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Udenrigsudvalget 2013-14
URU Alm.del Bilag 218
Offentligt

Strategy

for Denmark’s

Engagement with the United

Nations Population Fund (UNFPA)

2014-2018

May 2014

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This Strategy for Denmark’s Engagement with the

United Nations Population Fund (UNFPA)

forms the basis for the Danish contributions to UNFPA, and it is the central platform for

Denmark’s dialogue and partnership

with UNFPA. Building on the former Danish bridge-

building strategy 2012-2013, it

sets up Danish priorities for UNFPA’s performance in the

overall framework established by UNFPA’s own Strategic Plan (2014-2017).

Denmark will

work closely with likeminded countries towards the achievement of these priorities. The

Strategy will run in parallel with UNFPA’s Strategic Plan while being 6 months staggered to

allow for the full implementation and evaluation of the current strategic plan and the adoption

of its successor. The Strategy will thus run from July 2014 through June 2018.

The overall Strategy for Denmark’s Development Cooperation,

The Right to a Better Life,

states

that “Denmark

will strengthen its cooperation with the multilateral organisations and channel more funds

through the multilateral system to promote Danish development policy objectives.”

This is based on the

analysis that the multilateral organisations have important comparative advantages, especially

within setting norms and promoting universal human rights.

The Danish Multilateral Development

Cooperation Analysis

of 2013

outlines the following four focus areas for this strengthened

cooperation: 1) Effective promotion of Danish strategic priorities, 2) Contribution to the post-

2015 development agenda, 3) Support to multilateral reforms that enhance results and

development impact and 4) At country level, encourage cooperation and strengthen

complementarity between multilateral and bilateral efforts. The present strategy will outline

how this is taken forward in the Danish cooperation with UNFPA while applying a human

rights-based approach (HRBA) to development as described in The Right to a Better Life.

Five Danish Priority Areas for the cooperation with UNFPA 2014-2018 are identified:

1) Advancing the implementation of the ICPD agenda on SRHR

2) Advancing the normative framework on SRHR

3) Protecting conflict affected populations

4) Furthering institutional reforms

5) Promoting transparent budget management and fighting corruption

The two following sections will provide the background for these areas by describing UNFPA

as an organisation and by analysing its strengths and challenges. Section 4 goes into more depth

with each Priority Area, while the tools to follow-up are covered in Section 5. A budget for

future Danish support is provided in Section 6, before the final section describes the most

important factors that risks undermining UNFPA’s delivery on the

Danish priorities.

1 Objective and priorities

2 UNFPA’s mandate, organisation and funding

UNFPA is responsible for monitoring the implementation of the

Programme of Action

(PoA)

of the International Conference on Population and Development (ICPD) that took place in

Cairo in 1994.

UNFPA’s mandate thus covers issues at the heart of the Sexual and

Reproductive Health and Rights (SRHR) agenda.

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UNFPA was given a leaner and more strategic focus as a result of a mid-term review of its

previous strategic plan in 2011, and reproductive health and rights now figure even more

prominently in its programmes.

The Strategic Plan for 2014-2017

reconfirmed this focus.

As illustrated by the Bull’s Eye approach (see

figure) women, adolescents and youth are the

main beneficiaries of UNFPA’s work

with

particular attention paid to the most vulnerable

and marginalised.

UNFPA

Established

1969

New York

Country Offices

126

Human Resources 2,471, incl. 16 Danish

employees

Reproductive rights are at the centre of the

bull’s eye. Upholding human rights is intrinsic

Financial resources, Core: 460

Earmarked: 504.3

to the ICPD PoA, in particular the human

USD mil. (2013)

rights of women and girls, as well as populations

Executive Director Dr. Babatunde

Osotimehin (Nigeria)

living in vulnerable situations. In the Strategic

January/February;

Plan, reproductive rights and gender equality is

Executive Board

May/June; September

a goal in itself and identified as central to

(EB) Sessions

achieving success on sexual and reproductive

Denmark member 2007-2008; 2009-

2012; 2015; 2017

health outcomes. Gender equality and rights are

of EB

also mainstreamed throughout the Integrated Results Framework accompanying the Strategic

Plan.

This reflects a shift in UNFPA’s work on gender and reproductive rights

which now

focus more strongly on turning commitments into actual change through implementation and

accountability measures.

Since 2004, UNFPA has seen a doubling of its resource

base from approx. USD 500 million/year to approx. USD

1,000 million/year. At the same time, however, the balance

between core and non-core or earmarked resources has

changed in that the latter now accounts for over half of

total resources against a third in 2004. Although 2013 saw

the share of core resources increased, the overall trend

towards earmarking has been a source of some concern

seen as the core resources provides the bedrock of

operational activities, and UNFPA is engaging with

member states and other partners to increase core funding,

an effort strongly supported by Denmark.

. Denmark’s support to UNFPA

UNFPA is one of the largest partners in Danish development assistance. In 2013, Denmark

was UNFPA’s 5th largest donor (both overall and for core

resources, see Annex 1). Danish

funding is characterized by flexibility and predictability. In addition to core contributions,

Denmark’s support to UNFPA has focused on capacity building in the area of humanitarian

response. Denmark is also hosting UNFPA’s

Procurement Branch and

the Nordic Liaison

Office in the UN City in Copenhagen, and by March 2014 three Danish multilateral advisors at

UNFPA were seconded by Denmark. Altogether there are 16 Danish staff members at

UNFPA Headquarters, Regional and Country Offices, including a Deputy Executive Director.

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3 Key strategic challenges and opportunities

3.1 Relevance to the international development and humanitarian context

While maternal deaths have fallen by nearly half over the past 20 years, approximately 800

women still die every day from complications related to pregnancy or childbirth, and it is

estimated that more than 220 million women still have unmet needs for modern methods of

contraception. These major developments play out against a backdrop of an increasing world

population, where significant population growth puts pressure on resources, and in

combination with modern consumption patterns, places the issue of sustainability at the heart

of the international agenda. Population dynamics

, migration, and urbanization further

complicate the lives and livelihoods of especially the most vulnerable and marginalized groups.

With the adoption of the 2014-2017 Strategic Plan,

UNFPA’s work will continue to address

some of these major global development and humanitarian challenges with a focus on issues

related to SRHR, gender equality and population dynamics. UNFPA is further scaling up its

humanitarian action in this strategic plan period and is adjusting its systems to support country

offices and partners at the onset and in advance of a crisis.

UNFPA is operating in a complex political context as part of its mandate touches upon

normative issues that are divisive among the member states, in particular issues that are linked

to the SRHR agenda such as access to modern methods of contraception, comprehensive

sexuality education, access to safe abortion and sexual rights and non-discrimination against

marginalised groups incl. sexual minorities. Denmark is working with partners to ensure that

these difficult issues continue to be addressed in the context of population and development.

3.2 Synergy with Danish development and humanitarian priorities

The Right to a Better Life states

that “The

Denmark supports UNFPA because…

right to sexual and reproductive health is key to



It works to promote sexual and

women’s ability to take charge of their own lives”.

reproductive health and rights as its core

UNFPA’s strategic focus as defined in its

mission

Strategic Plan is to

“Achieve universal access to



It is able to engage broadly with

sexual and reproductive health, realize reproductive

stakeholders on a normative level

rights, and reduce maternal mortality to accelerate



It has a special role in protecting women

progress on the ICPD agenda”.

There is

and youth in humanitarian action

therefore a clear and strong link between

the focus of the work of UNFPA and the

priorities that Denmark seeks to promote. On the humanitarian agenda, UNFPA is also in a

position to promote Danish priorities, including in the implementation of the

Inter Agency

Standing Committee (IASC) Transformative Agenda,

as UNFPA is co-lead of the humanitarian

sub-cluster on gender-based violence and has coordination responsibilities under the health

cluster. The

Strategy for Danish Humanitarian Action 2010-2015

and the Danish Humanitarian

The concepts among other things describes a growing youth population in some countries and a growing population of

older people in other countries

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Partnership Framework Agreement with UNFPA has a strong focus on supporting these

coordination efforts.

In line with the Danish development priorities, UNFPA builds capacity to implement a human

rights-based approach (HRBA) to programming and policies at all levels from an ICPD

perspective. Such an approach focuses on inclusion, interdependence, participation and non-

discrimination in line with the

Common Understanding on HRBA among UN Agencies.

applying this approach, attention is focused on the most excluded and marginalized groups of

society. UNFPA engages in the Inter-Agency Working Groups and supports mechanisms for

the

human rights treaty body system

as well as

the Special Procedures

and

the Universal

Periodic Review

of the Human Rights Council. These human rights mechanisms are at the core

of UNFPA’s work to strengthen international and national protection systems for advancing

reproductive rights and gender equality. UNFPA also applies HRBA in its humanitarian

actions.

UNFPA also promotes key Danish objectives by addressing some of the outstanding issues of

the Millennium Development Goals (MDGs)

including the gap in implementation of MDG 5a.

While MDG 5a and 5b on maternal mortality and reproductive health respectively are the

central focus of the organisation’s work, UNFPA has an impact on all MDGs due to its focus

on addressing fundamental inequalities. UNFPA is also advocating for maintaining a strong

focus on the principles of the ICPD in

the post-2015 development agenda,

and it works to

strengthen the capacities of civil society actors, including faith-based organizations, to advocate

for SRHR in this context. This converges with the preliminary Danish priorities for the post-

2015 agenda that has SRHR as a focus area.

3.3 Synergies with Danish bilateral development cooperation

The multilateral system is an important norm-setter and has legitimacy at country level that

allows for these norms to be accepted and implemented. In particular the part of UNFPA’s

mandate on sexual and reproductive health and reproductive rights is important in that context,

as this issue remains controversial in a number of countries where Denmark provides

assistance. With its broad membership and legitimacy, UNFPA can engage on these issues with

local partners in a way that supplements Danish bilateral efforts. Adding to this partnership are

civil society organisations that play a key role in the implementation of accountability

mechanisms to empower rights-holders and hold duty-bearers accountable at national level.

UNFPA is also working on a monitoring framework that seeks to link commitments made at

the international level with accountability at the national level. For these initiatives and

partnerships to work effectively, UNFPA has to engage constructively with host country

authorities on the basis of the strengths and weaknesses in local law and practises.

3.4 Performance and results

Recent evaluations of UNFPA’s performance include the

Danish Multilateral Development

Cooperation Analysis in 2013, where UNFPA was found to be highly relevant in relation to

Danish priorities, as well as reviews conducted by the UK and Australia.

The British

Multilateral Aid Review (MAR) of 2011

rated UNFPA adequate value for money and pointed

to strengths in its policy work while also highlighting weaknesses in relation to the

organisational procedures such as high administration costs and lack of transparency.

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Furthermore, delivery at country level was found to be mixed.

The 2013 MAR-update

shows

that UNFPA has improved on the reform agenda. On issues such as financial resources

management, partnership behaviour, contribution to results, gender, transparency and

accountability, as well as cost and value consciousness, there has been progress, but the results

of these initiatives

still remain to be seen throughout the organisation’s work.

The 2012

Australian Multilateral Assessment (AMA)

noted a number of areas for improvement, including

monitoring and delivering results; effectiveness in fragile states and the need for increased

scrutiny of costs. The general conclusion of the Assessment was that the Australian

Government can “have a reasonable high degree of confidence that increases in core funding

to UNFPA will deliver tangible development benefits in line with Australia's development

objectives,

and that the investment will represent good value for money”.

UNFPA was last rated by the Multilateral Organisation Performance Assessment Network

(MOPAN) in 2010. Potential areas for improvement included corporate focus on results and

presenting performance information; use of country systems; performance oriented

programming; and disseminating lessons learned. UNFPA will be subject to a new assessment

in 2014 which Denmark is coordinating on behalf of the members of MOPAN.

As a supplement to these reviews, Danish embassies in select developing countries have been

consulted in developing the present strategy

to assess the perception of UNFPA’s performance

at country level. While UNFPA is found to be among the better performing UN agencies,

some issues of concern were raised, most importantly that UNFPA in some country contexts

have been hesitant to engage with local authorities on issues that are politically controversial. At

the same time, UNFPA sometimes struggles in delivering and documenting results at country

level.

The UNFPA

Annual Report from 2013

analyses the results under the former strategic plan

(2008-2013), and reports on the progress in its outcome and output targets. In all, 72 % of the

outcome indicators showed positive trends, while 22 of the 29 output targets were fully

achieved and another six between 75-99 % fulfilled. Furthermore, it is shown that between

2010 and 2013, on average, 85 % of country offices achieved at least 3/4 of their annual work

plan output indicator targets. According to the report, the main drivers of underperformance

include the delayed signing of annual work plans and challenging political, fragile, crisis and

security contexts. In relation to management results six of the 14 indicator targets were 100 %

achieved; six were 75-99 % achieved; and the achievement for one was below 75 %. Although

measurement of the Fund’s results has improved in recent years, challenges remain, including:

(a) weak performance metrics, especially for measuring upstream work; (b) inconsistent

programme monitoring; and (c) insufficient programmatic guidance on how UNFPA should

operate in different settings.

Addressing the challenges mentioned above has been a priority for UNFPA in the development

of the Strategic Plan and in the ongoing efforts to become a more focused and results

orientated organisation. UNFPA has amongst other things introduced quality assurance

mechanisms in programming and implemented the

International Aid Transparency Initiative

(IATI)

standards and increased the share of its budget devoted development programming. The

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Integrated Results Framework for 2014-2017

reflects a number of changes to the organisation’s

approach to results measurement with the aim of strengthening accountability and better

capture the contribution of UNFPA to development results. As part of the Strategic Plan,

UNFPA will also implement a new business model describing where, how and with whom it

works. The model

will refocus UNFPA’s work on partnerships and humanitarian programming

and it specifies the type of support that UNFPA will provide in different settings with

resources being focused mainly at countries with the highest need and lowest ability to finance.

To achieve more business-oriented, agile and efficient human resource management, UNFPA

has also developed a new human resources strategy that aligns human resources management

with the objectives of the Strategic Plan and the business model. Continued roll-out of and

follow-up on these activities will be central over the coming years.

4 Priority Areas and intended results of Danish support (2014-2018)

Based on the analysis above, Denmark will over

the coming four year period focus its

Denmark will expect UNFPA to…

cooperation with UNFPA on the five Priority



Advance the implementation of the

Areas detailed below. While Denmark stays fully

ICPD agenda on SRHR

committed to the Strategic Plan of UNFPA as a



Advance the normative framework

whole, these priorities are selected to highlight

on SRHR

the most important issues from a Danish



Protect conflict affected populations

perspective. UNFPA has clear comparative



Further institutional reforms

advantages in these areas, which also falls



Promote transparent budget

squarely within Danish development priorities,

management and fight corruption

including the preliminary Danish priorities for

the post-2015 development agenda. With a

particular focus on these areas and with the Danish human rights-based approach to

development as the underlying frame of reference, Denmark will hold UNFPA accountable for

delivering on its stated commitments. At the same time, Denmark will advocate for the further

strengthening and prioritisation of the below priorities in the consultations with UNFPA,

particularly in connection with the mid-term review of the current strategic plan and the

development of its successor plan (see Section 5).

Priority Area 1: Advancing the implementation of the ICPD agenda on SRHR

This priority

cuts across UNFPA’s Strategic Plan but has special relevance for Outcome 1 and

3 on sexual and reproductive health and reproductive rights respectively. The former is pursued

by UNFPA at the country level through advocacy, policy dialogue/advice, and capacity

development, such as by supporting national governments to develop guidelines, protocols,

standards, and quality of care mechanisms. Reproductive rights is supported by monitoring

compliance with human rights obligations and recommendations, fighting gender-based

violence and harmful practices such as female genital mutilation/cutting and supporting civil

society and faith-based organisations in promoting reproductive rights and gender equality.

Special focus will be directed towards the most vulnerable and marginalised women,

adolescents and youth. Denmark strongly supports this work with emphasis on increasing

national capacity to deliver integrated sexual and reproductive health services and strengthening

the implementation of reproductive rights obligations at country level.

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Priority Area 2: Advancing the normative framework on SRHR

As mentioned, parts of UNFPA’s mandate and issues connected to it remain controversial

among some member states. Denmark sees a strong role for UNFPA in providing data and

analyses that support and expand the evidence base on SRHR and on how to address these

issues effectively. This is especially relevant in in connection with the post-2015 development

agenda as well as in addressing gaps in implementation of the ICPD PoA and highlighting new

challenges. At the same time, UNFPA plays an important role in promoting advocacy at

country level through training in the utilisation of demographic data for evidence-based

advocacy for marginalized groups; working with allies and young people to remove legal

restrictions on access to services within sexual and reproductive health and the fight against

gender based violence; and comprehensive sexuality education in various settings and contexts.

This work relates to Outcome 2 (on adolescents and youth) and 4 (on international

development agendas) of the UNFPA Strategic Plan.

Priority Area 3: Protecting conflict affected populations

As a cross-cutting priority, UNFPA works with national and local counterparts and through

inter-agency mechanisms to strengthen capacities to integrate sexual and reproductive health in

humanitarian interventions and risk-reduction strategies. It undertakes preparedness and

contingency planning and delivers life-saving sexual and reproductive health services in crises,

including through institutionalising the Minimum Initial Service Packages (MISP) for

Reproductive Health, and the procurement of emergency reproductive health kits. UNFPA has

furthermore committed to integrating sexual and reproductive health needs into national plans

and to combat gender based violence in high-risk countries. Denmark backs these efforts

through the Danish Humanitarian Partnership Framework Agreement with UNFPA and

supports the organisations work to mainstream gender in disaster preparedness, including

through the use of gender markers and

the GenCap project

that promotes a gender sensitive

approach in all UN humanitarian operations based on the Security Council Resolution 1325 on

women, peace and security.

Priority Area 4: Furthering institutional reforms

Over the strategy period UNFPA will need to harness the results of the reform efforts started

in 2011. An important part of this will be the effective roll-out and implementation of the new

business model. For these comprehensive reforms to succeed, UNFPA will have to continue to

strengthen its internal management and operations, which should include continued promotion

of results based management and programme effectiveness, including ensuring trickle-down of

corporate priorities to country offices. Another priority should be to contribute to the wider

UN reform initiatives. UNFPA is committed to the

“Delivering as One” agenda,

and is

expanding joint programming efforts to ensure greater UN system wide coherence. Finally,

UNFPA’s Strategic Plan emphasises innovation as a means to making the organisation more

efficient and effective. Denmark will support this through the creation of an innovation facility

(see Section 6).

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Priority Area 5: Promoting transparent budget management and fighting corruption

Denmark expects UNFPA to fight corruption and fraud within the organisation and in the

implementation of its programmes. This is among other things promoted by encouraging

transparency in operations and allocation of resources. Another important element is effective

risk management. UNFPA is still in the early stages of establishing the systems and culture that

will enable the organisation to appropriately handle risks, and this will have to be rolled-out

over the strategy period. A key element of risk management will be the diversification of the

funding base. UNFPA has experienced considerable growth, but remains heavily dependent on

a limited pool of donors, and must therefore strengthen outreach to new partners.

5 Follow-up on Danish priorities

Denmark will over the strategy period follow-

up on the priorities outlined above by building

Denmark will follow-up

by…

on the frequent open discussions and



Monitoring Danish priorities based

numerous consultations between Denmark

on UNFPA’s own framework

and UNFPA at both ambassadorial and



Conducting annual consultations

ministerial level, as well as targeted



Actively participating in the Board

consultations in New York. This includes



Engaging with UNFPA at HQ,

annual consultations with the senior

regional and country level

management of UNFPA. Denmark will also



Undertaking a midterm review of

use its strong voice in UNFPA’s Executive

the present strategy

Board in close cooperation with the Nordic

and other likeminded countries. Furthermore,

to promote results at country level and ensure complementarity between Danish multilateral

and bilateral development cooperation, Denmark will engage with UNFPA at country level and

ensure continuous exchange of information between bilateral representations and the central

coordinating units of the Ministry of Foreign Affairs. In Copenhagen, the UNFPA functions in

the UN City provide an important avenue for readily exchange of information and views

between the Ministry of Foreign Affairs and UNFPA.

Denmark will monitor progress on the Danish priorities based on the UNFPA’s

own

results

reporting as described below. A Danish results framework for this is included as Annex 3.

Within this framework, 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 of Foreign Affairs in

Copenhagen and at country level. Reporting will draw on UNFPA’s own annual reporting to

the Board and the measureable indicators therein,

as well as UNFPA’s own mid-term

review.

On the basis of this review, Denmark will undertake a separate mid-term review of the present

strategy.

5.1 Monitoring and Evaluation (M&E) in UNFPA

Accountability for the results set out in the Strategic Plan is of critical importance and

improving monitoring will therefore be a focus area for UNFPA in 2014-2017. The new

Integrated Results Framework (IRF) includes three levels of results (see Annex 2). Firstly, the

overall impact

refers to changes in people’s lives, which will be the result of the combined

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efforts of UNFPA and partners. Secondly, the outcomes represent changes in institutional and

behavioural capacities, which are more directly attributable to UNFPA but still beyond its sole

control. Finally, UNFPA’s contribution to the achievement of the impact and outcomes, are

captured in the outputs that are essentially its products and services for which the organisation

has control and can be held directly accountable. Indicators on each of these levels will be used

to track progress and enable clear accountability for results. In addition, the Strategic Plan

includes theories of change that describe the link between these different result levels. In order

to deliver on the Strategic Plan and organisational commitments, overall guidance and support

will be provided to all levels of the organisation in developing alignment plans to ensure a

harmonized and coordinated approach. UNFPA is also currently developing on a global

programming system that supports the monitoring of implementing partners’ annual work

plans, and a strategic information system, which includes a module of monitoring results at all

levels of the organisation.

In June 2013, the Executive Board approved the

revised UNFPA evaluation policy.

This policy

provides an enhanced institutional basis for the evaluation function at UNFPA. It distinguishes

between corporate evaluations undertaken by the UNFPA Evaluation Office, which reports to

the Executive Director, and programme-level evaluations managed by the business unit

responsible for the programme being assessed. The revised policy further clarifies the roles and

responsibilities of the actors involved in evaluation. An annual evaluation plan, encompassing

both corporate and programme-level evaluations, is developed by the Evaluation Office and

approved by the Executive Board. The results of corporate evaluations are normally presented

to the Executive Board, at its discretion.

6 Preliminary Budget Overview

Budget (mil. DKK)

2014 2015* 2016*

Core funding

230

Innovation

TBD

Humanitarian Partnership Framework Agreement

Earmarked funding

TBD TBD

TBD

Total

257

245

*All figures for 2015-2017 are preliminary and subject to parliamentary approval

2017*

230

TBD

245

As a supplement to the core allocation Denmark will, as a new initiative, contribute to

innovation in UNFPA with an annual contribution of DKK 12 million yearly in 2014-2015.

The purpose of the contribution is to fund key pioneering and innovative activities or

approaches in headquarters and/or in the field and with a special focus on the Danish

priorities. In addition, UNFPA is expected to continue to receive softly earmarked and flexible

contributions for its humanitarian work through the Humanitarian Partnership Framework

Agreement.

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7 Risks

For UNFPA to deliver on the Danish priorities it is assumed that it will experience a conducive

external environment especially pertaining to the risks and challenges listed below, which it

itself can help mitigate.

Insufficient funding:

While

UNFPA’s funding has grown in recent years,

the multilateral

system is marked by increased competition over limited resources due to global financial

constraints.

This situation may over time impact negatively on UNFPA’s ability to effectively

and efficiently undertake long-term corporate planning and prioritization. The trend towards

earmarking also poses challenges, especially with regards to key cross-cutting priorities of

gender and rights. UNFPA needs to counter this through effective resource mobilisation and

results documentation.

Simultaneous crises:

UNFPA has limited capacity (organisational, financial, HR and material)

to engage in simultaneous large-scale humanitarian crises and will be hard pressed if/when

several large emergencies occur at the same time. Risk mitigation strategy in such situations has

been to up-grade skills of staff (response capacity), but this may still be a challenge in the

future.

Misuse of funds:

UNFPA operates in part in fragile and conflict states, and extensively uses

implementing partners. It also has significant procurement activities, which exposes its

operations to possible fraud and corruption. UNFPA’s work on its risk management approach,

including fraud and corruption risks, as well as transparent risk communication and effective

mitigation efforts will be crucial.

Resistance from stakeholders:

Due to the controversy over parts of UNFPA’s agenda there

is a risk that the organisation may not be able to gain support for a forward-looking agenda,

including adequate reflection of its mandate in the post-2015 development agenda.

Furthermore, behavioural change might prove difficult due to increased sociocultural

resistance. UNFPA must respond to this through evidence-based advocacy and constructive

dialogue with national authorities and community leaders.

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Annex : UNFPA’s funding situation

Danish contributions to UNFPA by type 2008-2013 (USD)

Total

Ranking as

Core

Earmarked

(Core +

Year

UNFPA Donor

Funding

Earmarked

(total resources)

funding)

2008

48,016,701 6,339,024

54,355,725

2009

39,498,540 4,110,379

43,608,919

2010

37,124,230 1,561,809

38,686,039

2011

37,484,001 19,588,853 57,072,854

2012

44,012,955 8,263,551

52,276,506

2013 * 40,379,213 2,766,044

43,145,257

* Preliminary figures

Danish Funding to UNFPA since 2008 in USD millions

Unearmarked Funding

Earmarked Funding

Ranking as

UNFPA core

donor

50,00

45,00

40,00

35,00

30,00

25,00

20,00

15,00

10,00

48,0

44,0

39,5

37,1

37,5

40,4

19,6

8,3

6,3

4,1

1,6

2008

2009

2010

2011

2012

2,8

5,00

2013 *

* Preliminary figures

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2013 UNFPA Core Contributors

Others

16.4 %

Germany

5.2 %

Japan

5.4 %

USA

6.2 %

6.9 %

Denmark

8.8 %

Finland

10.2 %

Norway

15.3 %

Sweden

14.3 %

Netherland

11.4 %

Total contributions to UNFPA 2011-2017 (USD millions)

700

600

500

400

300

200

100

2008

2009

2010

2011

2012

2013

2014

(proj)

2015

(proj)

2016

(proj)

2017

(proj)

Regular

resources

429

366

469

488

424

359

290

455

535

481 504

460

542

476

573

478

611

482

656

486

Other

resources

Budgeted use of resources, 2014-2017

Mangement

activities, 12 %

development

coordination,

0.2 %

Development

activities, 87.8 %

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Annex 2: Structure of UNFPA Integrated Results Framework

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Annex 3: Danish results framework

Priority Area 1: Advancing the implementation of the ICPD agenda on SRHR

Relevant outcome drawn

Relevant outputs drawn

Relevant output indicators,

from the Integrated

targets and baselines drawn

Development Results

from the Integrated

Framework (IRF) of

Development Results

UNFPA.

Framework (IRF) of UNFPA.

Outcome 1:

Output 1:

Indicator 1.1:

Increased availability and use Increased national capacity Number of countries that have

of integrated sexual and

to deliver integrated sexual guidelines, protocols and

reproductive health services

and reproductive health

standards for health care

(including family planning,

services

workers for the delivery of

maternal health and HIV)

quality sexual and reproductive

that are gender-responsive

health services for adolescents

and meet human rights

and youth

standards for quality of care

Target: 105 by 2015, 123 by

and equity in access

2017

Baseline: 73 (2012)

Output 2:

Indicator 2.2:

Increased national capacity Number of countries that have

to strengthen enabling

trained all levels of personnel

environments, increase

to implement the new family

demand for and supply of

planning human rights

modern contraceptives and protocol

improve quality family

Target: 6 by 2016, 13 by 2017

Baseline: 0 (2012)

planning services that are

free of coercion,

discrimination and violence

Outcome 3:

Output 9:

Indicator 9.2:

Advanced gender equality,

Strengthened international Number of countries with a

women’s and girls’

and national protection

functioning tracking and

empowerment, and

systems for advancing

reporting system to follow up

reproductive rights, including reproductive rights,

on the implementation of

for the most vulnerable and

promoting gender equality reproductive rights

marginalized women,

and non-discrimination and recommendations and

adolescents and youth

addressing gender-based

obligations

violence

Target: 66 by 2015, 88 by 2017

Baseline: 49 (2012)

Priority Area 2: Advancing the normative framework on SRHR

Relevant outcome drawn

Relevant outputs drawn

Relevant output indicators,

from the Integrated

targets and baselines drawn

Development Results

from the Integrated

Framework (IRF) of

Development Results

UNFPA.

Framework (IRF) of UNFPA.

Outcome 2:

Output 6:

Indicator 6.2:

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Increased priority on

Increased national capacity

adolescents, especially on

to conduct evidence-based

very young adolescent girls,

advocacy for incorporating

in national development

adolescents and youth and

policies and programmes,

their human rights/needs

particularly increased

in national laws, policies,

availability of comprehensive programmes, including in

sexuality education and

humanitarian settings

sexual and reproductive

health

Outcome 4:

Output 13:

Strengthened national

Increased availability of

policies and international

evidence through cutting-

development agendas

edge in-depth analysis on

through integration of

population dynamics,

evidence-based analysis on

sexual and reproductive

population dynamics and

health, HIV and their

their links to sustainable

linkages to poverty

development, sexual and

eradication and sustainable

reproductive health and

development

reproductive rights, HIV and

gender equality

Priority Area 3: Protecting conflict affected populations

Relevant outcome drawn

Relevant outputs drawn

from the Integrated

Development Results

Framework (IRF) of

UNFPA.

Outcome 1:

Output 5:

Increased availability and use Increased national capacity

of integrated sexual and

to provide sexual and

reproductive health services

reproductive health

(including family planning,

services in humanitarian

maternal health and HIV)

settings

that are gender-responsive

and meet human rights

standards for quality of care

and equity in access

Number of countries where

UNFPA advocates for

allowing adolescents and youth

to have legal access to quality

sexual and reproductive health

counselling and HIV services

Target: 23 by 2015, 19 by 2017

Baseline: 42 (2012)

Indicator 13.1:

Proportion of reports of global

and regional intergovernmental

and inter-agency processes that

are supported by UNFPA and

address population dynamics

by accounting for population

trends and projections in

setting development targets.

Target: 80 %

Baseline: Not available

Relevant output indicators,

targets and baselines drawn

from the Integrated

Development Results

Framework (IRF) of UNFPA.

Indicator 5.1:

Number of countries that have

capacity to implement MISP at

the onset of a crisis

Target: 41 by 2015, 51 by 2017

Baseline: 30

Indicator 5.2:

Number of countries that have

humanitarian contingency

plans that include elements

for addressing sexual and

reproductive health needs of

women, adolescents and youth

including services for survivors

of sexual violence in crises

Target: 44 by 2015, 54 by 2017

Baseline: 32

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Priority Area 4: Furthering institutional reforms

Relevant outputs drawn from the Relevant output indicators, targets and baselines drawn

Integrated Development Results

from the Integrated Development Results Framework

Framework (IRF) of UNFPA.

(IRF) of UNFPA.

Output 1:

Indicator 1.3:

Enhanced programme

Percentage of country offices using common results-

effectiveness by improving quality based management tools and principles.

assurance, monitoring, and

Target: To be set once common definition is agreed

evaluation

across relevant funds and programmes

Indicator 1.6:

Percentage of accepted programme evaluation

recommendations for which the actions due in the year

have been completed

Target: 93% by 2015, 97% by 2017

Baseline: 90%

Output 3:

Indicator 3.2:

Increased adaptability through

Number of country offices that are applying the SOPs,

innovation, partnership and

or components of it

communications

Target: To be set once common approach is agreed

across funds and programmes

Priority Area 5: Promoting transparent budget management and fighting corruption

Relevant outputs drawn from the Relevant output indicators, targets and baselines drawn

Integrated Development Results

from the Integrated Development Results Framework

Framework (IRF) of UNFPA.

(IRF) of UNFPA.

Output 2:

Indicator 2.1:

Improved mobilization,

Size and trend in funding from OECD-DAC countries,

management and alignment of

non-OECD-DAC countries, and non-government

resources through an increased

partners (including international financial institutions,

focus on value for money and

regional development banks, civil society, private sector)

systematic risk management

Target: (According to IRF)

Indicator 2.8:

Number of country offices implementing common

services, common long-term agreements; harmonized

approach to procurement, common human resources

management, information and communication

technology services or financial management services

Target: To be determined

Baseline: Not-applicable

Indicator 2.11:

Percentage of units that have achieved at least 90% of

their alignment plans.

Target: 100 %

Baseline: Not-applicable

There are no outcomes under Organizational effectiveness and efficiency in the UNFPA IRF

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Output 1:

Enhanced programme

effectiveness by improving quality

assurance, monitoring, and

evaluation

Indicator 1.12:

Rating in the Aid Transparency Tracker

Baseline: Unambitious

Target: Ambitious