Udenrigsudvalget 2018-19 (1. samling)
URU Alm.del Bilag 23
Offentligt
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Strategy for Denmark’s Engagement with
The United Nations Development Programme
2018-2022
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1. OBJECTIVES AND PRIORITIES........................................................................................................ 4
2. THE ORGANISATION’S
MANDATE, ORGANISATION AND FUNDING .................................. 5
3. KEY STRATEGIC CHALLENGES AND OPPORTUNITIES ........................................................... 6
3.1 R
ELEVANCE OF THE ORGANISATION IN RELATION TO THE DEVELOPMENT IN INTERNATIONAL
FRAMEWORK CONDITIONS
................................................................................................................................................ 6
3.2 R
ELEVANCE AND EFFECTIVENESS OF THE ORGANISATION IN RELATION TO THE INTERNATIONAL
DEVELOPMENT AND HUMANITARIAN AGENDA
,
AND THE ORGANISATION
’
S REFORM PROCESS TO STAY
RELEVANT AND EFFICIENT
............................................................................................................................................... 7
3.3 T
HE RELEVANCE OF THE ORGANISATION IN RELATION TO
D
ENMARK
’
S PRIORITIES IN DEVELOPMENT
POLICY AND HUMANITARIAN ACTION
............................................................................................................................ 8
4. PRIORITY AREAS AND RESULTS TO BE ACHIEVED ................................................................. 9
P
RIORITY
A
REA
1: E
FFECTIVELY DELIVERING
S
IGNATURE SOLUTION
2: S
TRENGTHEN EFFECTIVE
,
INCLUSIVE AND ACCOUNTABLE GOVERNANCE
. ........................................................................................................... 9
P
RIORITY
A
REA
2: E
FFECTIVELY DELIVERING
S
IGNATURE SOLUTION
3: E
NHANCE NATIONAL PREVENTION
AND RECOVERY CAPACITIES FOR RESILIENT SOCIETIES
........................................................................................... 10
P
RIORITY
A
REA
3: C
ONTINUOUSLY ENHANCE ORGANISATIONAL EFFECTIVENESS CONTRIBUTING TO
UN
REFORM
,
CURBING CORRUPTION AND LEVERAGING INNOVATION
....................................................................... 10
5. FOLLOW UP ON DANISH PRIORITIES ......................................................................................... 12
6. BUDGET............................................................................................................................................... 12
7. RISKS AND ASSUMPTIONS .............................................................................................................. 12
ANNEX 1: DANISH PRIORITIES AND MONITORING ................................................................... 14
ANNEX 2: FUNDING AND KEY FINANCIAL DATA ........................................................................ 18
ANNEX 3: OVERVIEW
OF UNDP’S STRATEGIC
PLAN STRUCTURE .......................................... 21
ANNEX 4: UNDP ORGANIGRAM ........................................................................................................ 22
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UNDP has a dual mandate of supporting individual
country-led efforts to achieve the 2030 Agenda, as well
as a leadership role in ensuring a coherent and a
coordinated UN development system engagement at
country level. UNDP’s
vision is to help countries
achieve sustainable development by eradicating poverty
in all its forms and dimensions, accelerating structural
transformations for sustainable development and
building resilience to crises and shocks.
Denmark supports UNDP because:
It has a unique mandate in efforts to building
sustainable peace and resilience, including through
conflict prevention
It helps rebuild or strengthen critical democratic
governance structures
It’s programming and mandate addresses key
Danish priorities and interests relating to curbing
violent extremism, irregular migration, human
rights, empowerment of women and addressing
extreme poverty
Established:
Headquarters:
Country Offices:
Human resources:
Financial resources:
In USD (2017)
Administrator:
Executive Board
Sessions:
DK member of the
Executive Board:
1965
New York
129 Country Offices, 5
Regional Service Centres and
three global shared services
centres, which serve a total of
170 countries and territories
17,449 staff members
(including consultants,
secondees and UNVs etc.)
including 91 Danish nationals
Core: 612 million
Non-core: 4,3 billion
Achim Steiner
January, June, September
2007-2008; 2009-2012; 2015;
2017-2018; 2020-2021;
Top ten core contributors to UNDP 2017
Germany
5%
Netherlands
6%
Canada
6%
Switzerland
11%
Norway
12%
Denmark
5%
Key challenges for UNDP:
Varying ability to deliver in the field
Focus on comparative advantages within
comprehensive mandate
Transitioning to its new role within the UN
Development System
Lack of independence and impartiality vis-à-vis host
governments
Ability to respond with flexibility to sudden needs
United States
15%
United
Kingdom
14%
Sweden
13%
Japan
13%
Denmark will expect UNDP to:
Deliver on its core mandates specifically related to
democratic governance and sustaining peace
Define its new role within the UN development
system as part of UN reform efforts
Continuously enhance organisational effectiveness
contributing to UN reform, curbing corruption and
leveraging innovation
Funding to UNDP as stipulated in the Danish draft Finance Act 2019
(million DKK)
120
100
Core contribution
Denmark will follow-up by:
80
Innovation activities
Engaging strategically and constructively with
UNDP at HQ, regional and country level
Monitoring and reporting on Danish priorities based
on UNDP’s results framework
Conducting annual consultations and actively
participating in the Executive Board
Undertaking a mid-term review of the Danish
strategy
60
40
20
0
Governance for Peaceful and
Inclusive Societies
Emergency Development
Response to Crisis and
Recovery
Secondments
2018
Planned
2019
Planned
2020
Planned
2021
Planned
2022
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1. Objectives and priorities
This Strategy for Denmark’s
Engagement with the United Nations Development Programme (UNDP),
from this
point referred to as the Strategy,
forms the basis for the Danish contributions to UNDP, and it is the central policy
document guiding
Denmark’s dialogue and partnership with UNDP. It complements
the Strategic Partnership
Agreement between UNDP and Denmark by outlining specific goals and results that Denmark will pursue in its
cooperation with the organisation beyond what is directly funded via earmarked contributions. To this effect, the
Strategy
establishes the Danish priorities for UNDP’s performance within the overall framework established by
UNDP’s own
Strategic Plan. Denmark will work closely with like-minded countries towards the achievement of
results through its efforts to pursue specific goals and priorities. The Strategy
will run in parallel with UNDP’s
Strategic Plan, 2018-2021, while being six months staggered to allow for the full implementation and evaluation of
the current Strategic Plan and the adoption of its successor. The Strategy is aligned with the Strategic Partnership
Agreement between Denmark and UNDP (2017-2019), which entered into force in 2017, and will cover the period
July 2018
–
June 2022.
Denmark’s
strategy for its partnership with UNDP is anchored in
Denmark’s
Strategy for Development
Cooperation and Humanitarian Action,
The World 2030,
which highlights that the UN, the World Bank and the
regional development banks will be key actors in achieving the Sustainable Development Goals towards 2030, and
that Denmark will prioritise an active partnership with the UN organisations whose mandates cover Danish
priorities in terms of interests and values, and where Denmark can contribute to advancing a global agenda.
The key priorities
for Denmark’s support to UNDP are
to enable the organisation to deliver development
responses in crisis contexts and regions characterised by fragility, as well as critical support to democratic
governance and peacebuilding processes, including in countries of particular priority for Denmark, and to pursue
organisational effectiveness in its operations at all levels and maximize development impact through innovation
and fit for purpose staffing. As outlined in the Strategic
Partnership Agreement for 2017-2019, Denmark is committed to
The three Priority Areas for Danish
providing predictable funding to UNDP, amounting to DKK 243
support spanning both earmarked and
million in 2018.
core contributions to UNDP 2018-2022
are:
In addition to the core contribution
for UNDP’s activities and
1. Effectively delivering Signature
programmes, earmarked funding is provided
for UNDP’s Funding
solution 2: Strengthen effective,
Window
1
for
Governance for Peaceful and Inclusive Societies
to be used
inclusive and accountable
for activities in the G5 Sahel-countries (Mali, Burkina Faso, Niger,
governance
Mauritania and Chad); Earmarked funding for UNDP’s Funding
2. Effectively delivering Signature
Window for
Early Development Response to Crisis and Recovery
to be
solution 3: Enhance national
used for activities in the G5 Sahel-countries (Mali, Burkina Faso,
prevention and recovery capacities
Niger, Mauritania and Chad), Horn of Africa, Syria and Iraq;
for resilient societies
Funding for UNDP’s
Innovation Facility; and funding for
3. Continuously enhance
Cooperation in the Area of Human Resources, which includes the
organisational effectiveness
secondment of technical experts (e.g. JPOs and Senior Advisors)
contributing to UN reform,
at both field- and Head Quarters-level to support the development
curbing corruption and leveraging
activities of UNDP within prioritised areas of work agreed
innovation
between Denmark and UNDP. Denmark also provides
contributions to UNDPs work through its bilateral programmes at
country level and for specific projects.
The following two sections will provide the background for these specific priorities by outlining Denmark’s view
on UNDP’s
role
within the broader multilateral system, including important challenges and key comparative
advantages. Section 4 subsequently covers each of the three priority areas in greater depth, while section 5-7 present
the projected budget, follow-up mechanisms and risks, risk responses and assumptions relevant to the Strategy.
1
UNDP established four flexible funding windows in 2016 to help UNDP and partners align around common goals in
order to support country-level efforts to achieve the Sustainable Development Goals: 1) Sustainable Development and
Poverty Eradication (SDPE); 2) Governance for Inclusive and Peaceful Societies (GIPS); 3) Climate Change and Disaster
Risk Reduction (CCDRR); and 4) Emergency Development Response to Crisis and Recovery (EDRCR).
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2. The
organisation’s mandate, organisation
and funding
UNDP has the dual mandate of supporting individual country-led efforts to achieve the 2030 Agenda, as well as a
leadership role in ensuring a coherent and coordinated UN Development System (UNDS) at country level. UNDP
further performs a leading role in global development policy thinking that covers, e.g. governance and the role of
the private sector in development. UNDP has the most comprehensive mandate among all the UN agencies,
including a specific, unique and highly challenging mandate on democratic governance, peacebuilding and state
building in post-conflict settings. The mandate is further guided by the 2030 Agenda’s
commitment to “leaving
no
one behind” and reaching those furthest behind first.
Operating in 170 countries and territories (of which some are covered by multi-country offices), UNDP currently
maintains the most extensive operational platform for development and is the largest UN development
organisation worldwide. At country-level, UNDP serves as an operational support platform for UN agencies and
other partners, and, in the role of an integrator, as a service provider and implementation partner across the UNDS.
In many contexts, UNDP is a long-term trusted partner of host governments, which gives UNDP a privileged
position for supporting national development processes. This integrator role is of increasing importance in the
pursuit of achieving the 2030 Agenda, as
development challenges are increasingly complex
UNDP organises its work towards achieving the three
and
interlinked,
requiring
strengthened
overall development outcomes through six Signature
collaboration across sectors in pursuit of
Solutions, which can be combined as needed to meet
transformational change. UNDP’s implementation
specific development contexts:
capacity through its global presence has allowed for
the provision of services that include human
1. Signature solution 1: Keeping people out of poverty
resources, IT systems, etc. to the broader UNDS. In
case no other agency is able to respond to demands
2. Signature solution 2: Strengthen effective, inclusive and
at country level, UNDP has a mandate as a
provider
accountable governance
of last resort.
UNDP works with other UN entities to
3. Signature solution 3: Enhance national prevention and
promote more integrated United Nations
recovery capacities for resilient societies
Development Assistance Frameworks (UNDAFs)
and has up until recently continued to manage and
4. Signature solution 4: Promote nature-based solutions for a
fund the majority of the UN Resident Coordinator
sustainable planet
function. As part of the repositioning of the United
Nations Development System in the context of the
5. Signature solution 5: Close the energy gap
QCPR, the Resident Coordinator function will be
6. Signature solution 6: Strengthen gender equality and the
separated from the UNDP Resident Representative
empowerment of women and girls
as of 1 January 2019, which will require the
organisation to recalibrate its approach and role
within the UNDS at country level. UNDP further administers the United Nations Capital Development Fund
(UNCDF) and United Nations Volunteers programme (UNV). UNDP’s administrator, Achim Steiner, serves as
the vice-chair of the UN Sustainable Development Group (UNSDG).
UNDP is funded entirely from voluntary contributions totalling approximately USD 5 billion annually. Donor
contributions to UNDP represent about one-fifth of all contributions to the UN Development System. In 2017,
Denmark was the 10th largest donor
to UNDP’s
core resources (8th in terms of total contributions) and has, since
2008, remained a top-ten donor to UNDP’s core resources but has dropped in this ranking in recent years as
illustrated in the table below. Denmark contributed DKK 175 million in core funding to UNDP in 2017 as well
as approximately DKK 380 million in other resources (non-core or earmarked funding at global or local level).
Denmark’s contributions to UNDP in million USD
Regular
DK's Regular
Other
resources
Resources
Resources
Ranking
Year
2014
60.14
7th
32.34
2015
46.90
8th
21.45
2016
30.32
9th
20.39
2017
27.25
10th
58.67
DK's Other
Resources
Ranking
9th
14th
14th
8th
Total
DK's Total
Ranking
9th
11th
12th
8th
5
Based on UNDP’s annual reports.
92.48
68.36
50.71
85.92
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Over the past years, UNDP has experienced an overall and general decline in core resources as evident in the table
in Annex 2, with core resources constituting around 12% of total contributions received in 2017. Among a number
of factors, one reason for this trend is that donors have allocated funding in line with a wish to support specific
areas of work within UNDP’s comprehensive mandate
based on what are perceived as the comparative advantages
and particular expertise of the organisation. The trend
challenges UNDP’s ability to respond
with flexibility to
sudden needs, and Denmark expects UNDP to address this challenge by continuously expanding the donor base
with new donors including both government and private sector entities, focusing on its comparative advantages in
its programmes and activities, and by expanding the range of services paid for by recipient governments.
3. Key strategic challenges and opportunities
UNDP’s
specific relevance to Danish foreign, development and humanitarian policies is outlined in the following
section as well as how Denmark sees the comparative advantages of UNDP within the broader multilateral system
and how the organisation complements other
aspects of Denmark’s international engagement.
Denmark will
actively work with UNDP to pursue strategic opportunities and address challenges through its funding; advocacy
and policy-oriented engagement in the Executive Board and with the donor community including like-minded
donors; through broader political engagement in the multilateral system and through bilateral channels; as well as
through secondments and technical cooperation including with Danish authorities.
3.1 Relevance of the organisation in relation to the development in international framework
conditions
Denmark’s support to UNDP reflects the commitment in Denmark’s Strategy for Development Cooperation and
Humanitarian Action to the Sustainable Development Goals (SDGs).
UNDP’s mandate and its
Strategic Plan are
well aligned with the UN 2030 Agenda. In fact, UNDP is well positioned to help integrate efforts to pursue the
achievement of the SDGs, e.g. SDG1, SDG5, SDG10 and SDG16, since UNDP
a)
is a lead agency within the UN
Development System,
b)
has a strong country presence,
c)
provides support
through all stages of those countries’
development, i.e. including before, during and after different types of crises and
d)
has a mandate to operate across
a broad range of sectors.
While the broad development mandate enables UNDP to support countries in their realisation of the SDGs within
a range of sectors, it is
also among the key factors for UNDP’s
current funding situation and the decreasing trend
in UNDP’s core
resources to execute the mandate with flexibility. A key strategic priority for UNDP should
therefore be, within the context of the UNDS reform efforts, to deliver on those areas within the mandate where
there is a critical need for UNDP’s expertise
and support. In the Least Developed Countries (LDC), and
particularly those affected by conflict, Denmark sees UNDP as a critical development actor. Evidence shows that
the world’s extreme poor are increasingly
living in conflict-affected contexts and according to World Bank
estimates, the number of the extreme poor living in conflict-affected conditions is expected to rise to more than
60% by 2030. In addition to the millions of people trapped in these cycles of violence, the last decade has seen the
emergence of new conflicts with alarming new statistics, including widespread civilian deaths and the highest
number of forcibly displaced people since the Second World War. By contributing to breaking this node of
pervasive violence and endemic poverty, UNDP’s main value-added
lies in its development support for building
sustainable peace
through conflict prevention (including violent extremism) and support to post-conflict
peacebuilding; and in its support to governance, including local governance, rule of law, capacity development,
core governance functions and state building more broadly. Denmark remains committed to ensuring that UNDP
pursues such objectives through the allocation of adequate resources and will monitor
UNDP’s prioritisation of
resources towards these objectives within its operational activities. Furthermore, while Denmark expects UNDP
to establish strong relations with host country governments to pursue progress on these key areas of interest, it is
imperative that UNDP simultaneously retains its impartiality and willingness to critically address e.g. issues relating
to governance and human rights.
Through its ability to work on early recovery, UNDP plays a key role in supporting a UN-system coherence agenda
with humanitarian, development and peacebuilding actors in different crisis contexts. This includes the
operationalisation of the New Way of Working (NWOW) as a multi-stakeholder agenda that includes governments,
multilateral and bilateral agencies, the World Bank Group and Multilateral Development Banks, as well as civil
society. As part of the reforms of the UNDS, a Joint Steering Committee to Advance Humanitarian and
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Development Collaboration chaired by the Deputy Secretary-General and vice-chaired by the UNDP
Administrator and the Emergency Relief Coordinator will support these efforts.
Denmark therefore expects UNDP to work with humanitarian, development and peacebuilding partners to reduce
needs, risks and vulnerabilities in line with the NWOW. UNDP should work with partners in both the Inter-
Agency Standing Committee (IASC) and in the UN Sustainable Development Group (UNSDG) to overcome
institutional divides and facilitate the rollout of joined up country-level context analysis and planning with a view
to build resilience and self-reliance. UNDP should strive to help bridge the humanitarian-development gap in both
sudden onset crises settings, such as following natural disasters or the sudden outbreak of armed conflict, as well
as in complex protracted crises, such as extended armed conflict or crisis provoked by recurrent climate change
pressures. In the context of displacement crisis, Denmark expects UNDP to contribute to finding durable solutions
for refugees, IDPs and their host communities in collaboration with other actors at country level as well as to
address the root causes of forced and irregular migration.
To address violence, including violent extremism, and create an enabling environment for development, the social
contract between the state and its people must be reinforced and UNDP should engage in such efforts, while
supporting and coordinating others to this effect. The principles of leaving no one behind and reaching those
furthest behind first are critical principles in this context as those most marginalised are often disproportionately
impacted by both poverty and external shocks and suffer from manmade or natural disasters. Moreover, UNDP
has a crucial role to play in establishing and supporting strong and vibrant civil society organisations. Focus on
civil society is a central component of the Danish development policy strategy. Denmark thus envisions a
significant value added for UNDP in navigating and facilitating the interactions between civil societies and host
country governments. Such principles should guide the work and focus of UNDP.
3.2 Relevance and effectiveness of the organisation in relation to the international development
and humanitarian agenda, and the organisation’s
reform process to stay relevant and efficient
UNDP’s
Strategic Plan 2018-2021 was adopted in November 2017 and is anchored in the 2030 Agenda. The vision
of the plan is to help countries achieve the sustainable development goals through three broad development
outcomes:
a)
Eradicating poverty in all its forms and dimensions
b)
Accelerating structural transformations for
sustainable development
c)
Building resilience to crises and shocks.
In accordance with the NWOW and the Grand Bargain, UNDP has committed to working across traditional silos
to achieve collective outcomes and to bridge the divides between the humanitarian system, the development system
and the peace and security architecture. Short-term relief must be combined with longer-term development
interventions as well as efforts to build sustainable peace. The SDGs can only be achieved if both short-term and
long-term needs are addressed in fragile and conflict-affected countries. Denmark expects UNDP to facilitate
vulnerability-focused development efforts that deliver preparedness and early action as well as recovery from crises.
UNDP must help deliver development programmes that are adaptable to high-risk environments in fragile
contexts, thereby helping to stem instability and displacement.
Denmark also expects UNDP to implement its Grand Bargain commitments, including ensuring the humanitarian-
development-peace joined-up engagement in an integrated crosscutting manner. UNDP has committed to facilitate
joint context and risk analysis, joint needs assessments, multi-year planning (including alignment of UNDAFs and
Humanitarian Response Plans) and programming in crises and building the capacity of local actors to help
localization of aid and promoting sustainability in preparedness and response.
As UNDP is usually present before, during and after a crisis hits, it is, in principle, well positioned to ensure a
continuum between different types of assistance reflecting dynamically changing contexts. However, a recent
analysis of UNDP’s formal leadership
of the Early Recovery cluster, i.e. the cluster working group intended to
bring the UN System together in the humanitarian-development nexus, proposed the discontinuation of the cluster
and its transformation into a global mechanism. Ensuring effective responses that bridge humanitarian and
development interventions is a key priority for Denmark reflecting the enormous costs of cyclical humanitarian
responses and development interventions that do not build resilience or take risks into account.
The 2018 repositioning of the UN development system entails changes to the Resident Coordinator System,
including the separation of the RC function from that of the UNDP Resident Representative, which may require
some adjustments to its Strategic Plan in the context of its mid-term review. It will be a key challenge for UNDP
in the years ahead to transition to its new role within the UN Development System and clearly define that role
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through a strong focus on comparative advantages and core functions within the context of greater UN reform.
In its strategic plan, UNDP has taken steps to pre-empt these changes by articulating two distinct roles, which are:
a)
as an integrator across policy, programmatic and organisational silos (with reference to the
country support platforms
and the
global development advisory and implementation services platform),
and
b)
as an operational backbone for the United
Nations and other partners. In relation to
the latter, UNDP’s role as a service provider within the
UN System in
many country contexts remains an important operational enabler spanning, for example, procurement services,
office accommodation, human resources and payroll and transportation services to other parts of the UN system
without presence in the country. The successful implementation of these functions will be of critical importance
to the future of UNDP.
3.3 The relevance of the organisation in relation to Denmark’s priorities in development policy
and humanitarian action
UNDP’s mandate also relates directly to global priorities outlined in Denmark’s Strategy for Development
Cooperation and Humanitarian Action of ensuring
peace, stability, protection and increased resilience in developing countries
(priority 1); in relation to efforts to
address the root causes of forced and irregular migration
(priority 2); and
activities that
promote human rights, democracy, rule of law and gender equality
(priority 4). To focus its efforts, Denmark concentrates its
earmarked funding under the Strategic Partnership Agreement for 2017-2019 on priorities 1, 2 and 4 through
thematic funding via
UNDP’s
funding windows
Governance for Peaceful and Inclusive Societies
in countries of particular
interest to Denmark and
Early Development Response to Crisis and Recovery
in regions of particular interest to Denmark.
Denmark’s
strategic interest in supporting development efforts is articulated in three different contexts: transition
and growth economies; poor, stable countries; and poor, fragile countries and regions characterized by fragility.
Denmark sees a different role for UNDP in these contexts. UNDP’s Strategic Plan operates with three
development
challenges a)
addressing basic development needs,
b)
achieving structural transformations for sustainable
development, and
c)
preventing and recovering from shocks, crises and conflicts by strengthening development
pathways. Structural transformation for sustainable development is particularly relevant for transition and growth
economies. While transition and growth economies often need technical assistance and advice, they frequently
have both financial resources to pay for UNDP’s services and capacity to act as an active and capable partner.
Denmark therefore expects UNDP to pursue, as a strategic and financial priority, that it is paid for its services in
those mid-income contexts where UNDP’s
presence
is requested by the host government, hereby allowing UNDP
to further prioritise its core resources to those countries and contexts, where there is a critical need in accordance
with the principle of leaving no one behind.
Denmark will support UNDP’s work towards developing innovative
partnerships, solutions and approaches in these various
contexts through its support to UNDP’s Innovation
Facility and through encouraging private sector partnerships. It will potentially also involve Danish private sector
companies and “systems export” drawing, for example, on Denmark’s comparative advantages in green energy
production, distribution and consumption.
Global youth is a key stakeholder in Denmark’s development cooperation as three out of four, of an estimated 1.8
billion young people, now live in a developing country. While UNDP’s Strategic Plan is not particularly articulate
when it comes to a focus on development
for and by
young people, the organisation remains committed to youth
inclusion -
including through its global youth program. Drawing on UNDP’s existing work, Denmark will assist
UNDP in ensuring that this key constituency receives the focus and support it needs to leverage its potential as a
positive change agent vis-à-vis the 2030 Agenda. This includes testing and developing new models for youth
inclusion in formal political processes; differentiating programmatically between how the challenges of young girls
and boys are respectively addressed; and the continued implementation of Security Council resolution 2050 on the
role of youth in peace and security.
Denmark’s focus on women’s and girls’ rights, protection, empowerment and gender equity is well aligned with
UNDP’s Strategic Plan
2018-2021 focusing on strengthening gender equality and the empowerment of women
and girls. Denmark commends UNDP for putting gender at the forefront and centre of its dedicated
Signature
Solution
and its intent to continue to mainstream a gender focus throughout its programming. Denmark expects
UNDP to help bridge institutional divides and support collective outcomes, on the basis of comparative advantage,
that benefit women and girls in fragile and conflict-affected settings.
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4. Priority areas and results to be achieved
The 2018 adoption of resolution 72/279 on the repositioning of the United Nations Development System
represents a milestone achievement. The aim of the reform is to strengthen the UN system’s collective capability
to support Member States realise the 2030 Agenda through greater efficiency, effectiveness, coherence and synergy.
Denmark expects all parts of the UNDS to support the adopted reform by implementing the provisions of
resolution 72/279, loyally and in close and constructive cooperation with their sister agencies. Particular in the case
of UNDP, Denmark further expects the organisation to ensure a smooth transition of the RC-function to the new
and reinvigorated RC-system during the implementation phase.
UNDP’s new Strategic Plan represents
a notable departure from past plans in terms of the way it is organised and
how the organisation articulates its value added. Denmark will closely monitor how these new approaches translate
into impact at the country level, both in terms of NWOW and through an increased ability to deliver development
outcomes tailored to very varying contexts. While the overall plan is largely aligned with Danish development and
humanitarian priorities, one key concern will be UNDP’s ability to
continue delivering in the field and ensuring
that the platform concepts add value to the work of the broader UNDS.
Denmark’s experience of UNDP’s ability to deliver
sustaining development outcomes on the field varies
significantly from country context to country context, but a general observation is the need for UNDP to focus
on its core mandates and competences, including governance, conflict prevention and prevention of, and recovery
from, crises.
UNDP’s work relating to
e.g. gender equality may potentially be similarly valuable, but unfolds in a
much more crowded space with a significant need to focus on complementarity and alignment with the efforts of
a broad range of actors including the IFIs, civil society, the private sector, bilateral actors and other UN agencies.
Other observations from the field include the need for UNDP to engage and coordinate more frequently and
strategically with key donors at country level and to ensure that country level leadership is both willing and capable
of addressing the development challenges in that specific context.
Based on Denmark’s
experience of working with UNDP at the global and local level,
Denmark will, over the four-
year period, focus its cooperation with UNDP on the three Thematic Priority Areas detailed below. While
Denmark stays fully committed to the Strategic Plan of UNDP as a whole, the Priority Areas are selected to
highlight the most important priorities from a Danish perspective relating to both core and non-core contributions.
The Danish priorities reflect the
structure of UNDP’s Strategic Plan, which is organised around
outcomes and
outputs linked to UNDP’s Signature Solutions.
Outcomes represent medium-term changes in development
conditions to which UNDP contributes, working with governments and other partners. As the outcomes in
UNDP’s Integrated Results and Resources Framework (IRRF)
are very broadly defined, the Danish Priority Areas
zoom in on the outcomes generated through specific Signature Solutions and therefore reference priority outputs.
With a particular focus on these areas and with the Danish human rights-based approach and focus on working
across the humanitarian-development nexus in line with NWOW and The Grand Bargain, Denmark will hold
UNDP accountable for delivering on its stated commitments. At the same time, Denmark will advocate for the
further strengthening and prioritisation of the below areas in consultations with UNDP and its partners,
particularly in connection with the mid-term review of the current Strategic Plan and the development of its
successor plan.
Denmark expects UNDP (and the UN System as a whole) to stand firm on its principle of zero tolerance towards
sexual exploitation and abuse and sexual harassment and to implement the required institutional and cultural
changes in a coherent and system-wide matter. As part of this, Denmark expects UNDP to have appropriate
mechanisms and procedures in place to allow for complaints, reporting and investigation and to ensure support
and protection for victims.
Priority Area 1: Effectively delivering Signature solution 2: Strengthen effective, inclusive and
accountable governance.
Inclusive and accountable governance systems and processes are recognized as crucial to sustainable development
and human security and therefore constitute a key priority for Denmark. This is a particularly important priority
area because Denmark believes, that
if
inclusive and responsive governance institutions are put in place and
capacitated,
then
they will serve as a critical enabler allowing other development efforts to succeed. This is
because
the quality of governance impacts very directly on the social contract, which is needed for resilience and because
it serves as an accelerator for policy action and results across virtually all policy domains.
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UNDP has, in its Strategic Plan, therefore included a signature solution focusing on supporting diverse pathways
towards peaceful, just and inclusive societies, building on UNDP’s comparative advantages and long track record
in governance work. Denmark expects UNDP to tailor its support in this domain to reflect needs on the ground.
Some development contexts may require support for core governance functions, establishing local service
provision, rule of law, anti-corruption capacities and access to justice, support for improved regulatory capacities,
enhanced legal frameworks, strengthened institutions and local governance capacities. In crisis contexts, support
may be requested for re-establishing core governance functions to support long-term preventive solutions that
address root causes of conflict and disasters. Denmark expects UNDP to deliver on its Signature Solution to build
inclusive, effective and accountable institutions and mechanisms for the peaceful resolution of conflict and for
advancing social cohesion. This requires ensuring the inclusion of women, youth, people with disabilities and other
traditionally marginalized groups, working in partnership with agencies such as UNICEF, the High Commissioner
for Human Rights, UN-Women and others. Specific indicators for this Priority Area are referenced in Annex 1.
Priority Area 2: Effectively delivering Signature solution 3: Enhance national prevention and
recovery capacities for resilient societies
Denmark’s second Priority Area focuses on UNDP’s
comparative advantage to work across issues of conflict
prevention, peacebuilding and crisis response - including early recovery efforts. This is a particularly important
priority area because Denmark believes that
if
preventive capacities to withstand shocks and stresses are built and
if local capacities are strengthened to ensure effective recovery following crisis,
then
significant spending to crisis
response can be averted and development investments can be protected and catalysed. This is
because
natural or
manmade crisis undermine existing development gains and make new gains harder to achieve if affected
communities are not prepared.
Denmark expects UNDP to deliver on its signature solution to enhance national prevention and recovery capacities
for resilient societies by harnessing the UNDP developmental approach and expertise across the issues of conflict
prevention, peacebuilding, disaster risk reduction, climate change adaptation and mitigation, and crisis response.
The solution is thus well aligned with
Denmark’s
support to UNDP’s
thematic
window on
Early Development
Response to Crisis and Recovery.
The solution is also well aligned with Denmark’s focus on
enhancing a coherent crises
approach for UN agencies and partners working in the humanitarian-development-peace nexus. According to
UNDP’s
Strategic Plan, building resilience and ensuring effective recovery requires working in partnership with
humanitarian agencies. With this, Denmark expects UNDP to facilitate collective outcomes that build resilience in
fragile and conflict-affected settings by ensuring greater collaboration across the areas of work related to conflict
prevention, governance, disaster risk reduction and climate change adaptation. Specific indicators for this Priority
Area are referenced in Annex 1.
Priority Area 3: Continuously enhance organisational effectiveness contributing to UN reform,
curbing corruption and leveraging innovation
As the Danish expectations relating to
Reporting and Audit; Monitoring & Evaluation; and Fraud, Corruption-related
mismanagement and Counter-Terrorism
are outlined in the Strategic Partnership Agreement, this section will focus on
other efforts aimed at enhanced organisational effectiveness and efficiency. This is a particularly important priority
area because Denmark believes that
if
the UN system remains committed to continuously enhancing organisational
effectiveness; engages in joint action spanning analysis, planning, delivery and documenting results; curbs all forms
of corruption; and leverages the potential of innovation; and ensures that the UN System continuously reforms
itself to be fit for purpose and to reflect emerging challenges,
then
the system as a whole will be able to deliver results
across a broad range of mandates and in a variety of contexts. This is because the world is changing, and the UN
must change with it, seizing new opportunities and addressing new challenges.
UNDP’s
performance stream will focus on making the current business model more cost-efficient and effective
in the immediate term. The performance stream is comprised of initiatives aimed at
a)
improved project delivery
and cost recovery;
b)
cost effectiveness and efficiency; and
c)
improved operational service arrangements for the
United Nations family. The areas for improvement are broadly defined by the 2016 QCPR and the 2018 resolution
72/279 with the call and decision for a more coherent and efficient UNDS, and more specifically by the evaluation
of the Strategic Plan, 2014-2017 and its recommendations to seek further efficiencies, review policy advisory
services and improve financial sustainability and the funding model. Denmark expects UNDP to implement its
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Grand Bargain Commitments, including facilitating joined up humanitarian-development work as a means to
enhance effectiveness and coherence in preparedness, response and recover.
Cost-recovery efforts will also focus on the more effective, transparent and simplified use of the direct project cost
approach. Various modalities through which program countries contribute to UNDP will also be reviewed and
optimized, which is in line with Danish priorities. Denmark expects UNDP to continue to seek efficiencies in its
operations as informed by performance metrics, business intelligence and other quantitative and qualitative
measures. The focus should be on delivering as effectively and as appropriately as possible to recipients through
the streamlining of processes also retaining transparency and accountability.
Denmark will also expect UNDP to improve operational service arrangements for the United Nations family with
flexible, cost-effective
and collaborative models for its field operations with enhanced “client orientation.” Within
the UN system, and in accordance with resolution 72/279 and the implementation plan of the Secretary General,
UNDP should offer other agencies better operational support on request to reduce the need for other agencies to
have operational capacities on the ground, if not critically needed. Denmark benefits from UNDP-supported
infrastructure in many regional and country contexts including, for example, multi partner trust funds; risk
management units; aid management platforms and structures; research and analysis; and Resident Coordinator
support functions. Denmark expects UNDP to continuously advance such infrastructures, tailor them to the
specific context and ensure that UNDP initiatives complement, rather than duplicate, existing infrastructures.
In 2014, UNDP established an Innovation Facility, with Denmark as its main stable financial supporter, as a global
mechanism to support innovation for development. The objective of the Innovation Facility, with seven staff in
five regions, is to scan the horizon for new ways to address development challenges; award seed funding to
initiatives that test or scale innovation; foster networks of innovation champions for knowledge sharing; and create
new norms within UNDP to shift away from business as usual.
UNDP’s
innovation track will promote, create and expand the use of new approaches to how UNDP does its
work, test them for scalability and financial feasibility and replicate as needed. Innovation is also about new
financial and legal instruments to enable UNDP to be more nimble and enterprising, and new capacities of staff
to develop and deliver an integrated offer to government partners. This is
in alignment with Denmark’s broader
TechVelopment initiative and with a focus on mainstreaming innovation across the organisation. Further, there is
strong potential and mutual interest for technical collaboration and joint thought leadership around emerging
technologies. Engagement with Denmark’s Tech Ambassador presents an opportunity for joint advocacy and
engagement. From 2014 to date, the Innovation Facility has provided seed funding to more than 160 initiatives in
75 countries with a volume of approximately USD 2.2 million annually. Funds are awarded to initiatives that show
potential for forging new partnerships, scaling, and catalysing new funding for human development. Innovation
has been explicitly seeded through the global Innovation Facility, which has helped catalyse, foster and enable
innovation in 85 Country Offices across 142 initiatives. The portfolio has resulted in new funding mobilised
(Country Offices reported that for every USD 100 invested by the innovation fund an additional USD 80 has been
mobilised in local resources), new partnerships (50% more partnerships with the private sector than average
projects), and new talent for a new portfolio of UNDP services developed for client governments. Initiatives that
receive funding from the Innovation Facility also have 40% more partnerships with academia and International
Financial Institutions and are 30% more likely to design with users, compared to average UNDP projects.
In its Strategic Plan, UNDP plans to integrate innovation into all its Signature solutions and all country offices,
which can lead to large-scale societal transformational change as well as innovation that
can optimize UNDP’s
delivery. Denmark expects UNDP to document such achievements and to strengthen its communication about
Denmark’s
role in supporting the Facility. Going forward and supported by its dedicated funding, Denmark will
continue to encourage the promotion of innovation in the work of UNDP, whether through the testing of new
approaches, operational delivery or other ways of challenging business-as-usual approaches. Funds should be
prioritised to projects that have an aim of confronting perceived risks and based on lessons learned either be taken
to scale or closed down. Specific indicators for this Priority Area are referenced in Annex 1. In addition, Denmark
supports and promotes organisational mainstreaming of the innovation agenda; for example, through the
promotion of digital entrepreneurs and innovators in LDCs and cooperation with tech communities to identify
innovative solutions on development issues in alignment with the Danish TechVelopment agenda.
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5. Follow up on Danish Priorities
Based on the priorities specified above, Denmark will continue to pursue an open and constructive dialogue with
UNDP over the next strategic cycle though its Permanent Mission in New York and in the context of the Annual
High-Level Consultations between Denmark and UNDP as agreed among the parties. These consultations will be
used to follow-up on cooperation over the past year and discuss the way ahead. Another platform for dialogue is
the UNDP Executive Board meetings, where Denmark engages actively, even in years when it is not a formal
member. As one of its top donors, Denmark maintains a continuous and constructive dialogue with UNDP, which
will be used to hold UNDP accountable and to follow-up on Danish priorities. Denmark will continue its
collaboration with UNDP to promote joined-up humanitarian-development work at country level and on
developing durable solutions in displacement settings. In addition, Denmark will continue to cooperate closely
with the Nordic and other like-minded countries regarding issues related to UNDP including through regular
coordination meetings prior to important discussions and decision-making. The engagement through dialogue with
UNDP also extends to the regional and country level.
UNDP’s presence in Copenhagen serves as an important platform for cooperation, and Danish bilateral
representations will engage with UNDP offices in the field on issues of joint interest. Reporting will rely on
UNDP’s own reporting, monitoring and evaluation systems in the case of core support, support to Funding
Windows and to the Innovation Facility as outlined in the Strategic Partnership Agreement drawing
on UNDP’s
Annual Report, as well as UNDP’s own Mid-Term
Review of the Strategic Plan and other relevant documentation.
Based on this, Denmark will undertake a separate mid-term review of the present Strategy.
In the ACABQ review of the 2018-2021 budget and during the Executive Board special session in November
2017, UNDP was encouraged to more clearly align its integrated budget to its IRRF, which Denmark will ensure
is pursued over the coming years.
6. Budget
Denmark remains a committed partner of UNDP and will continue to provide reliable and predictable funding for
its activities and programmes.
In 2018, the core contribution is planned for DKK 110 million, the two thematic funding windows on
Governance
for Peaceful and Inclusive Societies
and
Early Development Response to Crisis and Recovery
are each planned to receive DKK
47.5 million. The Innovation Facility is projected to receive DKK 15 million, while DKK 23 million has been
earmarked for advisors pending the identification of relevant positions and candidates (see table in annex 2).
According to the 2019 draft Finance Act, the projected Danish contributions to UNDP for 2019, 2020, 2021 and
2022 are foreseen to amount to a total of DKK 938 million, covering the course of the current strategy, and
including annual core contribution, thematic contributions, support for the Innovation Facility and advisors.
Contributions will be provided on an annual basis, subject to annual Parliamentary approval. Within the current
setting, the balance between core and non-core resources is perceived to be well balanced, allowing Denmark to
pursue its strategic interests while also investing in and contributing to
UNDP’s ability
to respond with flexibility
to emerging opportunities and challenges in alignment with its mandate. This balance will be evaluated and revisited
on an on-going basis in accordance with
UNDP’s
ability to and performance on delivering on Danish priority
areas, its evolving portfolio and prioritisation, as well as responsibilities and opportunities.
Please consult annex 2
“Funding and key financial data”
as well as the Strategic Partnership Agreement for
additional information.
7. Risks and assumptions
For UNDP to deliver on Danish priorities, the following risks and challenges should be mitigated.
Imbalance between core and earmarked funding:
The ratio between core funding and earmarked funding has
become increasingly imbalanced during the past decade and is now 87,5 % (USD 4,3 billion) to 12,5 % (USD 612
million). This could make it complicated to effectively implement the Strategic Plan and to rapidly direct resources
to respond to particular emergencies and opportunities.
UNDP’s
focus on effective fundraising through outreach
to all Member States and identification of new contributors, including the private sector, will therefore be
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important, as will new avenues for generating revenue for the core budget. Core resources are a prerequisite for
adequate organisational development, monitoring and documentation of result as well as many of the services and
infrastructures provided by UNDP in a range of contexts of interests to Denmark.
Inability to implement Strategic Plan:
UNDP’s
ambitions to establish
country support platforms
will require the
buy-in from the rest of the UN System and other development partners, and in fragile and conflict affected
countries buy in from humanitarian partners. This becomes increasingly relevant as the Resident
Coordinator/Humanitarian Coordinator function is being separated from UNDP, which will necessitate for
UNDP to add value added as an operational
“connector” at the country level.
Further,
the Strategic Plan’s
organisation around the Signature solutions could potentially lead to
“mission
creep” and duplication of efforts
carried out by other UN actors. While UNDP has deliberately presented a flexible Strategic Plan, described
as “UN
reform ready”,
there is a need to translate the plan to tangible development outcomes on the ground, which will
require
focussing on UNDP’s core mandate
and also being explicit about what not to do.
Misuse of funds:
The risk of the misappropriation of funds including corruption is nonetheless evidently
prevalent in many of the contexts in which UNDP operates. Denmark expects UNDP to remain committed to
and continue its efforts
–
including through its aid transparency work and its anti-fraud policy
–
to effectively
addressing misuse of funds and operate with a no tolerance policy towards staff members and partners
compromising the principles laid out in the Strategic Partnership Agreement between Denmark and UNDP.
Political impediments:
UNDP is programming in a range of highly politicised domains including conflict
prevention, peacebuilding and preventing violent extremism. UNDP operates at the request of, and/or in
agreement with, national counterparts including governments. The proximity to government counterparts must
not compromise UNDP’s impartiality
(including perceptions thereof) and adherence to the UN Charter and
fundamental rights. Furthermore, UNDP should be cognisant of the need to find a constructive balance between
an impartial and unbiased partner able to work with a very broad range of, also non-governmental, stakeholders
on the one hand and the obvious need to work with, and capacitate, government counterparts.
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Annex 1: Danish priorities and monitoring
In full alignment with
UNDP’s own Integrated Results and Resources Framework, Denmark will pay particular
attention to the delivery of the outcomes listed in the table below according to the indicators selected and presented
in the table. The outcomes are organised under the two Signature solutions prioritised by Denmark with indicators
under each of UNDP’s overall outcomes as well as one Priority Area
related to organisational effectiveness and
efficiency.
Priority Outputs from the Common Chapter in the strategic plans of UNDP, UNFPA, UNICEF
and UN Women and indicators relating to UN Reform
Relevant outcome indicators drawn from the annex to the Common Chapter in the respective strategic plans, 2018-2021
QCPR 11.d:
% of UNCTs with Joint Work Plans (of Results Groups) that are aligned with the UN
Development Assistance Framework (UNDAF) and signed by all involved entities.
Reflecting the renewed focus on, and the revision of, the UNDAF as the key strategic and operational document
at the country level and with the new reporting mechanisms outlined in the General Assembly Resolution on the
repositioning of the United Nations development system in the context of the QCPR.
QCPR 61.a:
Fraction of UNDG entities paying their full contribution of the UNDG Resident Coordinator
(RC) system cost-sharing arrangement.
Reflecting the new financing commitments outlined in the General Assembly Resolution on the repositioning of the
United Nations development system in the context of the QCPR.
Output on contribution
to UNDS reform:
Implement and comply with the mandates related to the entities of the UN development system
contained in General Assembly resolution 72/279 of 2018 on the repositioning of the United
Nations development system, in the context of the QCPR.
Priority Area 1: Effectively delivering Signature solution 2: Strengthen effective, inclusive and
accountable governance
Relevant output indicators selected from UNDP’s Integrated Results and Resources Framework
Output 1.2.2:
Enabling environment strengthened
to expand public and private
financing for the achievement of the
SDGs.
1.2.2.1 Number of countries with an
enabling environment in place
leveraging additional resources from
public and private sources for the
SDGs.
Note: UNDP has a unique role in assisting
national governments with putting place the enabling
environments to allow private sector financing to be
brought to bear for SDG achievement. The
ambition of almost doubling the number of such
enablers is well aligned with Danish priorities.
Output 1.2.3:
Institutions and systems enabled to
address awareness, prevention and
enforcement of anti-corruption
measures to maximize availability of
resources for poverty eradication.
Number of countries with effective
measures adopted to mitigate and
remedy corruption risks.
Note: Addressing corruption is a critical enabler for
good governance and strengthening the social contract
and a prerequisite for the effective use of public
financial resources and is a Danish priority.
Number of parliaments with improved
capacities to undertake inclusive,
Policy, legal and regulatory
frameworks
a) Baseline 2018: 13
b) Target 2021: 22
Institutional mechanisms
a) Baseline 2018: 18
b) Target 2021: 31
National level
a) Baseline 2018: 26
b) Target 2021: 35
Sub-national level
a) Baseline 2018: 12
b) Target 2021: 24
Sector level
a) Baseline 2018: 13
b) Target 2021: 26
Baseline 2018: 28
Target 2021: 44
Output 2.2.2:
Constitution-making, electoral and
parliamentary processes and
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institutions strengthened to
promote inclusion, transparency and
accountability.
effective and accountable law-making,
oversight and representation.
Note:
This indicator relates to UNDP’s ability to
support national parliaments to mainstream
inclusivity and responsiveness as part of the law-
making process, which addresses issues around
marginalisation, elite power grab and
discrimination, which are key Danish concerns.
Number of countries with strengthened
capacities for governance and oversight
of rule of law institutions.
Note: This indicator relates to UNDP’s support to
ensuring the rule of law for all, which is a Danish
concern.
The criteria for “counting towards the
target” should be investigated as should the
definition of governance and oversight, which in
Denmark’s
perspective should relate to
independence, accessibility and fairness.
Number of countries supported by
UNDP, upon request, to establish or
strengthen national infrastructures for
peace.
Note: This indicator relates to UNDP’s support to
national peace infrastructures at all levels, which
may entail a broad range of mechanisms and
processes, which is a Danish priority.
Baseline 2018: 27
Target 2021: 31
Baseline 2018: 31
Target 2021: 47
Output 2.2.3:
Capacities, functions and financing
of rule of law and national human
rights institutions and systems
strengthened to expand access to
justice and combat discrimination,
with a focus on women and other
marginalised groups.
Output 3.2.1:
National capacities strengthened for
reintegration, reconciliation,
peaceful management of conflict
and prevention of violent extremism
in response to national policies and
priorities.
Priority Area 2: Effectively delivering Signature solution 3: Enhance national prevention and
recovery capacities for resilient societies
Relevant output indicators selected from UNDP’s Integrated Results and Resources Framework
Output 1.3.1:
National capacities and evidence-
based assessment and planning tools
enable gender-responsive and risk-
informed development investments,
including for response to and
recovery from crisis.
Number of countries with recovery
plans and systems in place utilizing sex,
age and disability disaggregated data and
gender analysis.
Note: This indicator relates to UNDP’s
support to
developing national plans, which are focussed on
inclusive impacts in both implementation and
reporting. Doubling the number of countries with
such mechanisms in place aligns well with Danish
priorities - also in the context of SDG
implementation.
Proportion of displaced populations
benefitting from durable solutions,
disaggregated by target groups.
Note: This indicator and the expansion
particularly in the coverage of a much larger target
groups align well with Danish priorities to fund
durable solutions for displaced populations to
prevent further displacement and irregular
migration.
Proportion, Target Group
a) Baseline 2018: 90%
b) Target 2021: 96%
Numbers, Target Group
a) Baseline 2018: 450,300
b) Target 2021: 791,000
Baseline 2018: 8
Target 2021: 16
Output 3.1.1:
Core government functions and
inclusive basic services restored post-
crisis for stabilisation, durable
solutions to displacement and return
to sustainable development pathways
within the framework of national
policies and priorities.
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Output 3.3.1: Evidence-based
assessment and planning tools and
mechanisms applied to enable
implementation of gender-sensitive
and risk-informed prevention and
preparedness to limit the impact of
natural hazards and pandemics and
promote peaceful, just and inclusive
societies.
Number of countries with operational
end-to-end multi-sectorial early warning
systems (EWS) to limit the gender-
differentiated impact (of the categories
listed in the data column).
Note: This indicator relates to UNDP’s support to
strengthening the resilience of communities when
faced with shocks and stresses and limiting the often
disproportionally negative impact on women, which
is aligned with Danish priorities.
Number of countries with improved
capacities for dialogue, consensus-
building and reconciliation around
contested issues, with equal
participation of women and men.
Note: This indicator relates to UNDP’s support to
dialogue, consensus-building and reconciliation,
which is a Danish priority and supported
bilaterally. The equal participation of women is a
specific Danish concern and expanding the targeted
number of countries with increased capacity to
deliver on such processes by one third is well aligned
with Denmark’s
expectations of UNDP.
Percentage of women in leadership
positions within prevention and
recovery mechanisms.
Note: Following from the above, this indicator aims
at having women in leadership positions within at
least half of prevention and recovery mechanisms,
which is aligned with Danish priorities.
Output 3.3.2:
Gender-responsive and risk-
informed mechanisms supported to
build consensus, improve social
dialogue and promote peaceful, just
and inclusive societies.
Natural hazards
a) Baseline 2018: 10
b) Target 2021: 25
Health shocks (e.g. pandemics)
a) Baseline 2018: 2
b) Target 2021: 3
Economic crises
a) Baseline 2018: 1
b) Target 2021: 4
Other risk factors
a) Baseline 2018: 5
b) Target 2021: 5
Baseline 2018: 15
Target 2021: 23
Output 3.6.1:
Women’s leadership and
participation ensured in crisis
prevention and recovery planning
and action.
Baseline 2018: 28%
Target 2021: 50%
Priority Area 3: Continuously enhance organisational effectiveness contributing to UN reform,
curbing corruption and leveraging innovation
Relevant output indicators selected from UNDP’s Integrated Results and Resources Framework
Output 1.2:
Cross-cutting
approaches fully
integrated into
UNDP programmes
and projects.
1.2.6 Percentage of country offices that pilot
and/or scale innovative tools and
methodologies.
Note: Innovation is a Danish priority and the increase in
country offices that pilot and/or scale innovative tools and
methodologies is in line with Denmark’s expectations to see its
significant support to innovation in UNDP being taken to
scale.
2.2.1 Use of core and non-core for programme
activities: [QCPR related]
Note: Increasing the percentage of UNDP resources going to
programme activities
is a good proxy indicator for UNDP’s
continued efforts to cut costs and improve efficiency.
Percentage of total core expenditures
on development-related activities
directed to programme activities
a) Baseline 2018: 80%
b) Target 2021: 85%
Percentage of total non-core
expenditures on development-related
activities directed to programme
activities
Baseline 2018: TBD
Target 2021: 10% increase
Output 2.2:
Cost-sharing
agreements and
projects ensure full
cost recovery.
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a)
b)
Output 2.5:
UNDP equipped
with talented and
diverse workforce.
Baseline 2018: 95%
Target 2021: 95%
2.5.1 Staff satisfaction
Note: Staff satisfaction is a good proxy indicator for
UNDP’s ability to
attract and retain good leaders and to
look after the personal and professional wellbeing of its staff
and should remain at the proposed ambitious level.
Output 3.1:
Common UN
approaches facilitate
efficient and
accelerated joint
delivery against
sustainable
development
objectives.
Output 3.2:
UNDP support to
integrated SDG
delivery.
3.1.2 Percentage of country offices that are
applying the Standard Operating Procedures, or
components of it.
Note: The percentage of country offices that are applying the
Standard Operating Procedures is a good proxy indicator for
UNDP’s focus on
common UN approaches more broadly
and a key enabler for collaboration and joint operations.
3.2.3 Percentage of UNDS clients satisfied with
UNDP provision of operational services.
Note: The percentage of UNDS clients satisfied with
UNDP provision of operational services is a good proxy
indicator for UNDP’s ability to serve as an ‘operational
enabler’ for UNDS country-level
activities and Denmark
hopes UNDP will define ambitious targets to this indicator.
Leadership/direction index
(percentage of all employees surveyed
who express confidence in leadership
and direction)
a) Baseline 2018: 75%
b) Target 2021: 75%
Engagement index
a) Baseline 2018: 82%
b) Target 2021: 85%
Baseline 2018: 88%
Target 2021: 95%
Baseline 2018: TBD
Target 2021: TBD
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Annex 2: Funding and key financial data
The total estimated revenue in UNDP’s integrated resources plan for 2018-2021
is USD 22.7 billion, and USD
25.8 billion, if balances carried forward are included.
The programme budget for 2018-2021 is estimated at USD 21.75 billion with USD 1.92 billion expected to come
from core resources and USD 19.83 billion expected to come from other resources. The institutional budget for
2018-2021 is estimated at USD 2.73 billion with USD 1.09 billion expectedly coming from core resources and
USD 1.62 billion expected to come from other resources including cost recovery. The chart included in this annex
illustrates the expected resources mobilised for the period 2018-2021. They indicate an increasing revenue stream
from government cost-sharing (in middle- and high-income countries) as well as revenue generated from cost-
recovery and increasing contributions from bilateral/multilateral contributions, up from 52% in the 2014-2017
Strategic Plan to 55% for 2018-2021 Strategic Plan.
Over the past five years, UNDP has experienced a decline in core resources and the ratio between core resources
and other resources has become increasingly imbalanced in favour of non-core contributions. Other resources
include “lightly earmarked” funds such as contributions to the funding windows to “highly earmarked” funds to
specific regions, countries or projects. Denmark’s contribution comprises both core resources and earmarked
contributions to the funding windows with specific recipient countries specified as well as funding earmarked for
the Innovation Facility and Danish human resource contributions.
Furthermore, UNDP wants to expand its donor-base with specific focus on the private sector, civil society, South-
South and triangular cooperation, and international financial institutions (IFIs) - an ambition Denmark supports
and expects to see progress on. UNDP received its first private contribution to its core budget in 2017 and
considers its growing revenue from the IFIs promising. UNDP has launched an IFI Partnership Strategy for 2016-
2020. For every $1 of programmatic regular resources, UNDP expects to mobilize between $6 and $30 in other
resources.
Danish contributions to UNDP 2018-2022*
Funding to UNDP (2018-2022) as
stipulated in the Danish draft Finance
Act for 2019 (resources in DKK million)
Core contribution
Innovation activities
Thematic funding windows
Governance for Peaceful and
Inclusive Societies
Emergency Development
Response to Crisis and Recovery
Secondments
Total
* subject to annual parliamentary approval.
Planned
2019*
110
15
47,5
47,5
23
243
107
15
47,5
47,5
23
240
Planned
2020*
102
15
47,5
47,5
23
235
Planned
2021*
101
15
47,5
47,5
23
234
Planned
2022*
96
15
47,5
47,5
23
229
2018
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Contributions 2014-2017 compared with 2018-2021
Core versus earmarked funding to UNDP 2007-2017
Core vs. earmarked funding
5
4.5
4
3.5
US billion
4.453 4.465 4.426
4.076
4.182 4.157
3.8
3.922
3.782
4.247 4.304
3
2.5
2
1.5
1
0.5
0
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
1.116 1.097 1.015
0.967 0.975 0.846 0.896
0.793 0.704
0.619 0.612
Core funding
Earmarked funding
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Expected financial development from 2018-2021 in core and non-core contributions and cost-
sharing in USD
6,000
5,325
4,950
5,151
1,050
5,483
5,000
950
4,000
1,000
1,100
3,000
3,370
2,000
3,471
3,575
3,683
1,000
630
-
2018
2019
2020
2021
680
700
700
Core contributions
Bilateral/multilateral non-core contributions
Government cost-sharing non-core contributions
Total contributions of $99 million have been received through the Thematic Funding Windows
since their launch
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Annex 3:
Overview of UNDP’s Strategic Plan Structure
Note: Resources are in millions of US Dollars, RR-Regular Resources and OR-Other Resources.
Source: Integrated Results and Resources Framework of the UNDP Strategic Plan, 2018-21
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Annex 4: UNDP Organigram
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