URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Udenrigsudvalget 2015-16
URU Alm.del Bilag 133
Offentligt

Organisation Strategy Note

for Denmark’s support to

International Planned Parenthood

Federation (IPPF)

2015-2019

December 2015

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

1. Introduction

This strategy note lays out the basic strategic considerations that underpin cooperation

between Denmark and the International Planned Parenthood Federation (IPPF) and outlines

how the work of the Federation corresponds with Denmark’s priorities in the field of sexual

and reproductive health and rights (SRHR). SRHR is a key policy priority in Danish

Development Cooperation and is ambitiously pursued in bilateral development programmes

as well as at the normative policy level in multilateral fora. The strategy note covers the

period 2015-19, with 2019 being the year of the mid-term review of IPPF’s new Strategic

Framework.

IPPF will transition from its current Strategic Framework (2005-2015) to its New Strategic

Framework in 2016. As this strategy note covers the period 2015-19, both strategic

frameworks are addressed in this strategy note.

2. The Organisation

IPPF is an international non-governmental organisation that works to improve SRHR for all,

with a special focus on poor, under-served and vulnerable populations. Initially established in

1952 by family planning services from eight countries, IPPF has grown into the world’s

largest non-governmental provider of family planning services, with the Federation

consisting of 147 nationally owned and managed Member Associations (MAs) giving it a

presence in some 170 countries worldwide.

IPPF has a Secretariat consisting of a Central Office in London and six Regional Offices based

in Brussels (Europe), Kuala Lumpur (East and South East Asia & Oceania), Nairobi (Africa),

New Delhi (South Asia), New York (Western Hemisphere) and Tunis (Arab World). The

Regional Offices are the hub of capacity building and systems strengthening activities in the

Federation. They provide technical support to MAs and co-ordinate regional actions and

approaches. IPPF is committed to practising good governance throughout the Federation and

ensures accountability through the regular accreditation of its MAs. All MAs must adhere to

10 fundamental principles and 49 standards relating to their programmatic and financial

management as well as constitutional and medical service standards to qualify for and

maintain their membership status.

The Director-General of IPPF is based at the Central Office in London. IPPF’s Central Office

carries out the policies and functions as approved by its Governing Council and provides

policy leadership to guide the work of MAs. In addition to being a conduit for donor support,

the Central Office acts as a global co-ordinator for advocacy efforts and special initiatives.

The Central Office is also a source of quality assurance through its accreditation processes,

quality of care programmes, financial and human resource management and its internal

audit functions. IPPF’s Central Office currently employs 104 staff engaged in providing

technical, programmatic and administrative support to the Federation’s 33,000 local staff

worldwide.

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

2.1.

Governance and Accountability

IPPF is an NGO founded on democratic governance structures. IPPF’s highest decision-

making body, the Governing Council, consists of 24 democratically elected volunteers from

governing bodies of the MAs. The Governing Council meets twice a year and follows a

rigorous Code of Good Governance, which is subject to strict accreditation, monitoring and

evaluation standards. The Governing Council receives, discusses and approves financial and

audit reports, and has ultimate responsibility for overviewing, developing and agreeing on

IPPF’s strategy, policy and priorities and is further charged with ensuring its own review and

renewal. As donors are not represented on the Governing Council, Denmark’s option for

exerting its influence on IPPF takes the form of regular dialogue with the Federation and

participation in its annual meeting.

As a step towards realizing its New Strategic Framework, IPPF is planning to establish a

Donors’ Advisory Group (DAG) by the end of 2015. DAG is intended to function as a forum

for strategic engagement between IPPF and the organisation’s key donors providing

unrestricted funding. Membership is expected to be granted to donors providing over US$ 1

million of unrestricted income in the previous IPPF financial year. IPPF will use DAG to seek

the input of principal donors in terms of setting the Federation’s strategic direction. Once

DAG is established, Denmark will be able to give recommendations and gain an insight into

IPPF’s policy and programming plans at the annual DAG meeting.

2.2. Financial Resources

IPPF's annual income in 2014 amounted to US$ 126 million. IPPF's main source of funding

takes the form of government grants, which in 2014 accounted for approximately 72% per

cent of total income. The top government donors in 2014 (in order of size of the donation)

were: Sweden, the United Kingdom, Japan, Denmark, Germany, Norway, the Netherlands,

and Australia. Contributions from other multilateral agencies, private foundations and other

sources accounted for US$ 31.6 million in 2014.

IPPF made grants to MAs and partner organizations amounting to US$ 74.5 million in 2014.

As part of efforts to ensure financial sustainability, MAs have increasingly sought to raise

more funding for their activities at the national level and on average accounted for 84 per

cent of their own budgets in 2013.

In 2014, 61 per cent of IPPF's total income was raised through unrestricted core funding

support and 39 per cent was through restricted funding.

3. Denmark’s Partnership with IPPF – Policy Priorities and Budget

Denmark has a long-standing cooperation with IPPF based on a shared dedication to the

pursuit of a human rights-based approach to development and strong focus on SRHR, which

is a key policy priority for Denmark as reflected in the substantial annual contribution given

to IPPF. Denmark has provided substantial core contributions to IPPF since 2003, and the

special standing of Denmark as one of the top four donors to the Federation is also reflected

in the invitation extended to Denmark to become a member of the Donors’ Advisory Group.

3.1. Relevance and Justification for Danish Support

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Denmark’s support to and cooperation with IPPF is guided by the following strategies: “The

Right to a Better Life: Strategy for Denmark’s Development Cooperation”, “Strategic

Framework for Gender Equality, Rights and Diversity in Danish Development Corporation”

and “The Promotion of Sexual and Reproductive Health and Rights: Strategy for Denmark’s

Support”.

3.2.

Transitioning from the Current to the New Strategic Framework

IPPF will transition from one strategic framework to another in 2016. As this strategy note

covers the period 2015-19, both strategic frameworks as well as the linkages between them

will be addressed.



The Current Strategic Framework (2005-15):

IPPF’s current priorities are guided by its

Strategic Framework (2005–2015),

centred around

“the five ‘A’s” which align IPPF’s programme of work with internationally agreed

development frameworks.

The five ‘A’s are:

Access:

All people, particularly the poor and under-served, are able to exercise their rights, to

make free and informed choices about their sexual and reproductive health, and have access

to SRH information, sexuality education and high quality services, including family planning.

Advocacy:

Strong public, political and financial commitment to and support for sexual and

reproductive health and rights at the national and international level.

Adolescents:

All adolescents and young people are aware of their sexual and reproductive

rights and empowered to make informed choices and decisions regarding their sexual and

reproductive health.

Abortion:

Universal recognition of a woman’s right to choose and have access to safe

abortion, and a reduction in the incidence of unsafe abortion.

HIV and AIDS:

Reduction in the global incidence of HIV and the full protection of the rights of

people infected and affected by HIV.

Following the 2010 mid-term review of the Strategic Framework, IPPF sought to accelerate its

performance through introducing three

Change Goals

–

Unite, Deliver, and Perform

during

the period 2012-2015. These are:



Goal 1: Unite – a global movement fighting for SRHR for all;

Goal 2: Deliver – access for all; reducing unmet need by doubling services; and

Goal 3: Perform – a relevant and accountable Federation.

The New Strategic Framework (2016-2022):

IPPF’s new Strategic Framework (2016-2022) builds on the three Change Goals by continuing

the work and results achieved thus far. As such, IPPF will continue to work towards

strengthening the global SRHR advocacy movement, enhance and expand service delivery to

all, with a particular focus on women and girls and the under-served populations, and

continuously improve performance as an organization. Planned outcomes, priority

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

objectives, indicators and targets are reflected in the Performance Measurement Framework

in Annex 1.

IPPF’s new Strategic Framework has been designed with a view to incorporating the 2030

development framework and taking into consideration major global trends such as the

world’s largest ever population of young people emerging within this generation; continuing

discrimination against women and girls; and a conservative and well-organized opposition

threatening SRHR in many countries.

The new Strategic Framework will focus on four clearly measurable outcomes, with an

increased focus on youth, voluntarism and local participation, as laid out below:

1. 100 Governments to respect, protect and fulfil sexual and reproductive rights and gender

equality

2. 1 billion people empowered to exercise their sexual and reproductive health and rights

3. 2 billion quality integrated sexual and reproductive health services delivered

4. A high performing, accountable and united Federation

3.3. Linkages between Danish and IPPF Policy Priorities

IPPF’s focus areas in the current as well as the future strategic framework correspond with

Denmark’s commitment to promoting a human rights-based approach to development and

SRHR. The key complementary areas of Danish development policy and IPPF’s objectives are:



SRHR as human rights: Like Denmark, IPPF is strongly committed to promoting and

supporting sexual and reproductive rights as human rights. Through the ‘IPPF Sexual

Rights Declaration’, IPPF actively endorses and advocates for greater recognition of

sexual rights for all, including the right to equality, equal protection under the law

and freedom from all forms of discrimination based on sex, sexual orientation or

gender, and rights-based service provision.

To reach vulnerable population groups through a human rights-based approach:

Increasing access to a comprehensive range of quality integrated sexual and

reproductive health (SRH) services for the poor and vulnerable is IPPF’s niche and a

key defining feature of its mandate. IPPF’s commitment to serving those who are

most in need of SRH information and services is reflected by some 48.8 million of the

Federation’s clients being poor and vulnerable, representing 81 per cent of the total

number of people served.

Young people’s access to information and services: The provision of youth friendly

SRHR services and information is a priority for Denmark. IPPF not only prioritizes

addressing the SRHR needs of young people but also aims to shift the focus of the

Federation from being a youth-friendly to a

youth-centred

organization by involving

young people in all aspects of programming as both beneficiaries and decision-

makers.

Encouraging an integrated approach to SRHR and HIV/AIDS: IPPF takes a broad view

of SRH which includes HIV services, safe abortion and sexual and gender based



URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

violence as well as a broad range of other regular SRH services such as counselling,

contraception, STIs, gynaecology and prenatal and post-natal care. This approach is

delivered through IPPF’s Integrated Package of Essential Services (IPES), a minimum

package of high-impact services that is being rolled out across the Federation.

3.4. Denmark as a Donor to IPPF

Since 2003, Denmark has contributed a minimum of DKK 40 million to IPPF annually. The

total Danish contribution in the period 2003-15 (both years included) amounts to DKK 590.3

million.

Denmark’s planned contribution to IPPF for the period 2015-2019 is reflected in the below

table.

Table 1: Denmark’s planned contribution to IPPF (2015-2019) in million DKK:

2015

2016

2017

40*

2018

40*

2019

40*

*The amounts marked with ‘*’ are subject to annual parliamentary approval of the Danish Finance

Bill.

4. Monitoring and Reporting

To measure and report on progress in implementing the Strategic Framework, IPPF uses data

collected annually and held up against the organisation’s

30 global indicators

(GIs) and

service statistics

across all MAs. The global indicators demonstrate both outputs and impact.

The IPPF Regional Offices work with MAs to review progress annually and ensure that

investments are translated into achievement of IPPF’s objectives.

IPPF’s

Performance Dashboard

provides a global framework to monitor progress in

implementing the Strategic Framework. IPPF is currently revising the Performance

Dashboard to reflect the priorities of IPPF vis-à-vis achieving the four Outcomes set out in

the new Strategic Framework. The targets in the Performance Dashboard are specific and

time-bound and aim to increase the Federation’s development impact. All global indicator

data and the Performance Dashboard are published annually in IPPF’s Annual Performance

Report.

To report on

impact,

IPPF uses an impact calculator developed by the Guttmacher Institute

in 2010 to measure the impact of IPPF’s contraceptive services, including unintended

pregnancies averted, unsafe abortion averted and disability-adjusted life years.

To collect

data for improving effectiveness, IPPF relies on audited financial reports, as well as on

standardized activity cost data monitored by regional finance specialists.

measurement of the overall disease burden expressed as the number of years lost due to ill-health,

disability or early death. The measurement provides a way of comparing the overall health and life expectancy

of different countries.

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

In 2015, IPPF will begin using a health management information system to collect, analyse

and report data on SRH services to drive decision-making for improved programmes. This

system will also support the move towards capturing real-time data from all SDPs. Client-

centred clinic management information systems will continue to be at the heart of

promoting meaningful use of information to improve client health outcomes and support

service providers.

5. Risks and Assumptions

IPPF faces

strong and focused opposition

from groups working in a number of countries with

the objective of limiting individual sexual and reproductive rights and of reversing existing

legislation relating to sexual and reproductive rights and access. Such groups also engage in

focused efforts to reduce the funding that IPPF receives from major donors. In order to

counter such opposition, IPPF develops communication and advocacy campaigns to make its

objectives known and works strategically to identify and mobilise allies in the field of sexual

and reproductive health and rights that can help mobilise on behalf of the Federation. In

terms of the normative, international framework for development, IPPF also to a great

extent relies on such allies to continue efforts to work for the inclusion of SRHR, incl. in the

2030 Agenda which charts the course of the international community’s development efforts

for many years to come. A concerted effort by many allies led to a satisfactory reflection of

SRHR in the SDGs, among other due to the active role played by civil society, not least IPPF.

Currently the process of developing the indicator framework for the SDGs is on-going and

IPPF has plays a key role in this work. It highlights IPPF’s strategic importance and relevance

in spearheading efforts to promote the SRHR agenda.

IPPF is principally funded by a small number of government donors on an annual basis, which

renders the Federation vulnerable to sudden changes and exposes it to a long-term

financial

sustainability risk,

heightened by the current economic climate and migration situation. This

is mitigated by attempts to move towards multi-year funding agreements with donor

governments and ensuring that an adequate general reserve is maintained. IPPF’s flexibility

in terms of funding is further circumscribed by the trend of funding mechanisms moving

from being unrestricted to being restricted in nature. Like many other NGOs, IPPF is further

experiencing a changing environment of donor funding, with more governments providing

assistance through their representatives at national level whilst multi-lateral channels are

diminishing. Mitigation strategies in the area of funding include investment in the

development of a strengthened resource mobilization capacity within IPPF and ensuring that

MAs have the skills, credibility and competence to access funding at the national level.

As any organisation, IPPF is exposed to

fiduciary risk and mismanagement.

IPPF has zero

tolerance of fraud of any type or in any circumstances, whether carried out by volunteers,

staff, contractors, partners or clients. IPPF has policies in place on fraud and anti-bribery and

fraud can be reported via the Federation website. In addition to these policies, risk of

mismanagement of funds is mitigated through a range of measures including external audits

and IPPF Secretariat processes and controls as well as a thorough accreditation process for

MA’s, involving review of governance, financial management and procurement systems and

procedures.

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Due to the

varying degrees of development and competence

present across IPPF,

performance may vary significantly across the Federation, which may impact adversely on

the achievement of goals set. Mitigation strategies include scrutiny of MAs receiving grants

through inter alia accreditation and allocation processes, results management and provision

of technical assistance from regional offices.

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Annex 1: IPPF Results Framework 2015-2019

Outcome

Priority Objectives

Indicator

2014

(actual)

2015

(target)

2016

(target -

baseline

for new

SF)

106

2017

(target)

2018

(target)

2019

(target)

Notes

Outcome 1

By 2022, 100

governments will

respect, protect and

fulfil sexual and

reproductive rights and

gender equality

Priority objective

one:

Galvanize

commitment and

secure legislative,

policy and practice

improvements

Number of successful policy

initiatives and/or legislative

changes in support of SRHR

to which IPPF advocacy

contributed (at national,

regional and global levels)

Percentage of countries who

are on track with their post-

2015 targets improving

sexual and reproductive

rights

Number of youth / women’s

groups take a publicly

supportive action on SRHR

to which IPPF engagement

contributed

104

109

112

114

Dataset to

developed

Dataset

to be

developed

Dataset

to be

developed

Dataset

to be

developed

This is a new indicator.

Methodology will be

developed and pilot tested in

2016.

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

Priority objective

two:

Engage

women and youth

leaders as

advocates for

change

Outcome 2

By 2022, one billion

people will act freely on

their sexual and

reproductive health

and rights

Priority objective

three:

Enable

young people to

access

comprehensive

sexuality education

and realize their

sexual rights

500

517

533

550

Number of young people

who have completed a

quality-assured CSE

programme (delivered or

enabled by Member

Association volunteers

or staff) (millions)

25,2

26,5

27,8

29,8

31,9

34,2

These figures accommodate

IPPF plans to revise

methodology from 2016 to

assess both quality of

curricula and delivery of CSE

programmes. This will weight

different approaches by MAs

in providing an entire CSE

programme, partial

components or single

sessions (for example, in

collaboration with schools).

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Priority objective

four:

Engage

champions,

opinion formers

and the media to

promote health,

choice and rights

Outcome 3

By 2022, IPPF and our

partners will provide

two billion quality,

integrated sexual and

reproductive health

services

Priority objective

five:

Deliver rights

based services

including for

safe abortion and

HIV

Percentage of young people

who completed CSE increase

their SRHR knowledge and

their ability to exercise their

sexual rights

Number of people reached

with positive SRHR messages

(millions)

75%

80,0

92,8

107,6

124,9

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

Number of SRH services

provided (millions)

130,7

137,2

142,0

147,0

152,2

157,5

Number of couple years of

protection (millions)

Percentage of IPPF’s clients

who would recommend our

services

14,6

15,3

15,6

15,9

16,1

16,4

85%

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

The reduction in 2016 to

2019 targets from those in

the draft Results Framework

provided in September is due

to analysis of trends data

which revealed a lower

annual increase in

performance between

particularly for 2013-2014

than in previous years. This is

a result of IPPF's more

rigorous approach to the

definition of 'enabled

services' with a focus on

Priority objective

six:

Enable services

through public and

private health

providers

Number of SRH services

enabled (millions)

18,5

19,4

20,6

21,8

23,1

24,5

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Additional

indicators on

service

performance

Number of SRH services

delivered to young people

under 25 years (as a

percentage of all services

delivered) (millions)

Number of abortion-related

services delivered* (millions)

Number of HIV-related

services delivered* (millions)

Proportion of Member

Associations providing the

Integrated Package of

Essential Services (6 out of 8

components of the IPES

package)

Proportion of Member

Associations providing the

Integrated Package of

Essential Services (8 out of 8

components of the IPES

package)

Estimated number of IPPF

clients who are poor and/or

vulnerable (as a % of all

clients) (millions)

66.6

(45%)

69.9

(45%)

73.2

(45%)

76.0

(45%)

78.9

(45%)

81.9

(45%)

ensuring the quality of the

services provided by non-MA

owned Associated Clinics.

45% of total SRH services

delivered (provided and

enabled)

3,8

4.60

4,76

4,93

5,1

5,28

2015 target set at 21%

increase from 2014 actual.

31,8

33,4

35,1

36,8

38,7

40,6

67%

70%

73%

76%

85%

95%

30%

33%

36%

39%

44%

50%

52,6

49,5

55,2

58,0

60,9

63,9

85%

5,90

80%

6,18

80%

6,31

80%

6,43

80%

6,51

80%

6,63

Number of unintended

pregnancies averted

estimated for all ages

(millions)

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF

Number of unintended

pregnancies averted

estimated by for young

people (millions)

Number of unsafe abortions

averted (millions)

2,66

2,78

2,84

2,89

2,93

2,99

0,70

0,73

0,75

0,76

0,77

0,79

Outcome 4

By 2022, IPPF will be a

high performing,

accountable and united

Federation

Priority objective

seven:

Enhance

operational

effectiveness and

double national

and global income

Total income generated by

IPPF Secretariat (US$)

(millions)

Total income generated

locally by grant-receiving

Member Associations (US$)

(millions)

Proportion of IPPF’s

unrestricted funding used to

reward Member

Associations through a

performance-based funding

system

Number of IPPF volunteers

(millions)

126,1

132,4

136,8

141,3

146,0

150,8

370,3

388,8

401,6

414,9

428,6

442,7

10%

20%

Priority objective

eight:

Grow our

volunteer and

activist supporter

base. IPPF will

invest in

communications

staff, systems and

technologies

0,14

0,23

0,29

0,33

Number of online activists

(millions)

0,20

0,25

0,30

0,33

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

This is a new indicator.

Methodology to be

developed and pilot tested in

2016 to confirm targets

presented here.

* - for these indicators, the numbers of services 'provided'and 'enabled' are

totalled.

URU, Alm.del - 2015-16 - Bilag 133: Organisationsstrateginote for den internationale familieplanlægningssammenslutning, IPPF