies across SOs. For example, achieving strong engagement in

countries (SO1) depends on strengthened incountry 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: ƒƒ Engagement of multi-stakeholder platforms to facilitate mutual accountability for the Global Strategy (SO1) supports the processes to engage Partners to drive accountability and remedial action (SO2) ƒƒ The support to strengthen multi-stakeholder platforms (SO1) will further enable engagement towards domestic political and financial commitment (SO3) ƒƒ 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). Activities that deliver two or more SOs are included in the annual work plans in order to articulate how interventions will deliver on a range of results. The Partnership will implement appropriate management

structures to ensure collaboration and coordination between SOs, including regular coordination meetings of the Partner Co-Conveners (2-3 per SO) and the secretariat SO Managers. 11 Source: http://www.doksinet 12 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Figure 7 shows the results chain on which the Results Framework is based. Figure 7: Results chain 2016 2018 2020 Partnership results SO1 SO2 SO3 SO4 High level strategic results & outcomes 2030 Results chain Prioritise engagement in countries Drive accountability Focus action for results Deepen Partnership Global Strategy for Women’s, Children’s and Adolescents’ Health Political, Programmatic, People, Principles, Partnership Sustainable Development Goals Social, Economic, Environmental The Results Framework also presents measures of success (MoS) for each of the Partnership’s results. Given the nature of the Partnership, which is responsible for

facilitating the processes that will result in improved service delivery, better outcomes, and reduced mortality, as well as the need to avoid placing additional reporting burdens on countries and Partners, the MoS are at the process rather than impact level. The mid-term independent review of progress implementing the five year Strategic Plan (expected in 2017) will complement this information. The budget shown in the business plan reflects the minimum envelope for the funds that the secretariat will manage, as agreed by the Board in 2015. This describes the costs of the catalysing efforts of the secretariat team, and related activity costs, to support the collective effort of Partners. Although the heart of the work is the collective endeavour of partners, the real and in-kind costs incurred by Partners have not been calculated and monetised in this budget. The Business Plan anticipates a Partner-centric approach where partners make in-kind and other contributions. There are multiple

ways in which Partners can be involved. This includes through membership of the Board and its committees; as Coconveners and as members of the four SO Steering Groups (up to 16 Partners per SO), as well as in the broader Communities of Practice for each SO. Partners engaged in these structures lead and support the processes that advise on implementation of the Business Plan, as well as overseeing preparation of annual work plans, and alignment between SOs. This Business Plan is the basis of resource mobilization, enabling the secretariat and Board members to present the Partnership’s offer to supporters. If resource mobilisation targets are exceeded or in-kind donations received, the ambition of activities will be increased accordingly and in a modular fashion. Source: http://www.doksinet Business Plan 2016-2018 The Business Plan provides the framework for the costed annual workplans that outline the activities and deliverables created by Partners working together, supported by

the secretariat, that will be undertaken to achieve the results. Guided by the SO Partner Co-Conveners and Secretariat SO Managers, advised by the Steering Groups, the workplans will adopt a modular design to allow for the systematic prioritization and sequencing of the Partnership’s Results (indicated by the corresponding MoS) identified in the Results Framework. As usual, these workplans will be submitted to the Board for approval Workplans for 2017 and 2018 will be submitted in advance of the end of the previous year, and will build on the achievements of delivering the previous year’s work plan. The ongoing management and reporting of the Partnership’s activities and funds against the Business Plan is stewarded by the Secretariat in accordance with WHO rules and regulations. As part of the hosting arrangement, the Partnership is subject to the same audit and financial management processes as required by WHO for all of its departments and hosted partnerships. Additionally, the

Partnership’s also produces other reports, including: ƒƒ An annual financial report, produced by the Partnership’s Finance Committee ƒƒ An annual narrative report which detail progress and impact against its annual work plans ƒƒ Ongoing donor reporting subject to the specific donor agreement ƒƒ Presentations on progress at Board meetings ƒƒ Regular reporting from the Executive Director to the EC and/or Board ƒƒ Reports from periodic independent reviews (as agreed) It is envisaged that there will be a review during the second year of the Strategic Plan, which may re-shape the direction of implementation in the outer year of this Business Plan. This reflection point creates an opportunity for the Board to reflect on the evidence and adjust the Partnership’s innovative approaches as needed, including revising the Business Plan, if desired. 13 Source: http://www.doksinet 14 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every

Child Country Selection The Partnership seeks to prioritise and deepen engagement in Partner Countries and has, since 2009, been explicit that it is a Partner-centric organization. The Partnership’s role complements the work and accountability processes of its individual Partners, enabling them to deliver more collectively than alone. The overall focus of the Partnership’s work is to achieve results and impact in the countries where the need is greatest. The Partner-centric approach mobilizes, engages and empowers different implementing Partners. It allows them to coordinate their actions and activities, and encourages and promotes mutual accountability. Partners continue to have the capacity and responsibility to implement specific activities; the opportunity to coordinate with others increases the effectiveness and efficiency of these actions. This may be reflected in, for example, inculcating a culture of “one nation one plan”, common metrics for all development

Partners, improved coordination in aid flows, agreement by health-care professionals on common implementation policies, and alignment of messages and practices by the NGO community. Guiding Principles During the life span of the 2016-2018 Business Plan, the Partnership will build the capacity to focus on four to eight countries at any one time. This will allow for balancing ambition for breadth with the realistic capacity to engage in a meaningful way. Selection of countries, the duration of engagement, and total number of countries selected will be guided by the Board in consideration of the following principles: ƒƒ Need: countries where the burden is highest3 and the need greatest; ƒƒ Commitment to EWEC: countries that have made a commitment to EWEC, with consideration of the added value of Partnership engagement in GFF focal countries; ƒƒ Added value: countries where the Partnership’s value-add is recognized and is in line with country-identified needs; ƒƒ Partners:

countries in which two or more constituencies, including the government, are seeking engagement from the Partnership; ƒƒ Multi-stakeholder platforms and processes: countries where multi-stakeholders processes or platforms are existent, under way or planned, allowing the Partnership to complement ongoing efforts and building on existing national structures; ƒƒ Geography: the Partnership will aim for a balance among the selected countries and regions; ƒƒ Impact on the four priority targets: the Partnership will aim for a balance across the four targets among the selected countries; ƒƒ Countries that are members of the Partnership will have priority; at the same time the Partnership will be open to other countries that wish to engage. 3. High burden in at least one of the four priority target areas (maternal, child and newborn health, as well as unmet need for family planning). Source: http://www.doksinet Business Plan 2016-2018 Partnership Results Framework (2016-2018)

The vision, targets and high-level strategic results and outcomes expressed in this Results Framework represent the collective global ambition. The Partnership results to be achieved by 2018, presented in the Results Framework, explain how the Partnership will contribute to this vision and targets, by pursuing its Mission over the three years of the Business Plan. Our vision A world in which every woman, child and adolescent in every setting realises their rights to physical and mental health and wellbeing, has social and economic opportunities, and is able to participate fully in shaping prosperous and sustainable societies. The Partnership’s Mission To increase the engagement, alignment and accountability of partners, by creating a multistakeholder platform that will support the successful implementation of the Global Strategy for Women’s, Children’s and Adolescents’ Health, enabling partners to achieve more together than any individual Partner could do alone. • 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] Our targets • 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 [SDG3.7/56]; Ensure at least 75% of demand for family planning is satisfied with modern contraceptives 15 Source: http://www.doksinet 16 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Strategic Objective 1: Prioritise engagement in countries High level strategic result by 20204 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. High level outcomes

by 20205 1.1: Stronger, more inclusive decision-making and prioritysetting in countries with platforms engaging a wider range of voices, made possible by governance structures that standardise and optimise inclusive, balanced representation and collaboration 1.2: Enhanced capacity for multi- stakeholder participation, alignment and action at country, regional and global levels including the identification, synthesis and dissemination of replicable best practices to facilitate the implementation of effective multi-stakeholder partnerships in countries 1.3: Windows of opportunity identified and effectively pursued to sustain and deepen commitment, address bottlenecks and strengthen accountability through multisectoral dialogue and action 1.4: Strategic links made with other sectors (and across the SDGs) to support comprehensive efforts to invest in health outcomes in women, children and adolescents Partnership results by 2018 1.1a: Country-led multistakeholder platforms supported,

based on country needs and as relevant, to: • facilitate inclusive & meaningful engagement of key stakeholders • advance evidence-based national programmes & policies • advance financing in up to 4-8 countries at a time dependent on available Partnership resources6 1.2a: Capacity of country-led multi-stakeholder platforms strengthened to establish in countries: • inclusive governance structures • strong management processes • effective monitoring systems • co-ordination with related mechanisms, such as Gavi, the Global Fund and GFF 1.3a: Process to address barriers to effective and fully inclusive multi-stakeholder platform operations supported to enable multi-stakeholder collaboration 1.4a: Targeted collaboration across sectors is enabled, guided by country-led platforms and processes, as required to achieve the four core targets 1.1b: National Plans and Investment cases in countries developed through engagement with all key stakeholders and constituencies

Measures of success MoS 1.11: Multi-stakeholder platforms in countries influence greater attention to SRMNCAH in national programmes, including through greater/more efficient budgets and policies MoS 1.12: National Plans and Investment cases in countries developed, as reported through National and quality assurance processes 1.3b: Engagement of multistakeholder platforms in accountability for the Global Strategy promoted and advanced, including to facilitate mutual accountability 1.2b: Best practices regarding functioning and effectiveness of multi-stakeholder platforms exchanged across countries and regions MoS 1.21: Agreed multistakeholder platform implementation plans with clear roles and responsibilities outlined, and processes for regular public dissemination of minutes, reports and key documents adhered to MoS 1.22: Best practices and lessons learned shared across countries and regions, to enhance functioning and effectiveness of multistakeholder platforms MoS 1.31: Publicly

available reports of joint review missions which have been advocated for or facilitated by multistakeholder platforms in countries, including analysis of barriers to engagement MoS 1.41: Multi-countrylevel stakeholder action plan agreed by all participants to enable targeted collaboration across sectors MoS 1.32: Mechanisms to address policy / service delivery gaps / unfulfilled commitments which have been advocated for or facilitated by multi-stakeholder platforms in place in countries 4. As presented in the Executive Summary of the Strategic Plan 5. As presented in the Summary Results Framework on P 24 of Strategic Plan 6. The Partnership will build capacity to engage 4-8 countries at a time Selection of countries, the duration of engagement, and total number of countries selected will be guided by the Board applying criteria derived from the guiding principles as defined in the preceding section. Results 11b and 12a and MoS 1.11, 112, 131, 13 2 all also relate to these selected

countries Source: http://www.doksinet Business Plan 2016-2018 17 Strategic Objective 2: Drive accountability7 High level strategic result by 2020 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 High level outcomes by 2020 2.1: Increased capacity, willingness and expectation to strengthen mutual accountability year on year (at global, regional, country and subnational levels) 2.2: Holistic, unified global accountability framework, with multistakeholder inclusion and participation, focused on equity, and driving action and redress 2.3: Independent Accountability Panel established, and producing widelyread and acted upon annual reports on the State of Women’s Children’s and Adolescents’ Health that track results, resources and rights and focus action 2.4: Accountability processes lead to

remedial action (and follow-up monitoring) focused on leadership, policy, commitment, financing, and actions that support results, resources, and rights 2.5: Citizen-led accountability processes championed and in place, especially in high burden and other priority countries and places 2.6: Governance structures and processes in place by end 2016, and functioning effectively throughout the life of the Strategic Plan, to enable the delivery of orchestrated partner responses to the results of a unified global accountability framework Partnership results by 2018 2.1a: All Partners supported to engage in mutual accountability mechanisms 2.2a: Consensus facilitated across all constituencies for Global Strategy core indicators and monitoring & reporting mechanisms 2.3a: IAP nominated, established and adequately supported to function effectively, with independence secured from the Partnership secretariat 2.4a: Processes established and functioning to engage Partners from the 8

constituencies to drive advocacy and remedial action based upon accountability findings, including IAP report recommendations 2.5a: Civil society, youth, Parliamentarian and media supported and strengthened to drive accountability in countries, including developing mechanisms to hold duty bearers to account8 This will be implemented through SO4 2.1b: Partnership Board facilitates dialogue and action, promoting mutual accountability across all constituencies Measures of success MoS 2.11: Active multi-stakeholder working group on accountability, drives implementation of unified global accountability framework at global, regional, country and subnational levels MoS 2.12: IAP recommendations used in at Partnership Board decisions for mutual accountability 2.2b: The Partnership is actively engaged in coordinating the development and implementation of the unified global accountability framework with multi-stakeholder engagement, building from current accountability initiatives MoS

2.22: Common indicator framework for the Global Strategy agreed upon in 2016 and reported on annually to inform the IAP report 2.3b: Annual State of Women’s, Children’s and Adolescents’ Health Report, including Board commentary, is widely disseminated to a wide range of stakeholders and bodies MoS 2.31: IAP and IAP Secretariat established in 2016 with regular meetings MoS 2.32: Annual State of Women’s, Children’s and Adolescents’ Health Report disseminated to intergovernmental fora and key constituencies at global, regional and national levels to drive progress (such as political commitments, policy reform and resource allocation) on the basis of the recommendations 2.4b: Remedial constituent led action that advances results, resources and rights is advocated for and undertaken by selective global, regional and domestic fora in 4-8 countries MoS 2.41: Processes established and functioning to deliver advocacy for progress on accountability 2.5b: Expanded opportunity for

citizen voice, including youth, to be heard in accountability mechanisms at country, regional and global levels 2.5c: Youth-led initiatives on accountability are supported and visible at the global, regional, and national levels MoS 2.51: Citizenled and youth-led accountability initiatives, parliamentary hearings and/or media engagement supported in countries9 to accelerate progress on SRMNCAH As measured under SO4 7. As per the United Nations Commission on Information and Accountability for Women’s and Children’s Health, accountability is defined here as a cyclical process involving three principal stages: monitor, review and act. To note that this section of the Results Framework is in addition to the results that will be achieved by the Independent IAP secretariat, and which will be delineated through related, independent, processes. 8. The Partnership will build capacity to engage 4-8 countries at a time Selection of countries, the duration of engagement, and total number of

countries selected will be guided by the Board applying criteria derived from the guiding principles as defined in the preceding section. 9. Ibid Source: http://www.doksinet 18 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Strategic Objective 3: Focus action for results High level strategic result by 2020 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 High level outcomes by 2020 3.1: Domestic and global political and financial commitment and engagement sustained and enhanced at all levels to drive impact 3.2: Knowledge building with associated communication and advocacy to set the agenda, deepen commitment, and strengthen dialogue around emerging priorities and new or challenging contexts 3.3: Advocacy based on

accountability findings drives stronger impact, and facilitates “remedial action” 3.4: Advocacy focused on equity, leaving no one behind, and focusing action and policy to enhance impact, particularly in humanitarian and conflict affected settings 3.5: Analysis, advocacy and alignment around inter- sectoral challenges that have a significant and measurable impact on health, delivering on the unfinished business of the MDGs and the Global Strategy agenda of Survive, Thrive and Transform 3.6: The newly formed ‘Alliance of Alliances’10 supports intersectoral knowledge building, communication, coordination and cross-sectoral accountability opportunities to enhance delivery of the Global Strategy objectives Partnership results by 2018 3.1a: Multistakeholder campaigns and advocacy, to advance innovative approaches that have the biggest impact in areas of greatest need, strengthen national, regional and global policies to better contribute to the achievement of the four core

targets 3.2a: Knowledge, including best practices, lessons learned, on innovations and emerging priorities, collated and made accessible for all Partners to support evidencebased advocacy In support of SO2, Result 2.4a, as outlined above 3.4a: Increased attention to and action on inequity, legal barriers, and “frontier” issues such as stillbirths, SRHR, and adolescents is systematically prioritised in key policies 3.5a: Increased partner understanding of and desire to undertake intersectoral planning and action 3.6a: The Global Strategy and four core targets are included in the work of the ‘Alliance of Alliances’ due in part to knowledge sharing and advocacy by the Partnership MoS 3.21: Increased use of knowledge resources, evidenced by citations, in support of evidence-based investment plans and strategies As measured under SO2, MoS 2.41 MoS 3.51: Availability of guidelines and best practice for country partners on crosssectoral approaches to improving SRMNCAH outcomes

MoS 3.61: ‘Alliance of Alliances’ documentation includes Global Strategy and four core targets 3.4b: Increased attention to women’s, children’s and adolescents’ health in humanitarian and conflict affected settings, which is aligned with evidence, well understood and acted upon in order to achieve the four core targets 3.1b: Advocacy for commitments to and increased and improved domestic spending on health in countries11 Measures of success MoS 3.11: Advocacy for commitments to and increased and improved domestic spending on health in countries, accompanied by an increase in formal commitments to the Global Strategy across all constituencies MoS 3.12: Systematic and visible engagement in GFF processes by all constituencies MoS 3.41: Year on year increase and improvement of evidence-based policies addressing these issues, especially in conflict and humanitarian settings MoS 3.42: Year on year, increase and improvement of evidence-based policies addressing these issues, as

well as sharing of strategies and best practices, including in relation to young people and/or in the context of conflict and humanitarian settings 10. ‘Alliance of Alliances’ is a working title for an activity bringing together health and related sectors which we understand other Partners and donors are now leading on. 11. The Partnership will build capacity to engage 4-8 countries at a time Selection of countries, the duration of engagement, and total number of countries selected will be guided by the Board applying criteria derived from the guiding principles as defined in the preceding section. MoS 311 also refers to these countries. Source: http://www.doksinet Business Plan 2016-2018 19 Strategic Objective 4: Deepen Partnership High level strategic result by 2020 Collective action to drive effective policies, programmes, finance and accountability draws on the strengthened balanced and inclusive engagement of diverse and committed Partners High level outcomes by 2020

4.1: Clear articulation of agreed entry criteria for participation in the Partnership, to be agreed and implemented in 2016 4.2: Execution of a targeted, data-driven and balanced Partner engagement strategy rooted in the delivery of shared value 4.3: Successful and balanced recruitment of representative voices across constituencies to enable equitable, inclusive dialogue and a balanced partnership base 4.4: Increasing Partner satisfaction and participation across the duration of the Strategic Plan 4.5: Convene partners regularly across and within constituencies – using opportunities at meetings and conferences where possible - to mobilise, build alignment and plan action on implementation priorities Partnership results by 2018 4.1a: Robust membership system of the Partnership established based on agreed entry criteria for enhanced Partners commitment to the Global Strategy and the EWEC movement 4.2a: Improved quality of Partner engagement, through the implementation of an

agreed Partnership engagement strategy and accompanying campaigns 4.3a: Broad partnership base that enables equitable and representative voices across all constituencies, driven by Partner Country needs 4.4a: Enhanced, dynamic, efficient and effective governance structures in place, enabling full participation of all Partners 4.5a: All constituencies mobilised to deliver on four core targets through efficient and effective collective actions MoS 4.11: The Partnershio’s new entry criteria are reflected / adopted in constituency processes, resulting in greater clarity across constituencies around membership requirements MoS 4.21: Year on year increase in response rate from key Partner communications Measures of success 4.2b: Growing virtual and physical participation especially at country and regional level in EWEC, Partnership, and/or other processes aimed at achieving the four core targets MoS 4.22: An agreed Partner engagement strategy implemented MoS 4.23: Existence of

effective platforms and processes that allow engagement at country and regional levels, where relevant 4.3b: • Significant increase12 in adolescent and youth-led partner organisations • The adolescent and youth constituency adequately supported, including selected initiatives in line with the Business Plan results framework. • All constituencies include adolescent and youth-led organisations • At least 20% strategic growth in Private sector partners,13 with a focus on engaging companies with capacity to accelerate achievement of the four core targets in countries where the need is greatest MoS 4.31: Significant increase in adolescent & youth constituency Partners MoS 4.32: All constituencies include adolescent and youth-led organisation observers MoS 4.33: 20% growth in Private Sector partners MoS 4.35: The adolescent & youth constituency has focal point support person in the Secretariat 12. Results, and related MoS, as agreed with the Adolescent & Youth

constituency 13. Results, and related MoS, as agreed with the Private Sector constituency 4.4b: Increased satisfaction of Partners through implementation of plans of action following annual Partner Satisfaction Surveys MoS 4.41: Assessment of governance mechanisms shows positive progress and that previously identified issues during the 20152016 governance strengthening process have been addressed MoS 4.42: Metrics to track participation, engagement and satisfaction developed by the end of 2016 and implemented year on year 4.5b: Partners Forum, attended by a balanced range of Partners from all 8 constituencies, alignment and plans of action built on priority targets MoS 4.51: Annual constituency workplans implemented by the Parntership’s constituencies, where relevant MoS 4.52: Partners Forum organised and attended by Partners from all eight constituencies Source: http://www.doksinet 20 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every

Child Budget managed by the Secretariat (2016 – 2018) This three-year budget was developed in consultation with a broad range of stakeholders. The detailed budgets, within the agreed budget envelope will be developed through the annual workplanning process. This may entail some shifting between and within SO lines as programme activities dictate. The annual workplan and budgets will be submitted to the Board and will not exceed the approved envelope. The summary budget below describes the funds managed by the Secretariat for activities undertaken by Partners working together to deliver the Partnership’s results framework. Staff costs are based on the premise of 12 core secretariat staff, and an additional three positions to support the IAP. Additional temporary expertise will be leveraged as needed. Total average budgets are US$ 134 million per year The management of this activity budget will be guided by a set of principles agreed by the Board and in alignment with WHO rules and

regulations, including decision making and accountability. Core Programme Staff This includes the Partnership’s Executive office including Executive Director, Deputy Executive Director, Technical Advisor to the Board Chair and support staff, as well as the Communications team. In the budget for 2016, SO2 has a larger allocation of leadership time which is reflected in a higher budget for core programme staff. This is due to the expected start-up and development phase of the unified global accountability framework and as the IAP is established. The level of engagement is anticipated to level out across all SOs from 2017 onwards. Source: http://www.doksinet Business Plan 2016-2018 Temporary Programme Staff This includes temporary personnel and consultants whose additional and complementary skills are deployed as needed to support the work of the Secretariat. Accelerating Activities This section of the budget refers to the procurement of goods and services to enable the

Secretariat to deliver the business plan. The specific activities that will be undertaken will be identified in the Annual workplans submitted to the Board. This includes: ƒƒ Goods (publications, office supplies and equipment) and ƒƒ Services (preparation of a report, the writing of an article, the organization of a meeting, travel costs, translation and editing services, which is performed by an individual, an institution or a company within a set timeframe).14 Communications Activities Engaging stakeholders will be critical for delivering on the Partnership’s goals. Crosscutting communications activities and the associated costs are embedded within the four SOs. Some of the Partnership’s communication priorities include, but are not limited to, the following: ƒƒ To raise the value of the Partnership as a platform and enhance the organisation’s visibility at country (SO1) and global levels through our engagement with media and other communications outlets; ƒƒ To

strengthen internal communications capacity, to facilitate stronger Partner engagement, in close collaboration with SO4; ƒƒ To mobilise and support advocacy efforts (SO3), drive accountability (SO2) and solidify the Partnership’s role in the global EWEC architecture. 14. In line with WHO budgetary terminology 21 Source: http://www.doksinet 22 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Activities to deliver Strategic Objectives SO 1: Prioritise engagement in Countries Budget items will include activities in 4-8 countries to support multi-stakeholder platforms and processes to align all stakeholders and most affected communities in on-going inclusive dialogue and planning to shape priorities, policy, financing, including support to: ƒƒ Country-led multi-stakeholder platforms to advocate for, and engage in development of National plans and Investment plans, including for the GFF; ƒƒ Strengthen capacity of country-led

multi-stakeholder platforms to be fully inclusive; ƒƒ Facilitate exchange of best practices; ƒƒ Engage multi-stakeholder platforms in accountability for the Global Strategy. SO 2: Drive accountability Budget items will include activities to strengthen the capacity of civil society, parliamentarians and media to drive accountability at country and sub-national levels through budget tracking, citizens’ hearings and other social accountability mechanisms. This will include support for: ƒƒ Targeted consultations to inform accountability processes; ƒƒ Engagement with parliamentary processes; ƒƒ Supporting Citizens Hearings and other mechanisms to secure accountability from duty bearers to rights holders; ƒƒ Implementation of activities, including budget tracking; ƒƒ Research commissioned to document lessons learned; ƒƒ Leveraging regional and global fora such as the AU, WHA and UNGA to share best practices; ƒƒ Convening key stakeholders to keep accountability high on

the agenda and push for action on the recommendations emerging from monitoring and review processes, including the IAP report. Source: http://www.doksinet Business Plan 2016-2018 SO 3: Focus action for results Budget items will include activities to strengthen programmes, policies and financing to deliver health and well-being outcomes for women, newborns, children and adolescents, especially the marginalised, excluded and those lagging behind, and to sustain their needs and rights at the centre of the development agenda, including support to: ƒƒ Strengthen capacity of all partners, including national CSOs and private sector partners to engage in GFF processes and the Investors Group; ƒƒ Develop activities to advocate for greater domestic resources and accountability for resources; ƒƒ Advocate for action to respond to the findings of the IAP report and to address equity and “frontier” issues; ƒƒ Develop policy briefs and actions to advance key advocacy objectives,

including advocacy to the G7; ƒƒ Develop and disseminate knowledge products on priority issues; facilitate access to information and to share best practice. SO 4: Deepen Partnership Budget items will include activities to facilitate collective action to drive effective policies, programmes, finance and accountability, drawing on the strengthened balanced and inclusive engagement of diverse and committed Partners, including support to: ƒƒ Facilitate governance events; ƒƒ Support the Governance strengthening processes; ƒƒ Manage constituencies and Partner engagement; ƒƒ Convene the Biannual Partners Forum; ƒƒ Commission and conduct the independent review. 23 Source: http://www.doksinet 24 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child The detailed budgets, within the agreed budget envelope will be developed through the annual workplanning process. This may entail some shifting between and within SO lines as programme

activities dictate and will not exceed the approved envelope. Partnership Budget: 2016 - 2018 (US $) 2016 2017 2018 Core programme staff $ 133,404 $ 266,808 $ 266,808 Temporary programme staff $ 289,819 $ 386,425 $ 386,425 Accelerating activities $ 562,500 $ 750,000 $ 750,000 Core programme staff $ 933,826 $ 533,615 $ 533,615 Temporary programme staff $ 504,300 $ 672,400 $ 672,400 Accelerating activities $ 675,000 $ 900,000 $ 900,000 $ 750,000 $ 1,000,000 $ 1,000,000 $ 841,525 $ 841,525 $ 841,525 Core programme staff $ 133,404 $ 266,808 $ 266,808 Temporary programme staff $ 675,730 $ 900,975 $ 900,975 $ 1,162,500 $ 1,550,000 $ 1,550,000 Core programme staff $ 133,404 $ 266,808 $ 266,808 Temporary programme staff $ 764,138 $ 1,018,850 $ 1,018,850 Accelerating activities $ 375,000 $ 500,000 $ 500,000 $ 700,000 $ 700,000 $ 700,000 $- $ 1,500,000 $- $ 350,000 $ 350,000 $ 350,000 SO1: Prioritise engagement in countries SO2:

Drive Accountability IAP Activities (dedicated) IAP Staff SO3: Focus action for results Accelerating activities SO4: Deepen partnerships Governance Board & governance meetings Partner’s forum Constituency Support (incl. A&Y) Cross Cutting & Special Projects External Evaluation $- $ 500,000 $- Office Management $ 150,000 $ 150,000 $ 150,000 Strategy, workplan, resource mob. $ 200,000 $ 200,000 $ 200,000 Secretariat Admin Support $ 452,025 $ 452,025 $ 452,025 IT & Technology Support $ 150,000 $ 150,000 $ 150,000 $ 9,936,575 $ 13,856,239 $ 11,856,238 $ 1,291,755 $ 1,801,311 $ 1,541,311 $ 11,228,330 $ 15,657,550 $ 13,397,548 Sub-total programme budget PSC Cost to WHO @ 13% Total Budget Source: http://www.doksinet Business Plan 2016-2018 Secretariat Structure The Partnership’s secretariat is founded on 12 core positions providing technical leadership, administrative and communications support to the Partnership across all four

strategic objectives. Additional temporary expertise will be leveraged as needed to ensure Partner support of the results framework and depending on the success of ongoing resource mobilization efforts. The IAP secretariat has an additional three technical and administrative positions, reporting administratively to the Partnership’s Executive Director and with a principal reporting line to the IAP Chair. Figure 8: Secretariat Organigram IAP Director IAP Project Manager IAP (Embedded Secretariat) IAP Program Assistant GORNA, Robin Executive Director Deputy Executive Director Administrative Assistant SO1: Prioritize Engagement in Countries SO2: Drive Accountability SO3: Focus Action for Results SO4: Deepen Partnership Corporate Services Communications Country Engagement (SO) Manager Accountability (SO) Manager Action for Results (SO) Manager Governance and Partnerships (SO) Manager Corporate Services Manager Technical Officer Communications Technical Officer

Technical Officer Technical Officer The SO Managers in the secretariat work closely with Partners through the Co-Convener model which includes Partners serving as Co-Conveners, and on Steering Groups and Communities of Practice to lead and advise on planning and delivery of SO activities: Figure 9: Partner-centric approach: Co-Conveners, Steering Groups and Communities of Practice Community of Practice Steering Group Up to 16 Co-Conveners 2-3 (incl. 1 Board/Alt) SO Manager Cross-coordination 25 Source: http://www.doksinet 26 The Partnership for Maternal, Newborn & Child Health in support of Every Woman Every Child Annex 1 Summary of the Partnership’s Results Framework15 Overarching results by Strategic Objective Prioritise engagement in countries Drive accountability Focus action for results Deepen Partnership 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. 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. Programmes, policies and financing deliver health and wellbeing 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. Collective action to drive effective policies, programmes, finance and accountability draws on the strengthened balanced and inclusive engagement of diverse and committed Partners. High level activities and outcomes by Strategic Objective Stronger, more inclusive decision-making and priority setting in country platforms engaging a wider range of voices made possible by governance

structures that standardise and optimise inclusive, balanced representation and collaboration. Enhanced capacity for multistakeholder participation, alignment and action at country, regional and global levels including the identification, synthesis and dissemination of replicable best practices to facilitate the implementation of effective multi-stakeholder partnerships in countries. Windows of opportunity identified and effectively pursued to sustain and deepen commitment, address bottlenecks and strengthen accountability through multisectoral dialogue and action. Strategic links made with other sectors (and across the SDGs) to support comprehensive efforts to invest in health outcomes in women, children and adolescents. Increased capacity, willingness and expectation to strengthen mutual accountability year on year (at global, regional, country and subnational levels). Domestic and global political and financial commitment and engagement sustained and enhanced at all levels to

drive impact. Holistic, unified global accountability framework, with multi-stakeholder inclusion and participation, focused on equity, and driving action and redress. Knowledge building with associated communication and advocacy to set the agenda, deepen commitment, and strengthen dialogue around emerging priorities and new or challenging contexts. Independent Accountability Panel established, and producing widelyread and acted upon annual reports on the State of Women’s Children’s and Adolescents’ Health that track results, resources and rights and focus action. Accountability processes lead to remedial action (and follow-up monitoring) focused on leadership, policy, commitment, financing, and actions that support results, resources, and rights. Citizen-led accountability processes championed and in place, especially in high burden and other priority countries and places. Governance structures and processes in place by end 2016, and functioning effectively throughout the

life of the Strategic Plan, to enable the delivery of orchestrated partner responses to the results of a unified global accountability framework. 15. This summary is taken from p22 of the Strategic Plan Advocacy based on accountability findings drives stronger impact, and facilitates “redress”. Advocacy focused on equity, leaving no one behind, and focusing action and policy to enhance impact, particularly in humanitarian and conflict affected settings. Analysis, advocacy and alignment around inter-sectoral challenges that have a significant and measurable impact on health, delivering on the unfinished business of the MDGs and the Global Strategy agenda of Survive, Thrive and Transform The newly formed ‘Alliance of Alliances’ supports inter-sectoral knowledge building, communication, coordination and cross-sectoral accountability opportunities to enhance delivery of the Global Strategy objectives. Clear articulation of agreed entry criteria for participation in the

Partnership, to be agreed and implemented in 2016. Execution of a targeted, data-driven and balanced Partner engagement strategy rooted in the delivery of shared value. Successful and balanced recruitment of representative voices across constituencies to enable equitable, inclusive dialogue. Increasing Partner satisfaction and participation across the duration of the Strategic Plan and ensuring a balanced partnership base. Convene Partners regularly across and within constituencies leveraging existing meetings and conferences where possible - to mobilise, build alignment and plan action on implementation priorities. Source: http://www.doksinet Photos: cover and back cover, UN Photo/Albert Gonzalez Farran; page 7, Pan American Health Organization; page 8, Flickr Creative Commons License/Save the Children; page 9, Nick Cunard/Department for International Development; page 11, Pan American Health Organization; page 13, Flickr Creative Commons License/Possible; page 15, UN

Photo/Martine Perret; page 20, Pan American Health Organization; page 21, Pixabay/Sharon Ang; pages 22 and 23, The World Bank/Dominic Chavez. Design: Roberta Annovi. Source: http://www.doksinet The Partnership for Maternal, Newborn & Child Health c/o World Health Organization 20 Avenue Appia, CH-1211 Geneva 27, Switzerland Telephone: +41 22 791 2595 Fax: +41 22 791 5854 pmnch@who.int - wwwpmnchorg