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Udenrigsudvalget 2013-14
URU Alm.del Bilag 218
Offentligt

Strategy

for Denmark’s

Engagement with the United

Nations Children’s Fund (UNICEF)

2014-2018

May 2014

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1 Objective and priorities

This Strategy for

Denmark’s Engagement with the

United Nations

Children’s Fund

(UNICEF)

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

Denmark’s dialogue and partnership with

UNICEF. Building on the Danish Organisational

‘Bridging Strategy’

2010-2013 for UNICEF, it sets up Danish priorities for

UNICEF’s

performance in the overall framework established by

UNICEF’s own Strategic Plan (2014-

2017). Denmark will work closely with like-minded countries towards the achievement of these

priorities. The Strategy will run in parallel with UNICEF’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 furthering universal human rights.

The Danish Multilateral Development

Cooperation Analysis

of 2013 outlines 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 UNICEF while applying a human rights-based

approach to development (HRBA) as described in the Right to a Better Life.

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

1) Promoting quality education for all children

2) Bridging humanitarian action and development assistance

3) Advancing effective child protection

4) Enhancing organisational efficiency and effectiveness

5) Fighting corruption and managing risks

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

UNICEF 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 risk undermining UNICEF’s delivery on

Danish priorities.

2 UNICEF’s

mandate organisation and funding

UNICEF is mandated

to advocate for the protection of children’s rights;

to help meet their

basic needs; and to expand their opportunities.

All of the organisation’s work is guided

human rights and child rights principles such as universality, non-discrimination, the best

interests of the child, the right to survival and development, accountability, and respect for the

voice of the child. UNICEF develops the capacity of actors with obligations to respect, protect

and fulfil rights while also supporting those with rights to develop their capacity to claim them.

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In 2013, the member states through

UNICEF’s

Executive Board

adopted the

Strategic Plan

2014-2017

which highlights seven priority outcomes for the work of the organisation going

forward within the following areas: 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 (see Annex 1).

Total UNICEF revenue has increased by over

UNICEF

300 % since 2000. In 2013, UNICEF received a

Established

1946

total of USD 4,853 million in funding (Annex

New York

4). A rather large and increasing share of this

150

(almost 30 % in 2013) comes from its 36

Country Offices

11,720, incl. 115

national committees that raise private funds in

Human resources

Danish employees

donor countries. While both core and

earmarked contributions have increased in

Financial resources, Core: 1,265

Earmarked: 3,588

recent years, the ratio between the two has

USD mil. (2013)

changed. Prior to 2000, core resources

Executive Director Anthony Lake (USA)

February, June,

constituted about 50 % of total funding, against

Executive Board

September

26 % in 2013.

This challenges UNICEF’s ability

Sessions

to pursue its long-term objectives and deliver on

Denmark member 2009-2014 (vice-

its mandate and priorities due to the more

of Executive Board president in 2014),

2016-2017

restricted nature of earmarked funds.

UNICEF’s

thematic funding

is an avenue for less restrictive earmarked funding. However, this

constituted only approximately 7 % of total resources in 2013.

2.1

Denmark’s

support to UNICEF

Denmark is among the top donors of

Danish Funding (core/humanitarian partnership

agreement)

UNICEF (see Annex 3 for details). In

DKK 250.000.000

Core funding

2013, Denmark provided DKK 175 million

in core funding with a planned increase to

DKK 200.000.000

DKK 40.000.000

DKK 180 million in 2014. Denmark

DKK 20,000,000

DKK 150.000.000

contributed approximately DKK 160

million in earmarked contributions in 2013,

DKK 100.000.000

DKK

165.000.000

primarily to UNICEF efforts at country

DKK

155.000.000

175.000.000

155.000.000

level. This included DKK 40 million softly

DKK 50.000.000

180.000.000

earmarked for UNICEF’s humanitarian

DKK 0

activities through the Humanitarian

2009

2010

2011

2012

2013

Partnership Framework Agreement signed

between Denmark and UNICEF. The aim of the agreement is to improve humanitarian

funding predictability and operational flexibility, paired with enhanced structured dialogue on

priorities, performance and results. The Danish UNICEF National Committee is also

fundraising for UNICEF and doing advocacy for the rights of children in Denmark and around

the world. UNICEF also has a strong presence in the UN City in Copenhagen which houses its

Supply Division employing around 320 people, including 91 Danes. Besides this, around 24

Danes are currently employed in UNICEF headquarters or country offices of which four are

multilateral advisors seconded by Denmark to UNICEF.

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3 Key strategic challenges and opportunities

3.1 Relevance to the international development and humanitarian context

UNICEF is a key multilateral player due

Denmark supports UNICEF because…

to its strong mandate, decentralized



It has extensive experience and expertise in

model and global presence. UNICEF

advancing the rights of children

has a cross-cutting normative mandate

guided by the 1989

Convention on the



It has the scale and presence to effectively

support education in humanitarian situations

Rights of the Child (CRC)

and the

Convention on the Elimination of All



It plays a crucial role in connecting

humanitarian and development work

forms of Discrimination against

Women (CEDAW).

UNICEF has a

direct role in the implementation of the CRC and is thus legally obliged to promote and protect

child rights by supporting the work of the Committee on the Rights of the Child. UNICEF

uses the CRC as a lever to help change the legal and policy framework of States Parties, while

collaborating with Childwatch International, a network of NGOs, in order to involve

governments and civil society in monitoring States’ implementation and improve understanding

of the Convention at all levels of society. In addition, UNICEF has 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.

With a twin humanitarian and development mandate, UNICEF has a comparative advantage in

providing a consistent integrated response. In the humanitarian context, UNICEF has a clear

set of priorities for

Core Commitments for Children in Humanitarian Action,

and 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 cooperates

closely with NGOs on this, in particular with Save the Children, the other co-lead in the

Education Cluster.

UNICEF is also engaged in the elaboration of

the post-2015 development agenda,

as part of

the

UN System Task Team.

To ensure that children remain at the centre of this agenda,

UNICEF has developed three key messages: 1) Sustainable development starts with safe,

healthy and well-educated children. Children as drivers. 2) Safe and sustainable societies are, in

turn, essential for children. Children as stakeholders. 3)

Children’s voices, choices and

participation are critical for the sustainable future we want. Children as contributors.

3.2 Synergy with Danish development and humanitarian priorities

UNICEF’s

work is highly relevant for the Danish priorities outlined in The Right to a Better

Life, 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. Grounded in the CRC, UNICEF views human

rights as the primary frame of reference for everything it does, with particular focus on the

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most excluded and disadvantaged children in line with the principles established in the

Common Understanding of HRBA among UN Agencies.

UNICEF’s

Strategic Plan 2014-17 offer a number of synergies with Danish priorities, including

those in the

Strategy for Danish Humanitarian Action 2010-2015,

Denmark’s Policy

Towards

Fragile States 2010-2015,

Denmark’s Integrated Stabilisation Engagement

and the Strategic

Framework for Gender Equality and Women’s Rights in Danish Development Cooperation.

fragile and conflict-affected states,

UNICEF’s presence and considerable staying power on the

ground, combined with a strong emergency response capacity, make the organisation a solid

partner for Denmark, especially in regional and protracted crises. Finally, UNICEF has

developed a

Gender Equality Action Plan

with a targeted as well as cross-cutting approach to

gender in line with the Danish approach.

There are also synergies with the Danish preliminary priorities for the post-2015 development

agenda in the areas of:

gender and the rights of women and girls, including sexual and

reproductive health and rights;

ii)

education as a means to ensure development and equality;

and

iii)

conflict prevention and state-building in fragile states.

3.3 Synergies with Danish bilateral development cooperation

Denmark is cooperating with UNICEF in a

number of 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 the rights of the child and child

protection is important in this context, since

UNICEF is focusing on the child from the period

before it is born, and thereby also the rights of

the mothers, until the child reaches the age of 18. Child rights and child protection, including

issues such as gender equality and sexual and reproductive health and rights, are still

controversial in a number of countries where Denmark provides bilateral aid.

UNICEF’s

advocacy work pursued in cooperation with other UN agencies, the Global Partnership for

Education, civil society organisations and other relevant partners, therefore supports and adds

value to Denmark’s work in these areas.

3.4 Performance and results

In the

Danish Multilateral Development Cooperation Analysis

of 2013, UNICEF was found to

be among the most effective organisations assessed, and it was also rated high in terms of

relevance to Danish policy priorities. Other recent evaluations undertaken by donor countries

like the

British Multilateral Aid Review

(MAR) of 2011 and 2013,

Australia’s Multilateral

Assessment

of 2012 and the

Swedish assessment of 2011

also rate UNICEF above average

while at the same time raising some common issues of concern, such as: Insufficient

partnership behaviour both towards other UN agencies and at field level, in terms of aligning to

government systems and cooperating with civil society organisations; weakness in results

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reporting at the aggregate regional and global levels; inadequate transparency and disclosure of

information; weakness in human resource systems, attracting and deploying the right staff;

delay in disbursing funds on the ground; and spread of resources over too many projects.

In 2012 the organisational effectiveness of UNICEF was assessed by the

Multilateral

Organisations Performance Assessment Network

(MOPAN) which raised similar issues, 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.

At the country level, Danish bilateral missions find that UNICEF is in general performing well,

e.g. within protection, advocacy and providing technical expertise. However, one of the above

recommendations in particular is echoed, namely that more can be done for UNICEF to

communicate and coordinate, align and cooperate better with bilateral partners as well as other

multilateral players and driving UN coherence towards

“Delivering as One”.

This also ties to

the recommendation from country level that UNICEF should be careful not to spread financial

and human resources too thinly keeping its areas of comparative advantages in mind.

UNICEF’s own

2013 Annual Report

shows that it has contributed to important results within

the five focus areas of its former medium-term strategic plan (MTSP) 2006-2013, for instance

within improving access to education in humanitarian emergencies and mobilising action for

the protection of children. Systematic integrated reporting on the targets and indicators in the

MTSP has, however, been a challenge for UNICEF. To improve this and to provide clear

accountability for the priorities in the Strategic Plan 2014-2017, an integrated results and

resources framework has been developed, including theories of change specifying UNICEF

contribution to higher level results (see Section 5).

Furthermore, in order to improve performance and develop a results culture at all levels,

UNICEF has initiated an institutional reform. This includes establishing a post of Deputy

Executive Director for field results, strengthening systems for human resource management

and re-aligning headquarter functions in order to promote greater efficiency and deliver

humanitarian assistance in ways that support early recovery and development. At the same

time, the sections handling partnerships and intergovernmental and multilateral relations,

including with the UN agencies and international financial institutions, will be consolidated

within one division. This is supplemented by actions taken in other areas, for example by

dedicating more capacity at headquarter level to support regions and country offices on

“Delivering

as One” and UN Coherence. Transparency has also been enhanced by

implementing the

International Aid Transparency Initiative (IATI)

standards.

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

Based on the analysis above, Denmark

Denmark will expect UNICEF to…

will over the strategy period focus its



Promote quality education for all children

cooperation with UNICEF on the five

Priority Areas detailed below. While all



Bridge humanitarian action and

UNICEF priorities are relevant for the

development assistance

achievement of its mandate, Denmark



Advance effective child protection

will focus particularly on these areas.



Enhance organisational efficiency and

They have been selected on the basis of

effectiveness

Danish development priorities and the



Fight corruption and manage risks

assessment that there is a need to further

develop the strategic ways in which

UNICEF work with these issues; and to push for these agendas internally in UNICEF with

regard to priority and financing. UNICEF has key comparative advantages in these areas which

are all at the heart of the UNICEF mandate, and they are, at the same time, in line with Danish

preliminary priorities for the post-2015 development agenda. A human rights-based approach

to development is the underlying frame of reference in pursuing these objectives, and Denmark

expects UNICEF to apply HRBA in all its work.

Priority Area 1: Promoting quality education for all children

UNICEF works to improve learning outcomes and equitable and inclusive education. This is

focused on equity, i.e. ensuring that all children have equal opportunities in education, and

quality, i.e. helping children to secure technical and cognitive skills. Both aspects are important

to Denmark, which sees UNICEF playing a strong role in building national capacity to provide

equal access to free quality basic education, including secondary education. Special focus should

be directed at providing equal educational opportunities to marginalised children, including girls

and children of ethnic minorities. UNICEF supports this by, among other things, investing in

innovative approaches to improve learning outcomes for the most disadvantaged children.

Another Danish focus area is

UNICEF’s work for

children living in post-conflict and

humanitarian situations where strengthening access to education serves to fulfil a fundamental

right and provide safe, healing spaces for children and as a means to inclusion, reconstruction,

peacebuilding and reconciliation. Denmark emphasises UNICEF’s work in building the

resilience of systems to deliver conflict-sensitive and risk informed quality education to children

in post-conflict or humanitarian situations.

Priority Area 2: Bridging humanitarian action and development assistance

In humanitarian settings, UNICEF works to increase country capacity and deliver services to

protect and provide for children. The organisation is committed to carrying out interventions in

support of national efforts around preparedness for response and early recovery, to save lives

and protect rights as defined in the Core Commitments for Children in Humanitarian Action.

The focus is on lifesaving interventions as well as education, child protection, early childhood

development and humanitarian coordination. These actions are carried out in a manner that

reduces vulnerability and builds resilience systematically where possible. A special Danish focus

area is for UNICEF to enhance its ability to effectively bridge humanitarian action and

development assistance and promote early recovery. This is one of the objectives of the on-

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going institutional reforms and highlighted as one of the priorities for UNICEF when building

resilience. Its Strategic Plan thus states that humanitarian response will be used as an entry

point for more structural and systemic changes. Furthermore, Denmark will closely follow the

roll-out of

the “Strengthening Humanitarian

Action Initiative”, whereby UNICEF will do more

to adapt to operational contexts; strengthen and expand humanitarian partnerships; and

develop new policies, mechanisms and procedures to deliver more predictable, efficient and

effective humanitarian action. This effectiveness also hinges on coordination and in particular

UNICEF’s

leadership and responsibility in the co-led or led humanitarian clusters, and

Denmark will support UNICEF’s efforts in the

Humanitarian Reform process

to make the

Transformative Agenda a success at all levels.

Priority Area 3: Advancing effective child protection

Violence, exploitation, abuse and neglect

–

which affect

children’s

emotional, social, cognitive

and physical development

–

represent the ultimate violations

of children’s rights.

UNICEF

takes a holistic ‘systems’ approach to child protection that addresses the full spectrum of risk

factors and underlying vulnerabilities in the lives of children and their families. Denmark will

emphasise the complex interaction between social norms and national policies and legislation,

and UNICEF’s

work to address this at both the normative and operational level. UNICEF uses

advocacy strategies to work with lawmakers and opinion-shapers at national level while also

promoting positive social customs and behaviours at community level. Denmark will focus on

UNICEF’s work in

preventing violence, exploitation, abuse and neglect, including through

strengthening the protective capacities of families and communities and child protection

systems. Denmark places particular emphasis on these interventions to be equitable, reaching

the most disadvantaged children. Furthermore, special focus should be directed at protecting

the rights of the child in humanitarian and post-conflict situations through inter-sectorial

approaches including the creation of safe spaces.

Priority Area 4: Enhancing organisational efficiency and effectiveness

In order to optimise its performance, UNICEF will have to continuously show cost-

consciousness and improve organisational efficiency. Denmark is therefore a strong supporter

of the ongoing institutional reforms described in Section 3.4. While catering to several reform

priorities, a particular emphasis is placed on results based management, and the initiatives

should contribute to a more results focused organisation, based on clear principles, best

practices, accountability and transparency. As another central aspect of the reform, UNICEF

will improve management of human resources to enhance its capability to respond quickly and

flexibly to emergencies, while building talent to meet its growing responsibilities in post-crisis

and fragile contexts. Denmark will also encourage UNICEF to, as a matter of priority,

strengthen its ability to cooperate more effectively with various partners and align their

procedures to this. An important aspect of this is to contribute to UN coherence and promote

“Delivering

as One” (DaO) principles, particularly

through implementation of the “DaO

Standard Operating Procedures”

at the country level.

Finally, as described in Section 6 below,

Denmark will support the identification and promotion of innovation in UNICEF operations

which is highlighted in its Strategic Plan as key implementation strategy to enhance

organisational efficiency and effectiveness.

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Priority Area 5: Fighting corruption and managing risks

In August 2013, UNICEF re-affirmed its long-standing zero tolerance for all forms of fraud

and corruption and outlined the steps to be taken in response of reports on possible fraud in its

updated Policy Prohibiting and Combatting Fraud and Corruption.

Supplementary to this are

UNICEF’s efforts in pursuing comprehensive

and integrated risk management as an essential

element of its governance and accountability. This will include identification of roles and

accountabilities; implementation of risk mitigation procedures; and facilitation of trainings for

managers and staff to develop and promote risk-informed decision-making across the

organisation. A particular area of focus should be emerging financial risks related to e.g. cash

and vouchers, especially in crisis situations and complex development settings. Furthermore,

Denmark will expect UNICEF to present to the Executive Board and follow-up on reports and

recommendations by UNICEF’s Office of Internal Audit and Investigation (OIAI) and UN

Board of Auditors.

5 Follow-up on Danish priorities

Through the ongoing constructive

Denmark will follow-up

by…

engagement with UNICEF, Denmark will



Reporting on Danish priorities based on

monitor and follow-up on the priorities

UNICEF’s results framework

outlined above. Denmark is vice-president



Conducting annual consultations

of the UNICEF Executive Board for 2014,



Actively participating in the Board

representing the group of Western

European and Other States (WEOG) in



Engaging with UNICEF at HQ,

regional and country level

the five member bureau. This highlights



Undertaking a midterm review of the

the importance attached to the oversight

present strategy

and guidance functions of the Board, and it

will provide enhanced opportunities to

influence and set the agenda for this work, e.g. through calling for informal consultations

within Danish priorities.

Denmark’s

bilateral dialogue with UNICEF will include annual

consultations at ministerial or ambassadorial level with the senior management of UNICEF, as

well as regular discussions in both New York and Copenhagen. At country level, the Danish

bilateral representations in developing countries, which are working with UNICEF, will feed

into the dialogue in New York with country specific recommendations and experiences.

Denmark will continue to coordinate closely with likeminded partners, in particular the Nordic

countries, regarding UNICEF issues, including regular coordination meetings prior to

important discussions and decision making. Another important avenue for cooperation and

dialogue is

UNICEF’s strong presence in

the UN City in Copenhagen, which heightens the

Danish profile and voice in UNICEF.

Monitoring of Danish priorities

will be aligned to UNICEF’s own results reporting

as described

below. A number of outcomes, outputs and indicators have been selected for the Danish

monitoring framework (Annex 5). The Danish UN Mission will report on the Organisation

Strategy in accordance

with the “Guidelines

for Management of Danish Multilateral

Development Cooperation”

in collaboration with relevant entities in Copenhagen and at

country level. A mid-term review of the present strategy will be conducted, drawing on

UNICEF’s own mid-term

review the Strategic Plan in 2016.

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5.1 Monitoring and Evaluation (M&E) in UNICEF

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. These results are divided into three levels with

corresponding indicators. The

overall aim of UNICEF’s efforts is to contribute to the

impact

of “realizing the rights of every child, especially the most disadvantaged”. UNICEF will pursue

this through the seven priority outcomes in the Strategic Plan. The concrete deliverables of

UNICEF to this end is specified in several outputs connected to each outcome. Guidance has

been provided to country offices in formulating Country Programme Documents (CPDs) that

are compliant with these design parameters of the Strategic Plan. 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. Complementary to these efforts,

UNICEF operates with an enterprise management system (VISION), which presents annually

updated profiles of UNICEF performance at intermediate result level by programme area and

country. UNICEF has also increased support to a wider use by country offices of the

Monitoring Results for Equity System (MoRES), which helps ensure that the equity approach

of reaching the most marginalised children is evidence-based.

UNICEF’s

Evaluation Policy

from 2013 provides the guiding principles and standards for the

Evaluation Function at UNICEF. It sets out the purpose, concepts and intended use of

evaluation; itemises 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 over transition situations to more stable development settings.

Decentralisation is a key characteristic of the UNICEF evaluation system, and UNICEF

country offices, together with programme countries, commission most evaluation work. The

Executive Board exercises oversight of the evaluation function, while the Executive Director

safeguards its independence on the advice of the

Global Evaluation Committee.

6 Preliminary Budget Overview

Budget (mil. DKK)

2014 2015* 2016*

Core funding

180

Humanitarian action

Innovation

TBD

Earmarked funding

TBD TBD

TBD

Total

230

220

* The numbers for 2015-2017 are preliminary and subject to parliamentary approval.

2017*

180

TBD

220

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 million yearly in 2014-2015.

The purpose 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. Furthermore, UNICEF is

a preferred partner in humanitarian situations, and the organisation is expected to continue to

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receive substantial funding for this area through the Humanitarian Partnership Agreement and

other earmarked funds.

7 Risks

For UNICEF 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.

A health oriented organisation:

UNICEF has traditionally been very focused on the health

aspects of its 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, bearing the risk of potential underfunding of other areas.

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.

Misuse of funds and institutional risks:

UNICEF operates in humanitarian and conflict-

affected countries and situations and has significant procurement activities, which exposes its

operations to possible fraud and corruption. As described, Denmark supports UNICEF’s

efforts in combatting fraud and corruption and consistently improving its risk management

approach, which covers both systemic and internal risks.

Lack of flexibility in funding:

Despite being a strong performer on fundraising, the vast

majority of UNICEF resources are tied, which may negatively impact on the flexibility in

UNICEF’s long-term

corporate planning and prioritisation and the pursuance of greater

integration across different fields of work, e.g. humanitarian action and development assistance.

UNICEF is increasing its outreach to emerging donors to broaden the donor base, doing

innovative work in private fundraising through UNICEF’s national committees,

and lobbying

traditional donors for increased un-earmarking, including through increasing the proportion of

funds received in the form of thematic contributions - efforts that Denmark is supportive of.

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

risks impacting

not only UNICEF’s performance, but also the entire humanitarian

system due

UNICEF’s cluster lead role. UNICEF’s Strengthening

Humanitarian Action Initiative

addresses several of these challenges, while the institutional reforms described above should

begin to improve the ability to attract qualified staff.

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Annex 1:

UNICEF’s Strategic Plan and Results Frameworks

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Annex 2: Organisation of UNICEF

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Annex 3:

UNICEF’s funding

Total contributions to UNICEF by type of funding 2003-2012 (USD million)

Budgeted use of UNICEF resources, 2014-17

Mangement

activities, 8.2

development

coordination,

0.2 %

Special

purpose

activities, 3.9

Development

activities, 88.7

Top UNICEF government core donors in 2013 (USD million)

140

120

100

125,2

82,1

69,4

62,4

44,5

31,9

27,8

22,7

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Danish contribution to UNICEF by type of funding 2003-2013 (USD million)

OR-E = Other resources (earmarked resources)

–

Emergency

OR-R = Other resources (earmarked resources)

–

Regular

RR = Regular resources (core resources)

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Annex 4: Danish results framework

Priority area 1: Promoting quality education for all children

Relevant outcome

Relevant outputs

Relevant output indicators

(Selected from the

results framework of

results framework of the

the UNICEF Strategic

UNICEF Strategic Plan, 2014- UNICEF Strategic Plan, 2014-

Plan, 2014-2017)

2017)

Output b:

Indicator P5.b.1: Countries with

Increased national capacity to

innovative approaches at scale to

provide access to early learning improve access to education and

opportunities and quality

learning outcomes for the most

primary and secondary

disadvantaged and excluded

education.

children

Target: 104

Baseline: 59

Output c:

Indicator P5.c.1: Countries with

Strengthened political

well-functioning student learning

commitment, accountability

assessment system, especially for

and national capacity to

early grades

legislate, plan and budget for

Target:119

scaling-up quality and inclusive Baseline: 81

P5. Outcome:

education

Improved learning

Output d:

Indicator P5.d.1: Number and

outcomes and equitable

Increased country capacity and percentage of UNICEF targeted

and inclusive education

delivery of services to ensure

children in humanitarian

girls and boys access to safe

situations accessing formal or

and secure forms of education non-formal basic education

and critical information for

Target: 100%

their own well-being in

Baseline: 73%

humanitarian situations

Output e:

Indicator P5.e.2: Countries with

Increased capacity of

EMIS providing disaggregated

governments and partners, as

data that allow identification of

duty-bearers, to identify and

barriers and bottlenecks that

respond to key human rights

inhibit realization of the rights of

and gender equality dimensions disadvantaged children

of school readiness and

Target: 123

performance

Baseline: 66

Priority area 2: Bridging humanitarian action and development assistance

Relevant results area

Relevant results

Relevant key performance

(Selected from the

indicators

results framework of

results framework of the

(Selected from the

1 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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the UNICEF Strategic

Plan, 2014-2017)

results framework of the

UNICEF Strategic Plan, 2014-

2017)

Timely, effective and

Indicator DE.18: Percentage of

coordinated support is

major humanitarian situations in

provided for saving lives and

which UNICEF reported

protecting rights in all

monthly on progress against a

small number of CCC-aligned

humanitarian situations,

building resilience and reducing results indicators

vulnerability.

Target: 100%

Baseline: 81%

Results area 1:

Improved

Indicator DE.15: Percentage and

accountability of results

number of humanitarian

situations in which country

offices receive effective

operational, programmatic,

financial or policy support from

regional office and headquarters

Target: 80%

Baseline: 60%

Management results

Effective management, use and Indicator M2.3: Percentage of

area 2:

stewardship are assured of

emergencies in which

Corporate financial,

financial and information and

information technology services

information and

communication technology

requested are provided as per

communication

resources, assets and

standards in the revised CCCs

Target:

technology and

administrative policies,

Baseline: 75%

administrative

procedures and systems

management

Leadership of humanitarian

Indicator C.1: For globally led or

clusters under UNICEF

co-led clusters and areas of

responsibility is carried out

responsibility, percentage of

country-level clusters and areas

effectively.

of responsibility that have a

designated country coordinator

Results area 7: United

Target: 50%

Nations development

Baseline: 100%

system leadership and

C.2 For newly activated clusters

coordination

or areas of responsibility,

percentage of country

coordinator positions filled

within 30 days of cluster

activation

Target: 90%

Baseline: 100%

Priority area 3: Advancing effective child protection

Relevant outcome

Relevant outputs

Relevant output indicators

(Selected from the

UNICEF Strategic Plan, 2014-

2017)

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results framework of

the UNICEF Strategic

Plan, 2014-2017)

results framework of the

UNICEF Strategic Plan, 2014-

2017)

Output a:

Enhanced support and

increased capacities of children

and families to protect

themselves and to eliminate

practices and behaviours

harmful to children.

Output c:

Strengthened political

commitment, accountability

and national capacity to

legislate, plan and budget for

Outcome: Improved

scaling up interventions that

and equitable

prevent and respond to

prevention of and

response to violence, violence, abuse, exploitation

abuse, exploitation and and neglect.

neglect of children

Output b:

Indicator P6.b.1: Countries with

Increased national capacity to

functioning child protection

provide access to child

systems offering preventive and

protection systems that prevent response services

and respond to violence, abuse, Target: 100

Baseline: 71

exploitation and neglect.

Output d:

Indicator P6.d.2: Countries in

Increased country capacity and humanitarian action where

delivery of services to ensure

country sub-cluster or sector

that children’s rights to

coordination mechanism for a)

protection from violence,

child protection, b) gender-based

abuse and exploitation are

violence;

sustained and promoted in

Target: 100%

humanitarian situations.

Baseline: a) 31, b)14

Priority area 4: Enhancing organisational efficiency and effectiveness

Relevant results area

Relevant results

Relevant key performance

(Selected from the

indicators

results framework of

results framework of the

(Selected from the

the UNICEF Strategic

UNICEF Strategic Plan, 2014- results framework of the

Plan, 2014-2017)

2017)

UNICEF Strategic Plan, 2014-

2017)

Results area 1:

Policies, guidance and technical Indicator DE.6: Percentage of

Improved

support are accessible and

country offices using common

accountability of results relevant, enabling high-quality results-based management tools

country programming and

and principles (QCPR)

reporting

Target: 50 %

results framework of the

UNICEF Strategic Plan, 2014-

2017)

Indicator P6.a.1: Countries with

at least 50% of target population

able to identify key protection

risks prioritized in the country

programme of cooperation and

can name places where violations

can be reported

Target: TBD

Baseline: Risk

–

2, Place

–

Indicator P6.c.1: Countries with

legislation on child protection

consistent with or better than

international standards.

Target: 100

Baseline: 81

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Management results

area 2:

Corporate financial,

information and

communication

technology and

administrative

management

Effective and streamlined

M4.2 Percentage of requests for

human resources policy and

surge capacity support met within

procedures are in place and

56 days (from formal request to

implemented, providing quality arrival of staff member in

advisory support to develop

country, in accordance with

and maintain a flexible and

CCCs)

highly skilled and motivated

Target: 90%

workforce

Baseline: 92%

Priority area 5: Fighting corruption and managing risks

Relevant results area

Relevant results

Relevant key performance

(Selected from the

indicators

results framework of

results framework of the

(Selected from the

Management results

area 3:

Corporate external

relations and

partnerships,

communications and

resource mobilization

Management results

area 4:

Human resources

management

Baseline: 28 %

DE.12 Number of country

offices that apply the standard

operating procedures for

Delivering as One countries, or

components of them (QCPR)

Target: 28 %

Baseline: 50 %

Effective management, use and Indicator M2.2: Percentage

stewardship are assured of

reduction in travel costs from

financial and information and

management budget

communication technology

Target:

resources, assets and

Baseline: 2.9% (2012)

administrative policies,

Indicator M2.6: Number of

procedures and systems

countries implementing i.

common services, ii. common

long-term agreements, iii.

harmonized approach to

procurement, iv. common human

resources management, v.

information and communication

technology services and vi.

financial management services

(QCPR)

Target: i. All, ii. All, iii. TBD, iv.

TBD, v. TBD, vi. TBD

Baseline: i. All, ii. 89, iii. 45, iv.

25, v. 28, vi. 27

Strengthened partnerships with Indicator M3.6: Percentage of

Member States, multilateral

UNICEF country offices

agencies and United Nations

participating in a common

organizations, and strategic and budgetary framework

Target: 50%

innovative communications

and public advocacy

Baseline: 31%

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the UNICEF Strategic

Plan, 2014-2017)

UNICEF Strategic Plan, 2014-

2017)

Enhanced transparency is

achieved through improved

Results area 1:

access to key corporate

Improved

information and official

accountability of results

documents

Independent and effective

oversight and assurance are

effected through

implementation of internal

Management results

controls on the use of

area 1:

UNICEF resources and on the

Independent corporate

relevance, efficiency,

oversight and assurance

effectiveness, sustainability and

impact of UNICEF-assisted

programmes

results framework of the

UNICEF Strategic Plan, 2014-

2017)

Indicator DE.24: Timely

publication of all financial and

annual performance data in

public domain.

Target: Quarterly

Baseline: Annual

Indicator M1.4: Number of

offices/divisions with audit

recommendations outstanding

for over 18 months

Target: < 10 each year

Baseline: 3

Indicator M1.6: Percentage of

complaints investigated and

closed within 6 months

Target: 100%

Baseline: 85%