Concept Note: Organisation Strategy for Denmark’s engagement with the United Nations Children’s Fund (UNICEF) 2014 – 2018 1 1 Strategic Questions How can Denmark, based on the Danish priorities as expressed in the Right to a Better Life and the Strategy for Danish Humanitarian Action 2010-2015, in particular support UNICEF in: Enhancing efforts to bridge the transitions from humanitarian action to development cooperation in humanitarian and conflict-affected situations? Balancing the different priority areas, both in relations to distribution of funding and programmatic development? Advancing the rights of all children to free quality education and protection of the rights of the child, especially the most vulnerable and disadvantaged? 2 Relevance and Justification of Future Danish Support UNICEF is mandated by the UN General Assembly to advocate for the protection of children’s rights, to help meet their basic needs and to expand their opportunities to reach their full potential. Human rights and child rights principles guide all of the organisation’s work. These principles include: universality, non- discrimination, the best interests of the child, the right to survival and development, the indivisibility and interdependence of human rights, accountability and respect for the voice of the child. UNICEF supports actors with obligations to respect, protect and fulfil rights, by contributing to develop their capacities to do so. UNICEF also supports those with rights to develop their capacity to claim them. 2.1 Relevance to the international development and humanitarian UNICEF is a key multilateral player due to its strong mandate, decentralized model and global presence with programmes in more than 150 countries. UNICEF's work is based on a cross-cutting normative mandate guided by the 1989 Convention on the Rights of the Child and the Convention on the Elimination of All forms of Discrimination of Women, and by its reporting and monitoring obligations in relation to the mandates of the UN Secretary General's special representatives on sexual violence, children in armed conflicts and violence against children. UNICEF is a highly experienced and robust development actor with a very well-tested business model. With a twin humanitarian and development mandate UNICEF has a considerable comparative advantage in relation to providing a consistent and stable response at the intersection of humanitarian and development interventions. In the humanitarian context UNICEF has a clear set of priorities for Core Commitments for Children in Humanitarian 1 The Danish strategy will run in parallel with the UNICEF Strategic Plan 2014-17 while being 6 months staggered to allow for the full implementation and evaluation of the current strategic plan and the adoption of its successor before a new Danish strategy is drawn-up. This Organisation Strategy will thus run from July 2014 through June 2018. Denmark supports UNICEF because… It has extensive experience and expertise in the protection and development of children; It has the scale and presence to effectively support education in humanitarian and conflict-affected situations; It plays a crucial role in connecting humanitarian and development action;
Transcript
Concept Note: Organisation Strategy for Denmark’s engagement with the United Nations Children’s Fund (UNICEF) 2014 – 20181
1 Strategic Questions
How can Denmark, based on the Danish priorities as expressed in the Right to a Better Life and the Strategy for Danish Humanitarian Action 2010-2015, in particular support UNICEF in:
Enhancing efforts to bridge the transitions from humanitarian action to development cooperation in humanitarian and conflict-affected situations?
Balancing the different priority areas, both in relations to distribution of funding and programmatic development?
Advancing the rights of all children to free quality education and protection of the rights of the child, especially the most vulnerable and disadvantaged?
2 Relevance and Justification of Future Danish Support UNICEF is mandated by the UN General Assembly to advocate for the protection of children’s rights, to help meet their basic needs and to expand their opportunities to reach their full potential. Human rights and child rights principles guide all of the organisation’s work. These principles include: universality, non-discrimination, the best interests of the child, the right to survival and development, the indivisibility and interdependence of human rights, accountability and respect for the voice of the child. UNICEF supports actors with obligations to respect, protect and fulfil rights, by contributing to develop their capacities to do so. UNICEF also supports those with rights to develop their capacity to claim them.
2.1 Relevance to the international development and humanitarian
UNICEF is a key multilateral player due to its strong mandate, decentralized model and global presence with programmes in more than 150 countries. UNICEF's work is based on a cross-cutting normative mandate guided by the 1989 Convention on the Rights of the Child and the Convention on the Elimination of All forms of Discrimination of Women, and by its reporting and monitoring obligations in relation to the mandates of the UN Secretary General's special representatives on sexual violence, children in armed conflicts and violence against children. UNICEF is a highly experienced and robust development actor with a very well-tested business model. With a twin humanitarian and development mandate UNICEF has a considerable comparative advantage in relation to providing a consistent and stable response at the intersection of humanitarian and development interventions. In the humanitarian context UNICEF has a clear set of priorities for Core Commitments for Children in Humanitarian
1 The Danish strategy will run in parallel with the UNICEF Strategic Plan 2014-17 while being 6 months staggered to allow for the full implementation and evaluation of the current strategic plan and the adoption of its successor before a new Danish strategy is drawn-up. This Organisation Strategy will thus run from July 2014 through June 2018.
Denmark supports UNICEF because…
It has extensive experience and expertise in the protection and development of children;
It has the scale and presence to effectively support education in humanitarian and conflict-affected situations;
It plays a crucial role in connecting humanitarian and development action;
Action, and experience shows that UNICEF is a very relevant and often highly valued partner. The organisation is cluster/sector lead or co-lead in water, sanitation and hygiene; nutrition; education; child protection and gender-based violence. UNICEF is working to fulfil these cluster responsibilities by deploying capacity to support humanitarian coordination, assessing needs, addressing capacity gaps, and monitoring collective performance. UNICEF is actively engaged in the elaboration of the post-2015 development agenda, as part of the UN System Task Team on the Post-2015 UN Development Agenda. To ensure that children remain at the centre of the next development agenda UNICEF has developed three key messages for the post-2015 development framework:
a) Sustainable development starts with safe, healthy and well-educated children. Children as drivers.
b) Safe and sustainable societies are, in turn, essential for children. Children as stakeholders.
c) Children’s voices, choices and participation are critical for the sustainable future we want. Children as contributors.
2.2 Synergy with Danish development and humanitarian priorities
UNICEF’s work is highly relevant for the strategic priorities in the Danish development strategy the Right to a Better Life, and particularly the priority areas of human rights, social progress and stability and protection. The synergy with Danish priorities is enhanced through the Human Rights Based Approach (HRBA) and Equity Approach of UNICEF, which grounded in the Convention on the Rights of the Child views human rights norms and standards as its primary frame of reference for everything it does with particular focus on the most excluded and disadvantaged children in line with the principles established in the Common Understanding of HRBA among UN Agencies. The priority areas of UNICEF’s Strategic Plan 2014-17 are not only relevant and in line with the Danish development policy, but also offer a number of synergies with other areas of Danish development cooperation, in particular the Strategy for Danish Humanitarian Action 2010-2015, Denmark’s Policy towards Fragile States 2010-2015 and the Strategic Framework for Gender Equality and Women’s Rights in Danish Development Cooperation2. When it comes to cooperation in fragile and conflict-affected states UNICEF’s presence and considerable staying power on the ground in both development and humanitarian contexts, combined with a strong emergency response capacity, make the organization a solid and relevant partner for Denmark, especially in regional and protracted crises such as in the Horn of Africa and Somalia, Sahel, Syria and Afghanistan/Pakistan. Finally, UNICEF is currently developing a Costed Gender Equality Action Plan, where UNICEF is developing a both targeted and cross-cutting approach to gender in line with the Danish approach. This synergy becomes even clearer when it comes to the Danish priorities for the post-2015 development agenda. UNICEF’s work is highly relevant in respect to three of the Danish preliminary priorities, respectively i) gender and the rights of women and girl, including sexual and reproductive health and rights; ii) education as means to ensure development and equality; and iii) conflict prevention and state-building in fragile states.
2 The the Strategic Framework for Gender Equality and Women’s Rights in Danish Development Cooperation is currently being drafted and is expected to be published in March 2014.
Denmark is cooperating with UNICEF in a number of partner countries, and Denmark strives to ensure greater complementarity between these bilateral efforts and the multilateral dialogue in New York, with the goal of making UNICEF a more relevant partner at country level. UNICEF’s mandate on rights of the child and child protection is important in this context, since UNICEF is focusing not only on the child in the period from before it is born, but also the rights of the adolescent child until it reaches the year of 18, including gender equality and sexual and reproductive health and rights . Child rights and child protection are still controversial in a number of countries where Denmark provides bilateral aid. Therefore, UNICEF is both doing advocacy on its own and cooperating with UNFPA, UN Women and Global Partnership for Education and other relevant partners and thereby paving the way when Denmark addresses these issues in its development cooperation.
3 Background and Lessons Learned
3.1 UNICEF
Founded in 1946, UNICEF has extensive experience in working with children’s rights. In 2013 its Executive Board adopted the Strategic Plan 2014-2017 which highlights seven priorities: Health; HIV and AIDS; Water, sanitation and hygiene; Nutrition; Education; Child protection; and Social inclusion. Gender equality and humanitarian action are mainstreamed throughout the strategic priorities (annex 2).
In 2013, UNICEF received a total of USD 3,958 million in funding (annex 4). A rather large share, 24 % in 2012, comes from its 36 national committees that raise private funds in donor countries. While both core and earmarked contributions has increased in recent years, the ratio between the two has changed. In 2000, core funding constituted 50 % of total funding, against 32 % in 2012. This challenges UNICEF’s ability to pursue its longer term objectives and deliver on its mandate and priorities due to the more restricted nature of earmarked funds. UNICEF’s thematic funding is an avenue for less restrictive earmarked funding. However, thematic funding constituted only 11 % of total core resources in 2012.
UNICEF
Established 1946
HQ New York, Geneva, Copenhagen, Tokyo and Florence
Country Offices 7 regional offices, 150 country offices, 36 national committees
Human Resources 10,500 staff, incl. app. 130 Danish employees
Denmark is among the top donors of UNICEF (annex 4). In 2013, Denmark provided DKK 175 million in core funding, up from DKK 165 in 2012 with a planned increase to DKK 190 million in 2014. Denmark contributed around DKK 156.8 million in earmarked contributions in 2013, which includes 40 million softly earmarked for UNICEF’s humanitarian activities through the Humanitarian Partnership Framework Agreement signed between Denmark and UNICEF. The aim of the agreement is to provide improved humanitarian funding predictability and operational flexibility paired with enhanced structured dialogue on priorities, performance and results. Around 40 Danes are currently employed in UNICEF headquarters and country offices, including employees at senior and mid-level as well as two Junior Programme Officers funded by Denmark. UNICEF’s Supply Division has its headquarters are located in the UN City in Copenhagen employing around 320 people, including approximately 90 Danes. Finally the Danish UNICEF National Committee is actively fundraising for UNICEF and doing advocacy for the rights of children in Denmark and around the world.
At headquarters, Denmark maintains a close dialogue with UNICEF. Denmark has been elected vice-president of the Executive Board in New York for 2014 representing the group of Western European and Other States (WEOG) in the five member bureau. This highlights the importance Denmark attaches to the oversight and guidance functions of the board and it will provide enhanced opportunities to influence and steer this work. In addition, the vice presidency will form a solid basis of the Danish engagement in the board as well as the bilateral dialogue with UNICEF throughout the strategy period. Denmark has a close cooperation with the Nordic countries regarding UNICEF issues including regular coordination meetings prior to important discussions and decision making.
3.2 Recent main independent evaluations and assessments
In the Danish Multilateral Development Cooperation Analysis of 2013 UNICEF was found to be amongst the most effective and also rated high in terms of relevance to Danish policy priorities. Other recent evaluations undertaken by donor countries include the British Multilateral Aid Review (MAR) of 2013, Australia’s Multilateral Assessment of 2012 and the Swedish assessment of 2011. While UNICEF is generally rated very positively in comparison to other organisations some issues of concern are raised across these evaluations:
Insufficient partnership behaviour both towards other UN agencies and at field level, where more needs be done to align to government systems and cooperate with civil society organisations.
Weakness in results reporting at the aggregate regional and global levels.
Inadequate transparency and disclosure of information.
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Trend in Danish Funding within the past 5 years in DKK (core funding/humanitarian partnership agreement)
Weakness in human resource systems, attracting and deploying the right staff.
Delay in disbursing funds on the ground.
Spread of resources over too many projects.
In 2012 the organisational effectiveness of UNICEF was assessed by the Multilateral Organisations Performance Assessment Network (MOPAN) consisting of 17 donor countries. Similar issues where raised here, in particular in relation to results reporting and results-based management (RBM). It was thus concluded that there was a need for “improving the quality of results statements, strengthening the links between outputs and outcomes, identifying measureable indicators and consistently using baselines and targets, and integrating an analysis of UNICEF’s contribution to higher-level results.” Furthermore, it was recommended to strengthen the UNICEF evaluation function.
In response to these evaluations, an integrated results and resources framework, including detailed outcomes, outputs and indicators is being finalized presentation at the Executive Board’s annual session in June 2014. In addition, a new enterprise management system (VISION) was launched in all offices on 1 January 2012 that includes strengthened performance management tools. It presents annually updated profiles of UNICEF performance at intermediate result level by programme area and country. Action has also been taken in other areas, for example by dedicating more capacity at headquarters level to support regions and country offices on Delivering as One and UN Coherence.
4 Priority Areas and Intended Results of Danish Support While all UNICEF’s priority areas as outlined above are relevant for both the achievement of the UNICEF mandate and for Danish development priorities, Denmark will over the period of the organisation strategy focus particularly on the five priority areas outlined below. These strategic areas have been selected since Denmark assesses that there is a need to foster further development of the strategic ways UNICEF work in these areas; to push for these agendas internally in UNICEF in regard to priority and financing; and finally because Denmark assesses that UNICEF has key comparative advantages in these areas which are at the heart of the UNICEF mandate. Furthermore, the selected priority areas are in line with Danish priorities for the post-2015 sustainable development agenda.
PRIORITY AREA 1: Education Objectives include: Promote quality education for all children by building national capacity to provide equal access to free quality basic education including secondary education. Special focus should be put on providing equal educational opportunities for all children especially excluded groups and children living in post-conflict and humanitarian situations as a fundamental right of all children and as a mean to inclusion, reconstruction, peacebuilding and reconciliation. Strengthening national and local capacity and build the resilience of systems for delivery of basic social services to shocks and stresses, to deliver conflict-sensitive and risk informed quality education to children in post-conflict or humanitarian situations.
PRIORITY AREA 2: Humanitarian Action Objectives include: Strengthened humanitarian action including multi-dimensional responses, especially resilience building. Bridging between and flexibility in linking humanitarian action and development assistance. Improved effectiveness of UNICEF's humanitarian action
through increased accountability to affected children and families and strengthened communications with affected communities. Coordinated and efficient humanitarian action and in particular leadership and responsibility in the co-led or led humanitarian clusters.
PRIORITY AREA 3: Human Rights Based Approach, with a particular focus on child protection Objectives include: Promotion and protection of the rights of all children, especially the most disadvantaged, working both at the normative and operational level to support social norms change and ensure strengthening of child protection systems. Child protection through improved and equitable prevention of and response to violence, abuse, exploitation and neglect of children. Special focus should be on protecting the rights of the child in humanitarian and post-conflict situations through inter-sectorial approaches including creation of safe spaces.
PRIORITY AREA 4: Efficiency and effectiveness Objectives include: Supporting UNICEF’s on-going efficiency and effectiveness reform process to promote accountability, participation, transparency and empowerment. Strengthen UNICEF’s contribution to the coherence across the UN system and the implementation of the Delivering as One principles through particularly implementation of the “Standard Operating Procedures” at the country level.
PRIORITY AREA 5: Strong budget management, in particular efforts to combat corruption and misuse of funds Objectives include: Implementation of UNICEF’s Policy Prohibiting and Combatting Fraud and Corruption. Comprehensive and integrated risk management, including emerging financial risks related to e.g. cash and vouchers, especially in crisis situations and complex development settings. Presentation to the Executive Board and follow-up on the reports and recommendations by UNICEF Office of Internal Audit and Investigation (OIAI) and UN Board of Auditors.
* The numbers for 2015-2017 are preliminary and subject to parliamentary approval.
As a supplement to the core allocation Denmark will, as a new initiative, contribute to innovation in UNICEF through an innovation facility of DKK 10 mil. (approximately USD 1,815,000) yearly in 2014-2015. The purpose is to fund key pioneering and innovative activities or approaches in headquarters and/or in the field and within the Danish priority areas. Furthermore, UNICEF is a preferred partner in humanitarian situations, and it is the expectation that the organisation will continue to receive substantial funding for this area, both through the humanitarian partnership agreement and other earmarked funds.
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6 Monitoring and Evaluation (M&E)
6.1 Monitoring
The UNICEF Integrated Results and Resources Framework (IRRF) will translate the Strategic Plan into results that allow UNICEF and stakeholders to monitor achievements, learn lessons, and hold the organisation accountable. The framework builds on UNICEF’s consultations with the Executive Board and will be finalised in June 2014. UNICEF HQ has provided guidance to country offices in formulating Country Programme Documents (CPDs) that are compliant with the design parameters of the Strategic Plan. Indicators in the IRRF aim to be relevant to the maximum number of country contexts, and to enable aggregation across multiple countries with diverse development contexts and ambitions. UNICEF is working to strengthen results frameworks within CPDs and to integrate stronger country level monitoring to ensure that the IRRF stays grounded at the country level.
6.2 Evaluation
UNICEF’s Evaluation Policy approved by the Executive Board in 2013, provides the guiding principles and standards for the Evaluation Function at UNICEF. It sets out the purpose, concepts and intended use of evaluation; itemizes key accountabilities and performance standards; notes human and financial resource requirements; and highlights the need for evaluation partnerships. The evaluation function is carried out at all levels of the organization, applicable in all contexts, from humanitarian crisis to transition situations to more steady development environments. Technically UNICEF conducts evaluations at five institutional levels reflecting the organisational accountability framework: local or project, country programme of cooperation, regional, global strategic and institutional performance. Decentralization is a key characteristic of the UNICEF evaluation system and therefore UNICEF country offices, together with programme countries, commission most UNICEF evaluation work. The Executive Board exercises oversight of the evaluation function in UNICEF. The Executive Director safeguards the integrity of the evaluation function and its independence and the Global Evaluation Committee advises the Executive Director on evaluation matters.
6.3 Monitoring of Danish priorities
Danish monitoring will be aligned to UNICEF’s own results reporting and the IRRF. Based on the Danish priorities and objectives as outlined above, a number of outcomes, outputs and indicators have been selected for the draft Danish monitoring framework as outlined in Annex 5. The draft monitoring framework will be adjusted as UNICEF’s own IRRF is finalized. The Danish UN Mission will report on the Organisation Strategy in accordance with the “Guidelines for Management of Danish Multilateral Development Cooperation” and in collaboration with relevant entities in the Ministry and at country level. A mid-term review of the Organisation Strategy will be conducted by the Danish UN Mission, drawing on UNICEF’s own mid-term review the Strategic Plan which is to be presented at the Executive Board’s annual session in 2016. In addition, the Danish UN Mission will continue to report on consultations with UNICEF New York and on relevant evaluations and assessments.
7 Risks
Simultaneous humanitarian crises: Despite its strong capacity, UNICEF resources are strained by its engagement in simultaneous large-scale humanitarian crises which are
unfortunately increasing in number. The stretch does not only relate to funding, but also to humanitarian staff including attracting and retaining qualified staff, headquarter capacity to support the deployed staff and lack of time to work on preparedness and lessons learned. This can not only impact UNICEF’s performance, but also the entire humanitarian community due to UNICEF’s cluster lead role. UNICEF’s Strengthen Humanitarian Action initiative addresses several of these challenges, but UNICEF Human Resource department will have to develop new approaches to attract qualified staffs.
Insufficient core funding: Despite being a strong performer on fundraising, UNICEF is nevertheless facing a decline in regular resources’ share of total income and a drop in thematic funding. This may impact negatively on UNICEF’s ability to effectively and efficiently undertake long-term corporate planning and prioritization. UNICEF is increasing its outreach to emerging donors to broaden the donor base, doing innovative work in private fundraising through UNICEF’s national committees as well as lobbying traditional donors for increased un-earmarking, efforts that Denmark is supportive of. Misuse of funds: UNICEF operates, through country offices and deployments of staff, activities in humanitarian and conflict-affected countries and situations and has significant procurement activities, which exposes its operations to possible fraud and corruption. UNICEF is consistently improving its risk management approach by equipping offices with the necessary guidance for identifying and assessing risks; mainstreaming risk management as an integral part of result-based planning processes; and increasing risk awareness among staff members and stakeholders. Reluctance to Deliver as One: UNICEF is part of the UN ‘Delivering as One’ initiative, but has, so far, been insufficiently engaged in the process. UNICEF has a strong brand, a solid business model and their own procurement system and the organisation has shown inadequate interest in aligning their procedures. UNICEF has taken steps to address this by assigning more capacity to the cause at headquarter level, however it will be crucial that this translates into effective changes on the ground. A health oriented organisation: UNICEF has traditionally been very focused on the health aspects of their mandate and to a lesser degree on other areas such as education and child protection. In recent years and with the new strategic plan this imbalance is beginning to level out, but internally in UNICEF and in the distribution of funding there is still a tendency towards health-specific priorities. UNICEF’s Executive Director and senior management have been very engaged in changing this attitude, but the effect still has to be proven across the organisation and in the implementation of the strategic plan. Lack of bridging strategies: Importantly, UNICEF is facing a challenge to better link humanitarian and development efforts. Funding is challenged by the short window of opportunity for fundraising when a humanitarian crisis occurs, the short term and often restricted funding given by donors and lack of funding to the forgotten and protracted conflicts. Thus, meeting this challenge requires a joint effort with more flexible funds from donors while UNICEF needs to develop effective bridging strategies. UNICEF is already committed to early recovery and building resilience, but more needs to done to think beyond resilience and integrate development efforts into its humanitarian response.
Annex 1: Process Action Plan Deadline Action Comments
V FNNY reply to hearing on 20/11/2013
FNNY submits requests for agenda items for 6/3/2013
(KVA deadline by 09/01/2014)
V 13/12/2013 FNNY launches the process
V 17/12/2013 Agreement on ToR for short—term contract with JMH
V 18/12/2013 FNNY requests additional information from the agencies
Deadline for additional information on 10/1/2014
V 18/12/2013 Contract is forwarded to HCP
V 6/1/2014 Approval of contract by HCP
V 7/1 – 17/1- 2014 Meetings with agencies and other relevant partners
V 24/1/2014 Draft concept notes ready for discussion with management of the Mission
Meeting set up on 27/1/2014
V 29/1/2014 Concept notes are forwarded for comments to UGS, UFT and other relevant MFA entities
Deadline for comments 4/2/2014
V 6/2/2014 Consolidated concept notes forwarded to management of the Mission for approval
Deadline for comments 7/2/2014 COB
V 10/2/2014 Concept notes are finalised
V 11/2/2014 Concept notes are forwarded to KVA for public hearing
Announce participants and VC-number to KVA.
6/3/2014 Presentation of concept notes to the Programme Committee
Presentation by IP.
11/3/2014 Request for agenda item on UPR Agenda forwarded to UGS
20/3/2014 Revised concept note ready for discussion with management of the Mission
Meeting set up on 21/3/2014
25/3/2014 Concept notes are finalised and send to UGS.
Concept notes is to include a cover page with executive summary (10 lines) and 3-4 strategic questions. See Annex 8 in guidelines for UPR.
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26/3/2014 UGS submits the concept notes to the Minister for Trade and Development Cooperation for approval.
30/3/2014 Approval by the Minister for Trade and Development Cooperation with possible comments.
31/3/2014 Concept notes, as approved, are send to UGS/UPR Secretariat.
Forward approved note for the Minister for Trade and Development Cooperation.
25/4/2014 Presentation to UPR FNNY to prepare presentation note to Minister for Trade and Development Cooperation for the UPR meeting.
26/4/2014 Send written contribution to the minutes of the UPR-meeting
5/5/2014 Adjusted organisation strategies forwarded to relevant MFA entities for comments
Deadline for comments by 12/5/2014
Mid May 2014 Meetings with agencies to discuss organisation strategies
19/5/2014 Forward final draft organisation strategies, incl. notes for approval by the Minister for Trade and Development Cooperation, to UGS
20/5/2014 UGS submits note and draft organization strategies to the Minister for Trade and Development Cooperation
26/5/2014 Send organization strategies to UPR and to URU.
Annex 2: UNICEF’s Strategic Plan and Results Frameworks
Annex 3: Organisation of UNICEF
Annex 4: UNICEF’s funding
Total contributions to UNICEF by type of funding 2003-2012 (USD million)
Budgeted use of UNICEF resources, 2014-17
Top UNICEF government core donors in 2012 (USD million)
Development activities, 88.7
%
UN development coordination,
0.2 %
Mangement activities, 8.2
%
Special purpose
activities, 3.9 %
131,8
90,5
70 63,5
42,3 35,6 29,1 24,7 21,6 21,1
0
20
40
60
80
100
120
140
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Danish contribution to UNICEF by type of funding 2003-2013 (USD million)
Annex 5: Draft results framework for the Danish Organisation Strategy PRIORITY AREA 1: Education
Relevant outcome
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant outputs
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant output indicators
(Selected from UNICEF’s draft results and key performance indicators matrix)
Outcome: Improved learning outcomes and equitable and inclusive
education
Output b: Increased national capacity to provide access to early learning opportunities and quality primary and secondary education.
P5.b.1 Countries with innovative approaches at scale to improve access to education and learning outcomes for the most disadvantaged and excluded children with UNICEF support.
Output d: Increased country capacity and delivery of services to ensure girls and boys access to safe and secure forms of education and critical information for their own well-being in humanitarian situations.
P5.d.1 Number and percentage of UNICEF-targeted children in humanitarian situations accessing formal or non-formal basic education (including pre-primary schools/early childhood learning spaces).
Output e: Increased capacity of governments and partners, as duty-bearers, to identify and respond to key human rights and gender equality dimensions of school readiness and performance.
P5.e.1 Countries with well-functioning education management information systems providing disaggregated data that allow identification of barriers and bottlenecks that inhibit realization of the rights of disadvantaged children.
Output c: Strengthened political commitment, accountability and national capacity to legislate, plan and budget for scaling-up quality and inclusive education.
P5.c.3 Countries with an education sector plan/policy that includes risk assessment and risk management developed or revised with UNICEF support.
Timely, effective and coordinated support is provided for saving lives and protecting rights in all humanitarian situations, building resilience and reducing vulnerability.
DE.15 Percentage and number of humanitarian situations in which country offices receive effective operational, programmatic, financial or policy support from regional office and headquarters.
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PRIORITY AREA 2: Humanitarian Action3
Relevant outcome
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant outputs
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant output indicators
(Selected from UNICEF’s draft results and key performance indicators matrix)
[Since UNICEF is working with
humanitarian action as a cross-cutting issue, no
specific outcome is available in the draft
results and key performance indicators
matrix. UNICEF’s humanitarian action
strategy is to save lives and protect rights and
to systematically reduce vulnerability to disasters
and conflicts.]
Timely, effective and coordinated support is provided for saving lives and protecting rights in all humanitarian situations, building resilience and reducing vulnerability.
DE.19 Percentage of major humanitarian situations in which UNICEF reported monthly on progress against a small number of CCC-aligned results indicators
Output d: Increased country capacity and delivery of services to ensure girls and boys access to safe and secure forms of education and critical information for their own well-being in humanitarian situations.
P5.d.1 Number and percentage of UNICEF-targeted children in humanitarian situations accessing formal or non-formal basic education (including pre-primary schools/early childhood learning spaces).
Timely, effective and coordinated support is provided for saving lives and protecting rights in all humanitarian situations, building resilience and reducing vulnerability.
DE.15 Percentage and number of humanitarian situations in which country offices receive effective operational, programmatic, financial or policy support from regional office and headquarters.
Effective management, use and stewardship are assured of financial and information and communication technology resources, assets and administrative policies, procedures and systems.
M2.4 Percentage of emergencies in which information technology services requested are provided as per standards in the revised CCCs.
3 For humanitarian situations, UNICEF will report on the number of people reached in areas targeted with UNICEF assistance at the output level. Estimating baselines for humanitarian situations at the outcome and output level is not possible since baselines depend on the humanitarian situations that may arise.
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Leadership of humanitarian clusters under UNICEF responsibility is carried out effectively.
For UNICEF global led or co-led clusters and areas of responsibility, percentage of country-level clusters and areas of responsibility that have a dedicated country coordinator; and for newly activated clusters or areas of responsibility, percentage of country coordinator positions filled within 30 days of cluster activation.
PRIORITY AREA 3: Human Rights Based Approach, with a particular focus on child protection
Relevant outcome
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant outputs
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant output indicators
(Selected from UNICEF’s draft results and key performance indicators matrix)
Outcome: Improved and equitable
prevention of and response to violence,
abuse, exploitation and neglect of children
Output a: Enhanced support and increased capacities of children and families to protect themselves and to eliminate practices and behaviours harmful to children.
P6.a.1 Countries with 50% of targeted population are knowledgeable on protection risks and know how to report child protection violation.
Output c: Strengthened political commitment, accountability and national capacity to legislate, plan and budget for scaling up interventions that prevent and respond to violence, abuse, exploitation and neglect.
P6.c.2 Countries with at least 3% of national budget expenditure on child protection services.
Policies, guidance and technical support are accessible and relevant, enabling high-quality country programming and reporting.
DE.5 Percentage of new country programme documents (CPDs) approved by the Executive Board that meet organizational standards (on human rights, gender, capacity development, communication for development, results-based management and South-South and triangular cooperation) (QCPR).
Output b: Increased national capacity to provide access to
P6.b.1 Countries with functioning child protection
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child protection systems that prevent and respond to violence, abuse, exploitation and neglect.
systems in targeted areas offering integrated preventive and response services.
Output d: Increased country capacity and delivery of services to ensure that children’s rights to protection from violence, abuse and exploitation are sustained and promoted in humanitarian situations.
P6.d.2 Countries in humanitarian situations where UNICEF leads a coordination mechanism covering child protection, gender-based violence and/or mine risk education that meets CCC standards for coordination.
Timely, effective and coordinated support is provided for saving lives and protecting rights in all humanitarian situations, building resilience and reducing vulnerability.
DE.15 Percentage and number of humanitarian situations in which country offices receive effective operational, programmatic, financial or policy support from regional office and headquarters.
PRIORITY AREA 4: Efficiency and effectiveness
Relevant outcome
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant outputs
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant output indicators
(Selected from UNICEF’s draft results and key performance indicators matrix)
Higher quality programmes through
results-based management
Effective management, use and stewardship are assured of financial and information and communication technology resources, assets and administrative policies, procedures and systems.
M2.1 Management/administration/development effectiveness support costs as a ratio of total resources.
Effective and streamlined human resources policy and procedures are in place and implemented, providing quality advisory support to develop and maintain a flexible and highly skilled and motivated workforce
M4.2 Percentage of requests for surge capacity support met within 56 days (from formal request to arrival of staff member in country, in accordance with CCCs)
Policies, guidance and technical support are accessible and relevant, enabling high-quality country programming and
DE.12 Number of country offices that apply the standard operating procedures for Delivering as One Countries, or
19
reporting. components of them (QCPR).
Strengthened partnerships with Member States, multilateral agencies and United Nations organizations, and strategic and innovative communications and public advocacy.
M3.6 Percentage of UNICEF country offices participating in a common budgetary framework.
Effective management, use and stewardship are assured of financial and information and communication technology resources, assets and administrative policies, procedures and systems
M2.7 Number of countries implementing common services and common long-term agreements, harmonized approach to procurement and common human resources management, information and communication technology services or financial management services (QCPR).
PRIORITY AREA 5: Efforts to combat corruption and misuse of funds
Relevant outcome
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant outputs
(Selected from UNICEF’s draft results and key performance indicators matrix)
Relevant output indicators
(Selected from UNICEF’s draft results and key performance indicators matrix)
Improved management of financial and human resources in pursuit of
results
Enhanced transparency is achieved through improved access to key corporate information and official documents.
DE.25 Timely publication of all financial and annual performance data in public domain
Improved accountability is in place for achieving results at country and regional office levels.
M7.1 Percentage of countries where UNICEF supports capacity development through policies, institutions, systems and plans to strengthen equity-focused plans for children, especially the poorest and most vulnerable (QCPR)
Timely, effective and coordinated support is provided for saving lives and protecting rights in all humanitarian situations, building resilience and reducing vulnerability.
DE.15 Percentage and number of humanitarian situations in which country offices receive effective operational, programmatic, financial or policy support from regional office and headquarters.
20
Independent and effective oversight and assurance are assured through implementation of internal controls on the use of UNICEF resources and on the relevance, efficiency, effectiveness, sustainability and impact of UNICEF assisted programmes.
M1.2 Percentage of UNICEF evaluations rated satisfactory based on United Nations standards.
Enhanced transparency is achieved through improved access to key corporate information and official documents
DE.25 Timely publication of all financial and annual performance data in public domain.
