How PASB will deliver? | PAHO

1. Implementation

The Strategic Plan will be implemented through three two-year program budgets throughout the 2026–2031 period. Program budgets operationalize the Strategic Plan and establish the corporate results and targets for PAHO, for the biennium, as agreed with Member States. They also present the budget required by PASB to deliver biennial results and support Member States in improving health outcomes while contributing to meeting the health targets set out in regional and global frameworks. It will be further implemented by three biennial work plans developed by PASB entities.
The Strategic Plan is a key instrument for implementing SHAA2030 and contributing to meeting global health targets in the Region of the Americas. At the country level, Country Cooperation Strategies—medium-term strategic frameworks that guide the Organization’s work in and with a country—will be the means of implementing the Strategic Plan according to the priorities of each country. In country offices, work plans are developed in close collaboration with the national health authorities, with the prioritization results guiding the development of interventions. The contribution of Member States is vital to the successful
implementation of the Strategic Plan. Their assessed and voluntary contributions to the program budget and implementation of actions at the country level are critical to driving public health impact in the Region and individual countries.
- Key strategies for strengthening implementation of the Strategic Plan include the following.
- Providing country-focused technical cooperation
- Embracing innovative modalities needed to scale PAHO’s impact
- Leveraging collaboration and partnerships to achieve better results
- Demonstrating the unique contribution of PASB toward the results in the Strategic Plan

2. Risk management
Achieving the results defined in the SP26–31 requires proactive identification, monitoring, and mitigation of risks that may negatively affect their delivery, coupled with the ability to capitalize on emerging opportunities. Risk management is therefore a foundational element of PAHO’s RBM approach. Seven key risks related to the SP26–31 have been identified, along with associated mitigation strategies. They are summarized as follows:Geopolitical dynamics and institutional instability.
Declining political prioritization of public health.
Economic constraints and funding instability.
False and inaccurate health information, artificial intelligence misuse, and digital exclusion.
Data gaps and limited disaggregated data.
Escalating health emergencies and fragile health systems.
Environment-related health threats.
The following approaches have been identified to mitigate these risks:Reinforce PAHO’s role as a neutral evidence-based broker and convener in the Region through high-level diplomacy and intersectoral advocacy to increase public health continuity, coherence, and regional cooperation on public health priorities.
Engage in sustained political dialogue with Member States and partners to uphold health as a priority in national and regional agendas and maintain investment in essential public health functions, including health system resilience at the primary care level.
Promote regional cooperation through multisectoral, whole-of-government, and whole-of-society approaches, expanding partnerships with non-State actors and fostering participatory platforms for policy dialogue.
Strengthen the competencies of Member States in negotiation, planning, and strategic dialogue to improve governance and sustain cooperation during political transitions.
Advocate for the integration of health as a driver of economic and social resilience and national security, promoting alignment with broader development and fiscal policies.
Support and scale up the implementation of integrated public health strategies to address false and inaccurate health information, improve institutional communications, and embed ethical governance of digital technologies, including artificial intelligence.
Monitor, anticipate, and prepare to mitigate the health consequences of emergencies and disasters, improving national preparedness, response, and resilience.
Promote cooperation modalities such as South-South and triangular cooperation to align technical cooperation with evolving country needs and regional priorities.
Advocate for the development and use of integrated health information systems capable of generating timely disaggregated data to inform decision-making and monitor health disparities.
 

3. Mechanisms for improved accountability and transparency

In line with its commitment to RBM, PAHO has mechanisms in place to reinforce accountability for results and transparency while ensuring good stewardship of resources and compliance with established regulations and rules. By consistently improving these mechanisms and integrating them into internal operations, processes, and initiatives, the Organization can modernize, innovate, and adapt to the changing health landscape to maximize its health impact across the Region.
PASB will continue to provide Member States, stakeholders, and the public with transparent insights into its operations. It will do so through several mechanisms that are part of the accountability and transparency framework. The mechanisms are summarized in the figure below, which depicts the relationship between each mechanism and financial resources, human resources, and program results and how each is produced, whether internally by PASB or together with external actors.
These mechanisms constitute the Organization’s overall institutional governance and oversight framework. Based on PAHO’s constitutional mandate and internal control systems, they help demonstrate PASB’s responsible use of financial resources and compliance with financial and human resource regulations and rules. These and other actions enable PASB to responsibly, measurably, and sustainably increase its capacity to innovate through stronger efficiency, transparency, and accountability practices and processes.

4. Monitoring, assessment and reporting.

Monitoring, assessment, and reporting on implementation of the PAHO Strategic Plan and the related program budgets is an integral part of PAHO’s Results-based Management Framework. It is also a key strategy for better targeting interventions and demonstrating and communicating to stakeholders how the Organization and the Region are advancing toward expected results. Monitoring and assessment of the SP26–31 and its program budgets will be conducted through established mechanisms in alignment with the Organization’s RBM approach, as shown in the figure below. Drawing on over two decades of experience with RBM, PASB will continue practices such as the joint assessment of results with Member States and emphasis on transparency and accountability throughout the implementation of the program budget and operational plans.