URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Udenrigsudvalget 2018-19 (1. samling)
URU Alm.del Bilag 23
Offentligt

Strategy for Denmark’s Engagement with

United Nations Population Fund (UNFPA)

2018-2022

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

1. OBJECTIVES AND PRIORITIES.........................................................................................................4

2. UNFPA’S MANDATE,

ORGANISATION AND FUNDING ..............................................................5

3. KEY STRATEGIC CHALLENGES AND OPPORTUNITIES ............................................................6

3.1 R

ELEVANCE IN RELATION TO THE DEVELOPMENT IN INTERNATIONAL DEVELOPMENT CONTEXT

..........6

3.2 R

ELEVANCE AND EFFECTIVENESS OF THE ORGANISATION IN RELATION TO THE INTERNATIONAL

DEVELOPMENT AND HUMANITARIAN AGENDA

AND THE

REFORM PROCESS TO STAY RELEVANT AND

EFFICIENT

..............................................................................................................................................................................7

3.3 T

HE RELEVANCE OF THE ORGANISATION IN RELATION TO

ENMARK

’

S PRIORITIES IN DEVELOPMENT

POLICY AND HUMANITARIAN ACTION

.............................................................................................................................8

4. PRIORITY AREAS AND RESULTS TO BE ACHIEVED ..................................................................8

RIORITY

REA

1: E

VERY WOMAN

ADOLESCENT AND YOUTH EVERYWHERE

ESPECIALLY THOSE FURTHEST

BEHIND

HAS UTILISED INTEGRATED SEXUAL AND REPRODUCTIVE RIGHTS PROTECTED AND ARE FREE OF

COERCION

DISCRIMINATION AND VIOLENCE

...............................................................................................................9

RIORITY

REA

2: G

ENDER EQUALITY

THE EMPOWERMENT OF ALL WOMEN AND GIRLS

AND

REPRODUCTIVE RIGHTS ARE ADVANCED IN DEVELOPMENT AND HUMANITARIAN SETTINGS

........................ 10

RIORITY

REA

3: C

ONTINUOUSLY ENHANCE ORGANISATIONAL EFFECTIVENESS CONTRIBUTING TO

REFORM

CURBING CORRUPTION AND LEVERAGING INNOVATION

....................................................................... 10

5. FOLLOW-UP ON DANISH PRIORITIES ......................................................................................... 11

6. BUDGET............................................................................................................................................... 12

7. RISKS, RESPONSES AND ASSUMPTIONS ...................................................................................... 12

ANNEX 1: UNFPA’S FUNDING

SITUATION ..................................................................................... 18

ANNEX 2: DANISH PRIORITIES AND MONITORING ................................................................... 14

ANNEX 3: STRUCTURE OF

UNFPA’S IRRF

....................................................................................... 18

ANNEX 4: THE BULL’S

EYE APPROACH ALIGNMENT WITH THE SDGS FROM STRATEGIC

PLAN 2018-2021 ........................................................................................................................................ 22

ANNEX 5: UNIVERSAL AND PEOPLE-CENTRED TRANSFORMATIVE RESULTS FROM

STRATEGIC PLAN 2018-2021 ................................................................................................................. 23

ANNEX 6: UNFPA’S ORGANISATIONAL

STRUCTURE................................................................... 24

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

With the 2030 Agenda as its foundation, UNFPA

works towards three transformative and people-

centred results in the period leading up to 2030. These

include an end to preventable maternal deaths; an end

to the unmet need for family planning; and an end to

gender-based violence and all harmful practices,

including female genital mutilation and child, early

and forced marriage.

Denmark supports UNFPA because:



It works to promote sexual and reproductive

health and rights (SRHR) as its core mission

It is able to engage broadly with stakeholders on a

normative level

It has a special role in protecting women and

youth in humanitarian crisis

It’s programming and mandate addresses key

Danish priorities and interests relating to irregular

migration, human rights, empowerment of

women and addressing poverty

Established:

Headquarters:

Country offices:

Human resources:

Financial resources:

In USD mil. (2017)

Executive Director:

Executive Board

Sessions:

DK member of the

Executive Board:

1969

New York

136 (and 6 regional offices and

6 liaison offices)

2,649, including 11 Danish

employees

Core: 350

Earmarked: 709

Total: 1,059

Dr. Natalia Kanem

January/February;

May/June;

September

2007-2008;

2009-2012;

2015; 2017; 2018

Top ten contributors to UNFPA in 2017

Others

11%

Key challenges for UNFPA:



Controversy over its mandate related to SRHR,

especially as regards issues related to sexual rights

and the promotion of safe and legal abortion, as

well as conservative forces uniting to push back

against progressive and women-centric agendas

and rights

Decrease in (core) funding and funding gaps

Canada

Switzerland

Japan

Finland

Germany

Sweden

18%

Norway

15%



Denmark will expect UNFPA to:



Work to advance and ensure the sexual and

reproductive health and rights of every woman,

adolescent and young person everywhere,

especially those furthest behind

Ensure gender equality, the empowerment of all

women and girls, and protection from sexual and

gender-based violence and exploitation, including

harmful practises in development and

humanitarian settings

Continuously enhance organisational

effectiveness contributing to UN reform, curbing

corruption and leveraging innovation

United Kingdom

Netherlands

11%

Denmark

12%



Funding to UNFPA as stipulated in the Danish draft Finance Act 2019

(million DKK)

250

Core contribution

200

Denmark will follow-up by:



Engaging strategically and constructively with

UNFPA at HQ, regional and country level

Monitoring and reporting Danish priorities based

on UNFPA’s results framework

Conducting annual consultations and actively

participating in the Executive Board

Undertaking a mid-term review of the Danish

strategy

Earmarked thematic and

geographical contributions

150

Innovation activities

100

Secondments

2018

Planned

2019

Planned

2020

Planned

2021

Planned

2022

Humanitarian funds

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

1. Objectives and priorities

This Strategy for

Denmark’s

cooperation with the United Nations Population Fund (UNFPA),

from this point referred

to as the Strategy,

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

Denmark’s

dialogue and partnership with UNFPA. It complements the Strategic Partnership Agreement between

UNFPA and Denmark by outlining specific goals and results that Denmark will pursue in its cooperation with the

organisation beyond what is directly funded with earmarked contributions. To this effect, the Strategy establishes

the

Danish priorities for UNFPA’s

performance within the overall framework

established by UNFPA’s

own

Strategic Plan 2018-2021. 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 UNFPA’s

Strategic Plan 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 UNFPA (2017-2019), which entered into force in 2017, and will cover the period July 2018-

June 2022.

Denmark’s strategy for its partnership with UNFPA is anchored in Denmark’s overall 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 mandate covers Danish

priorities in terms of interests and values and where Denmark can contribute to advancing a global agenda.

One of four key aims

in “The World 2030” is the promotion of freedom and development –

democracy, human

rights and gender equality. This objective places sexual and reproductive health and rights (SRHR) of women and

girls at the front and centre

of Denmark’s priorities,

making UNFPA a vital partner for Denmark in achieving its

developmental goals. As outlined in the Strategic Partnership Agreement for 2017-2019, Denmark is committed

to providing predictable funding to UNFPA, amounting to DKK 371 million in 2018. Denmark will seek to

maintain its role as a key partner of UNFPA during the period through close cooperation and dialogue on

operational and normative issues.

Denmark’s financial

contribution to UNFPA comes in various

forms. A core contribution supports UNFPA in its efforts to

ensure the SRHR of all women and girls globally. An earmarked

contribution for UNFPA Supplies supports UNFPA’s work to help

countries build stronger health systems and widen access to a

reliable supply of contraceptives and life-saving medicines for

maternal health. A contribution to UNFPA’s

Innovation Fund

supports the development of innovations with the potential to

improve development and humanitarian results on the ground. A

targeted

contribution supports UNFPA’s humanitarian work, as

women and girls are often disproportionally hit during

humanitarian crises. In addition, Denmark provides contributions

to UNFPA’s

work through bilateral programs

at country level and

for specific projects. Finally, Denmark provides funding for

Cooperation in the Area of Human Resources, which includes the

secondment of technical experts (e.g. JPOs and Senior Advisors) at

both HQ- and field level to support the development activities of

UNFPA within prioritised areas of work agreed between Denmark

and UNFPA.

The following two sections will provide the background for

selecting these specific priorities by outlining Denmark’s view on

UNFPA 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 sections 5-7 present the planned budget, follow-up

mechanisms and risks, risk responses and assumptions relevant to

this Strategy.

Three priority areas for Danish support,

spanning both earmarked and core

contributions to UNFPA during the

period 2018-2022, are:

Advance and ensure the sexual and

reproductive health and rights of

every woman, adolescent and

young person everywhere,

especially those furthest behind.

Ensure gender equality, the

empowerment of all women and

girls, and protection from sexual

and gender-based violence and

exploitation, including harmful

practises in development and

humanitarian settings.

Organisational effectiveness

contributing to UN reform,

curbing corruption and leveraging

innovation.

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

2. UNFPA’s mandate, organisation and funding

UNFPA is responsible for monitoring the implementation of the International Conference on Population and

Development (ICPD), its Programme of Action and the outcome documents of its reviews.

Thus, UNFPA’s

mandate covers issues at the heart of the agenda on SRHR. UNFPA also supports the Commission on Population

and Development (CPD) and Denmark works closely with UNFPA on ensuring that SRHR is reflected both in

the zero draft for the outcome document and in the Secretary-General’s reports for CPD.

UNFPA works with governments, non-governmental organisations (NGOs), foundations, the private sector, civil

society organisations and in partnership with other UN agencies to bring about change in the lives of women,

youth and adolescents, ensuring that their sexual and reproductive rights are fulfilled and their SRH needs met.

While

UNFPA’s

current Strategic Plan for 2018-2021 aims to

“achieve

universal access to sexual and reproductive health,

realize reproductive rights, and reduce maternal mortality to accelerate progress on the agenda of the Programme of Action of the

International Conference on Population and Development, to improve the lives of women, adolescents and youth, enabled by population

dynamics, human rights and gender equality”,

Denmark also expects UNFPA to sustain a focus on sexual rights, which

is a key Danish priority.

Women, adolescents and youth are the main beneficiaries of UNFPA’s work with

particular attention paid to the

most vulnerable and marginalized, which is illustrated by UNFPA’s Bull’s Eye approach (Annex

4) highlighted in

its Strategic Plan, 2018-2021.

UNFPA’s

Bull’s Eye approach is aligned with the Sustainable Development Goals

(SDGs) of the 2030 Agenda.

In addition to the SRHR agenda, UNFPA also works with

population dynamics and realising the demographic dividend. In

its current Strategic Plan (and as part of the SDGs), it is

highlighted that the population data systems in humanitarian and

fragile contexts will be improved to “leave no one behind”

essentially through ensuring that

everybody is counted and counts.

Understanding and monitoring population dynamics is a vital

enabler for effective humanitarian and development responses

at the local, regional and global level.

UNFPA’s work within this

field includes the collection and analysis of population data

–

also

a prerequisite for effective SRHR interventions.

According to the Strategic Plan, UNFPA

will organise its work around three

transformative results (Annex 4) in the

period leading up to 2030 to reach its

goal. These are:

1. An end to preventable maternal

deaths.

2. An end to the unmet need for family

planning.

3. An end to gender-based violence

and all harmful practices, including

female genital mutilation and child,

early and forced marriage.

UNFPA is a field-focused organisation with a tripartite

organisational structure consisting of its headquarters in New

York, six regional offices and 136 country offices. The

headquarter champions the normative work of the organisation,

while the regional level adapts the normative work to regional

contexts and provides support for operationalising norms and standards at the country level.

Core resources remain the bedrock of UNFPA operations, enabling the flexibility to plan effectively and respond

to shifting global development challenges as well as the changing circumstances and needs of programme countries.

However, core contributions have been decreasing (from USD 477 million in 2014 to USD 350 million in 2017).

Non-core contributions have fluctuated and reached USD 712 million in 2017. In recognition of its challenging

financial situation, UNFPA has set more conservative and realistic resource mobilization targets going forward.

For the years 2018-21, the targets are USD 350 million per year for core and USD 525 million for non-core with

the majority of resources to be allocated to the country programmes and any additional resources mobilised to be

used for improved delivery of country programmes.

In recent years, UNFPA has also scaled up its engagement in humanitarian work and its humanitarian budget has

grown from USD 23 million in 2012 to USD 165.4 million in 2017, now constituting 23% of total UNFPA non-

core funding and 15.5% of total UNFPA funding.

At the same time, UNFPA’s need for humanitarian funding

increased from USD 78 million in 2006 to USD 463 million in 2018.

Denmark has traditionally been among UNFPA’s top donors and ranked fourth and eighth in the period 2014-

2017 for core and earmarked resources, respectively.

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Numbers from UNFPA’s annual reports.

Denmark’s contributions to UNFPA in million USD

Regular

DK's Regular

Other

resources

Resources

Ranking

Year

2014

42.90

5.64

2015

39.60

6.98

2016

28.11

5.78

2017

43.16

45.61

DK's Other

Resources

Ranking

Total

DK's Total

Ranking

47.54

46.58

33.89

88.77

3. Key strategic challenges and opportunities

UNFPA’s specific relevance to Danish

foreign, development and humanitarian policies is outlined in the following

sections, as well as how Denmark sees the comparative advantages of UNFPA within the broader multilateral

system and how the organisation complements other aspects of Denmark’s

international engagement. Denmark

will actively work with UNFPA to pursue strategic opportunities and address challenges through flexible 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;

and through secondments and technical assistance, including with Danish authorities.

Denmark’s support to UNFPA reflects the commitment in Denmark’s Strategy for Development Cooperation

and Humanitarian Action to the Sustainable Development Goals (SDGs).

UNFPA’s mandate and its Strategic

Plan are well aligned with the UN 2030 Agenda for Sustainable Development. At the outcome level, UNFPA

contributes to the implementation of the 2030 Agenda through activities covering various SGDs

–

in particular

SDG3 on health and SDG5 on gender equality. UNFPA was also an instrumental stakeholder in ensuring SRHR

language in the 2030 Agenda. Engaging with Denmark and like-minded Member States in a constructive manner

throughout the process, UNFPA acted as a general advocate for SRHR, supporting delegates with relevant

evidence for negotiations.

While overall poverty rates, maternal mortality, AIDS-related deaths and the unmet need for family planning are

declining on the global level, inequalities and gaps in many other aspects of development remain evident among

and within countries. Globally, more than half of maternal deaths occur in fragile and humanitarian settings where

malnutrition also undermines the health and wellbeing of women. These numbers must be seen against the

backdrop of a rapidly growing world population with the highest growth rates in precisely impoverished and fragile

contexts. Population dynamics, migration and urbanisation further complicate the lives and livelihoods of

especially the most vulnerable and marginalised groups of which women almost universally constitute one. From

a Danish perspective, these trends underline the relevance of UNFPA.

The 2014 Multilateral Organisation Performance Assessment Network (MOPAN)

assessment highlighted

UNFPA’s strong ability to be relevant by delivering results in alignment with global

development trends and

priorities. It

also recognised UNFPA’s valuable contributions to policy dialogue at both

the country and global

level, which illustrates the importance of its normative and upstream work in general.

Through UNFPA Supplies, UNFPA is working to mitigate some of the abovementioned issues. UNFPA Supplies

is a flagship programme, which helps countries build stronger health systems and widen access to a reliable supply

of modern contraceptives and life-saving medicines for maternal health. The programme focuses on 46 low-

income countries with high maternal mortality, low contraceptive use and growing unmet needs for family

planning. Almost half of the countries are also recipients of humanitarian assistance, demonstrating the

disproportionally negative impact of crisis on women and girls. Family planning is closely linked to sustainability

and the 2030 Agenda as millions of women and

young people’s lives are saved when contraceptives and key

maternal health supplies are more widely accessed and properly used. Denmark supports this programme because

family planning can secure SRHR, contribute to the empowerment of women and girls and harness the

demographic dividend, which occurs when a growing number of people enter the workforce with a falling number

3.1 Relevance in relation to the development in international development context

A new MOPAN is currently being planned.

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

of dependents. Currently, the two greatest challenges to UNFPA Supplies are the persistent funding gap and weak

supply chains in most developing countries.

UNFPA is operating in a complex political context as part of its mandate touches upon normative issues that are

divisive among the Member States. This is particularly the case for issues linked to the SRHR agenda such as access

to modern methods of contraception; comprehensive sexuality education; access to safe abortion and sexual rights;

and non-discrimination against marginalised groups. This includes sexual minorities, which are key Danish

priorities and which Denmark, together with likeminded donors, will focus on. At the time of writing, there are

strong conservative forces uniting to push back against progressive and women-centric advances in the realm of

SRHR. While some countries have indeed made progress in these areas, the global discussion is increasingly

polarised. Some argue that other avenues, such as working more directly with regional and national actors, must

be explored in order to find innovative modalities for discussing these issues with new partners in different formats.

The recent refugee and migration crisis has increased global attention towards

UNFPA’s work

on population

dynamics and realising the demographic dividend. As an example, Denmark has supported a project within this

area implemented by UNFPA and a Danish partner on young migrants. The goal of the project was to map drivers

and patterns of migration.

3.2 Relevance and effectiveness of the organisation in relation to the international development

and humanitarian agenda, and the UN reform process to stay relevant and efficient

UNFPA’s

Strategic Plan works across the humanitarian-development-peace nexus and the key Agenda 2030

principles of

“leaving no one behind” and “reaching the furthest behind”

both permeate the Strategic Plan and its

objectives.

UNFPA is committed to the “Delivering as one” approach and the system-wide

coherence principles contained

in the Standard Operating Procedures. UNFPA is one of three UN organisations, which chairs the largest number

of UN country team inter-agency groups and participates in the largest number of joint programmes. As such, it

is uniquely positioned to further advance coherence in analysis, planning and programme delivery. Building

partnerships with other humanitarian actors is essential for UNFPA to access beneficiaries and ensure an overall

comprehensive humanitarian response. Denmark would like to see this further advanced by UNFPA. One example

is the Danish funded project in Ethiopia, where

UNFPA in cooperation with WFP’s food distribution can access

internally displaced women, not otherwise reached with family planning services.

In accordance with the New Way of Working (NWOW) and the Grand Bargain, UNFPA has committed to

working across traditional silos, for collective outcomes, bridging the divides between the humanitarian and the

development system. Short-term relief must be combined with longer-term development interventions and

Denmark expects UNFPA to facilitate vulnerability-focused development efforts that deliver preparedness and

early action as well as recovery from crises. UNFPA must help deliver development programmes that are adaptable

to high-risk environments in fragile contexts, thereby helping to stem instability and displacement. UNFPA is also

committed to the Grand Bargain and its current Strategic Plan is i.e. aligned with the agreement through its

commitment to improve its population data system in humanitarian and fragile

settings to “improve joint and

impartial needs assessments”.

In line with the Grand Bargain, UNFPA is expected to facilitate joint context and

risk analysis, joint needs assessments, multi-year planning (including alignment of UN Development Assistance

Frameworks (UNDAFs) and Humanitarian Response Plans) and programming in crises and building the capacity

of local actors to help localization of aid and to promote sustainability in preparedness and response. Generally,

Denmark will support UNFPA’s efforts

to further strengthen its operational capacity for humanitarian response -

including through partnerships with other humanitarian actors to ensure access and optimise logistics.

The 2014 MOPAN assessment found that UNFPA delivered on its mandate and ensured alignment of its previous

strategic plan to the Quadrennial Comprehensive Policy Review (QCPR). The MOPAN also found that financial

management was UNFPA’s strongest area of performance in operational management.

UNFPA was found to

have transparent systems in place for the allocation of its regular resources to countries. To further strengthen its

organisational performance, UNFPA has included outputs regarding organisational effectiveness and efficiency in

its current Strategic Plan. Furthermore, UNFPA is currently conducting its Comprehensive Resources Review

(CRR). The goal of the CRR is to ensure optimal alignment between the strategic plan, resource allocation and

organisational structures through analysis of and recommendations on improved programmatic and operational

efficiency and effectiveness at HQ, regional and country level.

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

3.3 The relevance of the organisation in relation to Denmark’s priorities

in development policy

and humanitarian action

As outlined in

Denmark’s Strategy for Development Cooperation and Humanitarian Action,

Denmark works

actively across the humanitarian-development nexus, which aligns well with UNFPA’s overall approach to

delivering on its mandate in all settings

and contexts. Further, Denmark’s human rights-based

development policy

(HRBA) entails the realisation of SRHR globally.

Denmark provides broad support of SRHR in bilateral and multilateral contexts, including the EU and the World

Bank, which will help reinforce UNFPA's mandate and work globally. It also places particular focus on the most

marginalised and vulnerable, which links directly with

UNFPA’s

particular attention on the most vulnerable and

marginalised among its main beneficiaries (women, adolescents and youth in vulnerable situations) by leaving no

one behind and reaching those furthest behind first.

Gender equality is mainstreamed in Danish development policy, as highlighted in the

Strategic Framework for Gender

Equality, Rights and Diversity in Danish Development Cooperation,

which underlines the importance of UNFPA’s

mandate

in relation to Danish development priorities.

Under the current Strategic Plan 2018-2021, UNFPA will also work to eliminate harmful practices, including child,

early and forced marriage; female genital mutilation; and son preference, which are also Danish priorities. UNFPA

is the leading United Nations entity working on such harmful practices, which affect women and girls worldwide.

Global youth is another key priority in Danish development cooperation policy as three out of four of an estimated

1.8 billion young people now live in a developing country. Youth is also a main priority when it comes to

humanitarian crises, which Denmark has committed as a signatory to the Compact on Youth in Humanitarian

Action. Denmark will assist UNFPA 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 program formulation, delivery and monitoring to ensure that activities are

for,

with and by

youth and differentiating programmatically between how the challenges of young girls and boys are

addressed with regards to SRHR.

Another focus area for UNFPA is for both humanitarian action and peace and security interventions to be gender

sensitive and responsive. UNFPA conducts a range of research in this area, for example, on the impact of conflict

on reproductive health and sexual and gender-based violence (SGBV). This data feeds into and contributes to the

entire

UN system’s data pool, where UNFPA plays a unique role by addressing population

and development issues

with an emphasis on reproductive health and gender equality, within the context of the ICPD Programme of

Action and other global frameworks including the SDGs. This corresponds well with the focus on gender in

Denmark’s

Strategy for Development Cooperation and Humanitarian Action, as well as Denmark’s support to

humanitarian action and some peacekeeping operations. UNFPA is now global co-lead of the humanitarian sub-

cluster on GBV and is leading or co-leading 93% of the cases at country level where the cluster is activated. UNFPA

has further provided strong support for the development of new and improved

Guidelines for Integrating GBV

Interventions in Humanitarian Action

for the Inter Agency Standing Committee.

There are also on-going discussions on how to create a more flexible humanitarian funding instrument. In the mid-

term review, Denmark was encouraged to support UNFPA in its efforts to become a bigger stakeholder in the

global humanitarian policy community with regards to strengthening the case for SRHR and GBV as key

components of humanitarian responses. This cross-cutting

approach is also in line with Denmark’s approach of

working across the humanitarian-development nexus. The 2014 MOPAN assessment also found UNFPA to be

working successfully across its different priorities, ranging from gender equality, HIV/AIDS and human rights-

based approaches.

As a UN entity, UNFPA enjoys global legitimacy and recognition, which often complements and adds value to

Danish bilateral cooperation. Denmark’s bilateral cooperation is also guided by a strong focus on

SRHR, but

UNFPA’s

platform is often more effective than bilateral campaigning

and adds significant value to Denmark’s

bilateral programmatic activities.

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 in realising the 2030 Agenda through greater efficiency, effectiveness, coherence and

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

synergy. Denmark expects all parts of the UN Development System to support the adopted reform by

implementing the provisions of resolution 72/279, loyally and in close and constructive cooperation with their

sister agencies.

Based on the analysis above, during the next four-year period, Denmark will focus its cooperation with UNFPA

on the three thematic priority areas detailed below. While Denmark is fully committed to the Strategic Plan of

UNFPA as a whole, these priority areas are selected to highlight the most important UNFPA outcomes from a

Danish perspective. With a particular focus on these areas, and with HRBA and working across the humanitarian-

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

on its stated commitments. This will be done in alignment

with UNFPA’s own Strategic Plan

and utilizing its

accompanying Integrated Results and Resources Framework (IRRF). The IRRF consists of two separate results

frameworks: the Development Results Framework and the results framework for Organizational Effectiveness

and Efficiency (OEE).

A number of outcomes and indicators from UNFPA’s

IRRF relating to the Danish

priorities have been selected and are included in Annex 1. Denmark will advocate for the further strengthening

and prioritisation of the below listed areas in consultations with UNFPA 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 UNFPA (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 UNFPA to have appropriate

mechanisms and procedures in place to allow for complaints, reporting and investigation and to ensure adequate

support and protection for victims.

This priority area supports the objectives outlined in

Denmark’s Strategy for Development Cooperation

and

Humanitarian Action

on SRHR and Denmark’s focus on UNFPA as a

critical organisation in this context. This is

a particular important priority area because

every woman, adolescent and youth everywhere have integrated

sexual and reproductive rights protected and are free of coercion, discrimination and violence,

then

they are able to

contribute to and benefit from development as they are capable of planning their own future and live free of fear.

This is

because

it places sexual and reproductive health services in the context of health systems strengthening and

integrated people-centred care systems, focusing on human rights, social protection and equity in access to sexual

and reproductive health information and services, as well as quality and integration of services and accountability

mechanisms to monitor and address gaps in access and quality.

In Denmark’s view, UNFPA is the leading

UN organisation in the work towards securing sexual and reproductive

rights globally. This priority area feeds into the

heart of UNFPA’s mandate and mission. Under the current

Strategic Plan, UNFPA will focus on reaching the SRHR targets that were not achieved under the Millennium

Development Goals. This priority area will also directly contribute to achieving SDG3, focusing on maternal

mortality, skilled birth attendance, unmet needs for family planning, adolescent birth rates and HIV incidences.

This priority area will also leverage the opportunities provided by the 2030 Agenda to promote SRHR within

multiple platforms, including through coordination and partnerships in the health sector and in sectors such as

gender and education. The ability of UNFPA to engage in partnerships at all levels, including with UN partners

such as UNICEF, WHO and UNESCO, will be key to the success of this priority area both in development and

humanitarian contexts.

Within this priority area, UNFPA should also focus on protecting sexual rights and ensure increased utilization of

integrated sexual and reproductive health services and rights for those who are furthest behind. UNFPA should

enhance national capacities to: (a) develop and implement policies that provide integrated sexual and reproductive

health services that benefit adolescents and youth; (b) design and effectively implement national-level programmes

that prioritise access to information and services by women, adolescents and youth who are furthest behind,

including in humanitarian settings; and c) ensure that sexual rights are protected for men and women.

In recognition of the importance of this area, Denmark also supports UNFPA Supplies directly, and Denmark

expects that UNFPA delivers measurable results within this area as per its work plan increasing contraceptive

prevalence and use as well decreasing the unmet need for family planning, which can help harness the demographic

dividend which is particularly relevant in low- and middle-income countries. Family planning also creates cost-

savings and economic benefits for families and societies, contributes to the empowerment of women and girls and

fosters girls’ access to education.

Priority Area 1: Work to advance and ensure the sexual and reproductive health and rights of

every woman, adolescent and youth everywhere, especially those furthest behind

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Priority Area 2: Ensure gender equality, the empowerment of all women and girls, and protection

from sexual and gender-based violence and exploitation, including harmful practises in

development and humanitarian settings

This priority area supports the objectives outlined in

Denmark’s Strategy for Development Cooperation and

Humanitarian Action on gender equality and the empowerment of women and girls as well as SRHR and

Denmark’s

focus on UNFPA as a critical organisation in this context. This is a particularly important priority area

because

gender equality, the empowerment of all women and girls, and sexual and reproductive rights are

advanced in development and humanitarian settings,

then

women and girls will be able to exercise their human

rights on an equal footing with men and boys and equally contribute to and benefit from development and recovery

efforts. This is

because

it eliminates all forms of discrimination and violence against women and girls and vulnerable

groups, including discriminatory social and gender norms and legal barriers, violence by intimate partners, sexual

violence, and harmful practices such as child, early and forced marriage and female genital mutilation.

In Denmark’s view, UNFPA is the leading UN entity working to counter/mitigate the abovementioned harmful

practises, which affect women and girls worldwide and remain a key political priority in

Denmark’s international

engagement.

Work in this area will continue to build on the joint programmes with the United Nations Children’s

Fund (UNICEF) to address female genital mutilation in 17 priority countries and child marriage in 12 priority

countries. The recently launched UNFPA global programme on son preference and the undervaluation of girls,

under way in six countries in the Asia-Pacific, Central Asia and Eastern Europe regions, will expand work to

eliminate this harmful practice.

This priority area aligns with the 2016 Danish mid-term review, which recommended that Denmark should support

and encourage UNFPA to become a large stakeholder in the global humanitarian policy community. Humanitarian

settings require high-level accountability, the prioritisation of SRHR in the overall humanitarian response and the

prevention of and response to SGBV. Despite efforts, gaps exist in accessing comprehensive sexual and

reproductive health services, including emergency contraception, comprehensive clinical and psychosocial care for

rape survivors, family planning, and adolescent sexual and reproductive health services. UNFPA should continue

to strengthen its important role of supporting a holistic approach through coordination of and support to

appropriate services in humanitarian settings, including by building the capacity of local actors to help localization

of aid and promoting sustainability in preparedness and response.

During the previous strategic period, the world witnessed an escalation of humanitarian crises and the largest

displaced population since the Second World War. This development eroded some of the accomplishments

previously achieved and changed the global operational picture for UNFPA. UNFPA had to reorganise itself to

scale up its response to the massive needs for basic sexual and reproductive health services, particularly in

humanitarian crises. This involved a number of institutional and operational challenges, not least in the context of

the Middle East, where UNFPA has traditionally been engaged in upstream advocacy and technical advisory work,

rather than in service delivery, as is the current need. The 2016 mid-term review found that UNFPA was able to

expand its normative role vis-à-vis impacting the global humanitarian policy discourse in spite of operating in a

difficult political environment. As such, Denmark expects these positive trends to continue. The increase in

UNFPA's humanitarian budget and efforts require a consistent focus on building humanitarian capacities at HQ

and in the field.

UNFPA should continue to base its strategic approach to gender equality and the empowerment of women on the

collaborative advantage of the UN organisations, through complementarity with their work on legislative

frameworks. Ensuring women's participation and including women's groups in development and humanitarian

action should be considered as a central element. UNFPA focuses on strengthening multi-sectorial capacity and

responses to eliminate harmful practices and to prevent and respond to GBV, including sexual violence and sexual

exploitation and abuse. This focus also extends to humanitarian settings. These areas of involvement require the

creation of an enabling legislative and policy environment along with the elimination of discriminatory gender and

sociocultural norms that affect women and girls, including at community level.

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 all outlined in the Strategic Partnership Agreement, this section will

focus on other efforts aimed at enhancing organisational effectiveness and efficiency. This is because

the UN

system remains committed to continuously enhancing organisational effectiveness; engages in joint action spanning

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analysis, planning, delivery and documenting results; curbs all forms of corruption; leverages the potential of

innovation; and ensures that the UN System continuously reforms 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 adapt accordingly, seizing new

opportunities and addressing new challenges.

During the previous strategic period, 2014-2017, UNFPA went through a process of institutional reform, which

improved programming practices, harmonisation and accountability across the organisation, including through

rolling out a new business model and a financial resource allocation system, which allowed for tighter linkages

between resources and results. According to the Danish 2016 mid-term review, the implementation of a global

programming system and a strategic information system has enabled a more systematic management of work plans

and budgets. In addition, an internal Programme Review Committee ensures that Country Programme Documents

and Global and Regional Programmes are robust and thematically aligned to the Strategic Plan. The 2016 Danish

mid-term review found UNFPA to be on the right track in implementing efforts to instil a results-oriented culture,

including by adopting a robust IRRF. The IRRF has been a solid assessment tool and UNFPA has been able to

maintain and work towards most of the baselines and targets established at its adoption.

Under the current Strategic Plan 2018-2021, UNFPA will build on its progress in programming; the management

of resources; system-wide results, coordination and coherence; and communication, resource mobilisation and

partnerships to further strengthen its organisational effectiveness and efficiency. It will also ensure accountability

through rigorous and timely oversight and follow-up on the implementation of external and internal audit

recommendations. In accordance with the QCPR, UNFPA will seek better integration, coordination,

accountability and transparency with other UN entities. UNFPA will also employ the Enterprise Risk Management

system to annually assess all offices and to prepare and implement risk-mitigation plans.

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 UNFPA will also be reviewed and

optimized, which is in line with Danish priorities. Denmark expects UNFPA 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 while also retaining transparency and accountability.

In UNFPA’s

Strategic Plan, innovation is highlighted as crucial for

achieving UNFPA’s three transformative results

and in 2014, UNFPA established an Innovation Facility, with Denmark as its main stable financial supporter. The

objective of the Innovation Facility is to scan the horizon for new ways to address development and humanitarian

challenges; award seed funding to initiatives that test or scale innovation; foster networks of innovation champions

for knowledge sharing; and create new norms within UNFPA to shift away from business as usual. This is central

to the Danish partnership with UNFPA

and in complete alignment with Denmark’s broader TechVelopment

initiative with a focus on mainstreaming innovation across the organisation. Furthermore, 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.

An evaluation of the first phase of

UNFPA’s

Innovation fund was completed in 2017. Building on this evaluation

and lessons learned, UNFPA is now moving into the second phase of the Innovation Fund, which will focus on

sourcing innovative solutions; moving from pilots to scaling up; promoting and sustaining a culture of innovation;

building innovative partnerships for resource mobilization; establishing an innovation-specific M&E framework;

and strengthening innovation capacity.

With Denmark as its main financial supporter in terms of innovation efforts, Denmark expects UNFPA to

document its achievements

and to significantly strengthen its communication about Denmark’s role in supporting

the Fund. Going forward and supported by its dedicated funding, Denmark will continue to encourage the

promotion of innovation in the work of UNFPA, 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.

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5. Follow-up on Danish priorities

As one of its top donors, Denmark maintains a continuous and constructive dialogue with UNFPA, which will be

used to hold UNFPA accountable and to follow-up on Danish priorities. Denmark will support UNFPA in further

strengthening and prioritising the Danish priority areas, including in the context of the current Strategic Plan’s

mid-term review and in relation to the development of its successor plan. Denmark will engage in regular dialogue

on the progress made, particularly in connection with the Annual High-Level Consultations between Denmark

and UNFPA 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 Executive Board meetings where

Denmark engages actively, even in years when it is not a formal member. As a large core donor and a recognised

front-runner for gender equality and

women’s rights,

Denmark has a strong voice in Board discussions.

Denmark will also continue to cooperate closely with the Nordic and other like-minded countries regarding issues

related to UNFPA, including through regular coordination meetings prior to important discussions and decision-

making. Finally, to promote results at country level and to ensure complementarity between Danish multilateral

and bilateral development cooperation, Denmark will continue to engage with UNFPA’s regional and country

offices and ensure the exchange of information between the Danish UN Mission in New York, bilateral

representations and the central coordinating units within the Ministry of Foreign Affairs (MFA). In Copenhagen,

the MFA maintains close contact with UNFPA through its Nordic Liaison Office in the UN City.

Denmark will rely on

UNFPA’s own reporting, monitoring and evaluation systems for reporting on the usage of

core contributions, contributions to UNFPA Supplies and contributions to the Innovation Fund as outlined in the

Strategic Partnership Agreement, drawing

on UNFPA’s Annual Report as well as UNFPA’s own mid-term

review

of its Strategic Plan and other relevant documentation. The Danish UN Mission will report on progress against

these outcomes in accordance with the Strategic Partnership Agreement from 2017 and by liaising with relevant

entities in the MFA in Copenhagen and at country level. Based on this, Denmark will undertake a separate mid-

term review of the present Strategy.

6. Budget

Denmark remains a committed partner of UNFPA and will continue to provide reliable and predictable funding

for its activities and programmes.

In 2018, the core contribution is planned for DKK 225 million, whereas DKK 113 million will be thematically

and geographically earmarked contributions; DKK 12 million will be earmarked towards UNFPA’s Innovation

Fund; DKK 15 million will go towards humanitarian funds and DKK 6 million will go towards secondments (see

table in annex 2).

According to the 2019 draft Finance Act, the projected Danish contributions to UNFPA for 2019, 2020, 2021 and

2022 are foreseen to amount to a total of DKK 1.584 billion, covering the course of the current strategy, and

including annual core contribution, thematically and geographically earmarked contributions, support for the

Innovation Fund and secondments. 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

UNFPA’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 UNFPA’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, responses and assumptions

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

environment, especially pertaining to the risks and challenges listed below, which it itself can help mitigate.

Resistance from stakeholders:

Due to the controversy over parts of UNFPA’s agenda and a political landscape

with growing opposition towards sexual and reproductive health and rights, there is a risk that the organisation

may not be able to gain support for a forward-looking agenda, including adequate reflection of its mandate.

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Furthermore, behavioural change might prove difficult due to increased sociocultural resistance. UNFPA must

respond to this through evidence-based advocacy and constructive dialogue with national authorities and

community leaders. There is also a risk that UNFPA gives into this growing opposition, in particular to engage

new donors, which Denmark will seek to assist UNFPA in preventing.

Insufficient funding:

UNFPA has experienced a general fall in resources since 2014 in particular due to

decreasing core contributions. This decline increases the risk of UNFPA not being able to fully implement its

2018-2021 Strategic Plan. Over time, insufficient funding may have a negative impact

on UNFPA’s ability to

effectively and efficiently undertake long-term corporate planning and prioritisation. The trend towards earmarking

also poses challenges, especially with regards to key cross-cutting priorities of gender and rights as well as effective

corporate management. UNFPA needs to counter this through effective resource mobilisation, new types of

parrtnerships and results documentation, including through the Structured Funding Dialogue. While prioritising

programming is a decision that should be commended, an erosion of the core budget may increase institutional

risks and lower quality of integrated field support functions and programming. If institutional resources are not

sufficient to provide backbone support needed at the operational level, a potential consequence is increasing risks

of misuse of funds, in particular as UNFPA is spending an increasing share of resources in fragile areas. The

capacity to pursue the Danish priorities of upstream and normative work in the form of capacity building and

advocacy to governments may be eroded as a result of the increasing share of humanitarian assistance in the overall

budget. Denmark will advocate for a suitable budgetary balance to sustain a focus on accountability and upstream

and normative work.

Simultaneous crises:

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

simultaneous large-scale humanitarian crises and will be hard pressed if several humanitarian and crisis situations

occur at the same time.

UNFPA’s

risk mitigation strategy in such situations has been to upgrade skills of staff

(response capacity), but this may still be a challenge in the future. Denmark will express support for upgrading

UNFPA’s response capacity.

Misuse of funds:

UNFPA partially operates in fragile and conflict states and extensively uses implementing

partners. It also has significant procurement activities, which exposes its operations to possible fraud and

corruption. UNFPA’s work on its risk management approach, including fraud

and corruption risks and transparent

risk communication and effective mitigation efforts, will be crucial and continuously supported by Denmark.

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Annex 1: Danish priorities and monitoring

In full alignment with UNFPA’s

own IRRF, 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.

Priority Indicators 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 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.

Indicator 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/XXX of 2018 on the repositioning of

the United Nations development system, in the context of the QCPR.

Priority Area 1: Work to advance and ensure the sexual and reproductive health and rights of

every woman, adolescent and young person everywhere, especially those furthest behind

Relevant output indicators drawn from UNFPA’s Integrated Results and Resources Framework

Output 1:

Enhanced capacities to develop and

implement policies, including financial

protection mechanisms, that prioritize

access to information and services for

sexual and reproductive health and

reproductive rights for those furthest

behind, including in humanitarian settings.

Indicator 1.1: Number of countries that have a

costed integrated national sexual and reproductive

health plan prioritizing access to a comprehensive

package of sexual and reproductive health

information and services for adolescents, key

populations and marginalized groups.

Note: This indicator is a good

proxy for UNFPA’s

important upstream and advocacy work to ensure national

action on sexual and reproductive health with a focus on

adolescents, key populations and marginalized groups and

the ambitious doubling of costed national action plans is

well aligned with Danish priorities.

Indicator 2.1: Number of countries meeting

coverage of emergency obstetric and new-born

care, as per the international recommended

minimum standards.

Note: It is assumed that if this output is achieved then

UNFPA has successfully provided support through

numerous entry points and through a variety of support

mechanisms to ensure emergency obstetric and new-born

care as per the international recommended minimum

standards, which is a Danish priority as it is a prerequisite

for a healthy life why is also why the ambitious increase in

the target number is appreciated.

Baseline 2018: 17

Target 2021: 56

Baseline 2018: 50

Target 2021: 103

Output 2:

Strengthened capacities to provide high-

quality, integrated information and services

for family planning, comprehensive

maternal health, sexually transmitted

infections and HIV, as well as information

and services that are responsive to

emergencies and fragile contexts.

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Output 4:

Strengthened capacities to effectively

forecast, procure, distribute and track the

delivery of sexual and reproductive health

commodities, ensuring resilient supply

chains.

Indicator 4.1: Number of countries where a

costed supply chain management strategy is in

place and that take into account recommended

actions of the UNFPA/WHO implementation

guide on ensuring rights-based contraceptive

delivery.

Note: This indicator relates to the critical need for family

planning and contraceptives in a large number of countries

with alarming population growth rates and the ambitious

more than doubling of the number of countries where a

costed supply chain management strategy is in place aligns

well with Danish priorities.

Baseline 2018: 26

Target 2021: 76

Output 5:

Improved domestic accountability

mechanisms for sexual and reproductive

health and reproductive rights through the

involvement of communities and health-

system stakeholders at all levels.

Indicator 5.1: Number of countries in which

sexual and reproductive health indicators,

disaggregated at least by age and sex, are

periodically collected as part of the national health

information system, and made publicly available.

Note: This indicator relates to the critical role of data to

inform policy-making and advocacy for sexual and

reproductive health and rights, which is a Danish priority,

including through highlighting issues in the public domain.

Indicator 5.4: Proportion of countries affected by

a humanitarian crisis that have a functioning inter-

agency sexual and reproductive health

coordination body as a result of UNFPA

guidance and leadership.

Note: This indicator relates to the role of UNFPA in

ensuring collective UN System analysis, action and

coordination on sexual and reproductive health issues in

humanitarian settings.

Baseline 2018: 15

Target 2021: 76

Baseline 2018: 44%

Target 2021: 61%

Priority Area 2: Ensure gender equality, the empowerment of all women and girls, and

protection from sexual and gender-based violence and exploitation, including harmful

practises in development and humanitarian settings

Relevant output indicators drawn from UNFPA’s Integrated

Results and Resources Framework

Output 9:

Strengthened policy, legal and

accountability frameworks to

advance gender equality and

empower women and girls to

exercise their reproductive

rights and to be protected from

violence and harmful practices.

Indicator 9.1: Number of countries using

strategies to align their laws, policies and

regulations on reproductive rights with

international human rights standards.

Note: This indicator is a good proxy for UNFPA’s

success with its upstream advocacy work and support vis-

à-vis national governments to ensure national ownership

and action on reproductive rights in alignment with

international human rights standards, which is a Danish

priority, reaching an ambitious 100 countries.

Indicator 9.4: Number of countries that, as part

of their engagement with international human

rights mechanisms, have established platforms

for dialogue on reproductive rights, with

Baseline 2018: 72

Target 2021: 95

Baseline 2018: 59

Target 2021: 100

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support from UNFPA, fully engaging civil

society, including faith-based and state actors.

Note: Following from the indicator above, this indicator

aims to raise the number of countries to 95, which have

established platforms for dialogue on reproductive rights,

with support from UNFPA, with full engagement of

civil society, including faith-based and state actors, which

are critical actors to achieve progress at the national level.

Output 10:

Strengthened civil society and

community mobilization to

eliminate discriminatory gender

and sociocultural norms affecting

women and girls.

Indicator 10.3: Number of communities that

developed advocacy platforms, with support

from UNFPA, to eliminate discriminatory

gender and sociocultural norms that affect

women and girls.

Note: This indicator relates directly to

UNFPA’s work

with communities to strengthen bottom up processes with

advocacy aimed at eliminating discriminatory gender and

sociocultural norms that affect women and girls

negatively, which is a Danish priority.

Indicator 11.1: Number of countries that have a

national mechanism to engage multiple

stakeholders, including civil society, faith-based

organizations, and men and boys, to prevent

and address gender-based violence.

Note: This indicator relates directly to UNFPA’s work

to strengthen national mechanism to engage multiple

stakeholders, including civil society, faith-based

organizations, and men and boys, to prevent and address

gender-based violence. The constructive engagement of

these stakeholders in an ambitiously increased number of

countries is a prerequisite for reducing gender-based

violence, which is a key Danish priority.

Indicator 12.2: Number of girls who receive,

with support from UNFPA, prevention and/or

protection services and care related to child,

early and forced marriage.

Note: This indicator relates directly to

UNFPA’s work

to address child, early and forced marriage either through

prevention or through dealing with their consequences

more than doubling the number of beneficiaries reached,

which is a key Danish priority.

Baseline 2018: 1 million

Target 2021: 2.5 million

Baseline 2018: 61

Target 2021: 108

Baseline 2018: 2000

Target 2021: 2500

Output 11:

Increased multi-sectoral capacity

to prevent and address gender-

based violence using a continuum

approach in all contexts, with a

focus on advocacy, data, health

and health systems, psychosocial

support and coordination.

Output 12:

Strengthened response to

eliminate harmful practices,

including child, early and forced

marriage, female genital mutilation

and son preference.

Priority Area 3: Continuously enhance organisational effectiveness contributing to UN reform,

curbing corruption and leveraging innovation

Relevant output indicators drawn from UNFPA’s Integrated Results and Resources Framework

Output 1:

Improved programming for

results.

Indicator 1.6: Proportion of expenditures with a

significant gender component and with gender

as a principal objective.

This indicator relates to UNFPA’s ambition to further

expand the gender focus of its programming, which a

priority for Denmark.

Baseline 2018: 65%

Target 2021: 69%

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Indicator 1.13: Proportion of UNFPA offices

that pilot or transition to scale innovations.

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 support to innovation in UNFPA

being taken to scale.

Output 3:

Increased contribution to United

Nations system-wide results,

coordination and coherence.

Indicator 3.2: Percentage of country offices that

apply the standard operating procedures for

United Nations country teams or components

of it.

Note: The percentage of country offices that are applying

the Standard Operating Procedures is a good proxy

indicator for UNFPA’s

focus on common UN

approaches more broadly and a key enabler for

collaboration and joint operations.

Output 4:

Enhanced communication,

resource mobilization and

partnerships for impact.

Indicator 4.1: Volume of communications in

traditional and social media - number of times

UNFPA is mentioned in the media.

Note: This indicator relates to UNFPA’s visibility and

public awareness impact, which is critical for sustaining

broad popular support to UNFPA’s work.

Indicator 4.2: Amount contributed by donors

other than the top 15 (in millions of dollars).

Note: This

indicator relates to UNFPA’s ability to

broaden its donor base, which is a key Danish priority.

Baseline 2018: 49%

Target 2021: 52%

Baseline 2018: 80%

Target 2021: 90%

Baseline 2018: 7545

Target 2021: 8244

Baseline 2018: 7545

Target 2021: 8244

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Annex 2: Funding and key financial data

On 3 April 2017, UNFPA was defunded by the US government when it determined that UNFPA was in violation

of the so-called Kemp-Kasten

Amendment of 1985, which states that “none of the funds made available in this

Act nor any unobligated balances from prior appropriations acts may be made available to any organisation or

program which, as determined by the President of the United States, supports or participates in the management

of a program of coercive abortion or involuntary sterilization”. The justification

provided by the US Department

of State states that “while there is no evidence that UNFPA directly engages in coercive abortions or involuntary

sterilizations in China, the agency continues to partner with the National Health and Family Planning Commission

on family

planning, and thus can be found to support or participate in the management of China’s coercive policies

for purposes of the Kemp-Kasten

amendment. UNFPA refutes that claim. UNFPA’s work promotes the human

rights of individuals and couples to make their own decisions related to family planning and the number of their

children, free of coercion or discrimination. Throughout the world, UNFPA fights to protect women from

coercive family planning practices and forced abortions.

The funding gap caused by the US withdrawal of funds was entirely bridged in 2017, however, UNFPA has

expressed concerns that 2017 might have been a unique ‘sympathy year’ and fears potential funding shortfalls

the future. Ensuring the continued inclusion of SRHR in the global agenda on gender equality remains a critical

priority for Denmark, which is fully aligned with UNFPA’s Strategic Plan. To promote SRHR further, and as a

reaction to US defunding, Denmark doubled its contribution to UNFPA in 2017 (compared to the original Finance

Act for 2017).

In 2015, UNFPA developed a comprehensive resource mobilization strategy with the aim of engaging both public

and private partners to support UNFPA’s work. According the UNFPA’s annual report from 2017, private sector

partnerships were leveraged globally (in 26 countries) to support women and adolescents and UNFPA managed

to mobilize private sector funding and in-kind contributions valued at USD 12.8 million, a 24% increase over 2016.

As a major donor, it is in Denmark’s interest

that UNFPA diversifies its donor basis and enters into partnerships

with, for example, the private sector to facilitate innovation and new ways of pursuing its mandate.

UNFPA is advancing the Structured Funding Dialogue, mandated by UNFPA Executive Board, and the concept

of a funding compact with the Executive Board. These aim to secure predictable and adequate levels of funding

over the next four years of UNFPA’s Strategic Plan, in order to focus on achieving programmatic results. UNFPA

commits to excellence in programming, and to transparency and accountability in management; partners would in

turn commit to adequate levels of predictable funding for the Strategic Plan, and when possible, for multi-year

funding.

UNFPA implements humanitarian programmes in 56 countries and its humanitarian budget has grown from USD

23 million in 2012 to USD million 165.4, now constituting 23% of total UNFPA non-core funding and 15.5% of

total UNFPA funding.

At the same time, UNFPA’s need for humanitarian funding increased

from USD 78 million

in 2006 to USD 463 million in 2018. By 31st December 2017, UNFPA had raised USD 215.7 million for its

humanitarian budget that year, meeting only 51 % of the needs leaving a funding gap of some USD 209 million.

UNFPA has created an emergency data portal where potential contributors will soon be able to see country-level

data on humanitarian needs, financing and results in real time.

Danish contributions to UNFPA 2018-2022*

Funding to UNFPA (2018-2022) as

stipulated in the Danish draft Finance Act

for 2019 (resources in DKK million)

Core contribution

Earmarked thematic and geographical

contributions

Innovation activities

Secondments

Humanitarian funds

Total

* subject to annual parliamentary approval.

2018

225

113

371

Planned

2019*

225

113

396

Planned

2020*

225

113

396

Planned

2021*

225

113

396

Planned

2022*

225

113

396

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Total contributions (2014-2017)

Resources (million USD)

Regular Resources (Core)

Other Resources (Non-

Core)

% of target raised

Total

476

542

98 %

1,018

1,002

2014

Target

Actual

477

525

478

573

92 %

1,051

972

2015

Target

Actual

398

574

482

611

76 %

1,093

833

1,142

2016

Target

Actual

353

480

Target

486

656

93 %

1,059

2017

Actual

350

712

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Budgeted use of resources

Subject to change/approval by the Executive Board.

0.8 %

14 %

78.2 %

13 %

51 %

11 %

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Annex 3: Visual representation of UNFPA’s Integrated Results and Resources

Framework (IRRF)

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Annex 4:

The Bull’s Eye Approach alignment with the

SDGs from Strategic

Plan 2018-2021

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Annex 5: Universal and people-centred transformative results from Strategic

Plan 2018-2021

URU, Alm.del - 2018-19 (1. samling) - Bilag 23: Organisationsstrategier for UNDP, UNFPA, UNICEF og UNWOMEN (2018-2022)

Annex 6: UNFPA’s organisational structure

2018-2021 (only posts covered by the institutional budget)