Udenrigsudvalget 2018-19 (1. samling)
URU Alm.del Bilag 23
Offentligt
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Strategy for Denmark’s Engagement with
United Nations Children’s Fund (UNICEF)
2018-2022
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1. OBJECTIVES AND PRIORITIES........................................................................................................ 4
2. UNICEF’S MANDATE,
ORGANISATION AND FUNDING ........................................................... 5
3. KEY STRATEGIC CHALLENGES AND OPPORTUNITIES ........................................................... 6
3.1 R
ELEVANCE 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 ................................................................. 8
P
RIORITY
A
REA
1: C
HILD
-
CENTRIC HEALTH AND EDUCATION DELIVERY AND SYSTEM STRENGTHENING IN
DEVELOPMENT AND HUMANITARIAN SETTINGS
.......................................................................................................... 9
P
RIORITY
A
REA
2: C
HILD PROTECTION IN DEVELOPMENT AND HUMANITARIAN SETTINGS
........................... 10
P
RIORITY
A
REA
3: C
ONTINUOUSLY ENHANCE ORGANISATIONAL EFFECTIVENESS CONTRIBUTING TO
UN
REFORM
,
CURBING CORRUPTION AND LEVERAGING INNOVATION
....................................................................... 11
5. FOLLOW-UP ON DANISH PRIORITIES ......................................................................................... 12
6. BUDGET............................................................................................................................................... 12
7. RISKS AND ASSUMPTIONS .............................................................................................................. 13
ANNEX 1: DANISH PRIORITIES AND MONITORING ................................................................... 14
ANNEX 2: KEY FINANCIAL DATA ...................................................................................................... 18
ANNEX 3: INTEGRATED RESULTS AND RESOURCES FRAMEWORK, 2018-2021 ...................... 24
ANNEX 4: KEY ELEMENTS IN UNICEF’S
STRATEGIC PLAN
2018-2021 ...................................... 25
ANNEX 4: UNICEF ORGANOGRAM ................................................................................................... 27
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UNICEF has a unique dual humanitarian and
development mandate to respect, protect and
promote human rights standards and principles for
all girls and boys aimed towards the fulfilment of
the potential of all children, especially the most
disadvantaged.
Denmark supports UNICEF because:
Established:
Headquarters:
1946
New York
Work in 190 countries and
territories with 7 regional
offices including its Supply
Division, based in
Copenhagen
13.791 staff members
including 125 Danish
nationals
Core: 1.424
Non-core: 5.153
Henrietta H. Fore
February, June, September
2009-2014, 2016-2017, 2019,
2020
Country Offices:
Human resources:
It has a unique dual humanitarian and
development mandate to work towards the
realization of the rights of all children in
emergency and development settings
It helps build local and government structures
to ensure that these rights are sustainably
protected and advanced
It has a solid track record of leaving no child
behind and reaching those furthest behind first
in very challenging contexts
Its programming and mandate addresses key
Danish priorities and interests relating to
irregular migration, human rights,
empowerment of women and addressing
poverty
Financial resources:
In USD mil. (2017)
Executive Director:
Executive Board:
Sessions
DK member of the
Executive Board
Denmark
2%
Netherlands
3%
Canada
4%
Others
15%
United States of
America
27%
The United
Kingdom
17%
Germany
12%
Key challenges for UNICEF:
Effectively drawing on partnerships across the
UN System to achieve its goals
Keeping the organisation fit for purpose with
ever-growing demand for its services
Japan
6%
Norway
7%
Sweden
7%
Denmark will expect UNICEF to:
Effectively deliver health, education and
protection services and strengthening national
systems in humanitarian and development
settings in an equitable and inclusive manner.
Lead the way in bridging humanitarian and
development interventions in collaboration with
the rest of the UN System
Continuously enhance organisational
effectiveness contributing to UN reform,
curbing corruption and leveraging innovation
Funding to UNICEF as stipulated in the Danish draft Finance Act 2019
(million DKK)
80
Core contribution
70
60
Innovation activities
50
Denmark will follow-up by:
Engaging strategically and constructively with
UNICEF at HQ, regional and country level
Monitoring Danish priorities based on
UNICEF’s results framework
Conducting annual consultations and actively
participating in the Board
Undertaking a mid-term review of the Danish
strategy
40
Thematic funding pools
30
20
Humanitarian Action
10
0
2018
Planned
2019
Planned
2020
Planned
2021
Planned
2022
Secondments
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1. Objectives and priorities
This Strategy for Denmark’s cooperation with the United Nations Children's Fund (UNICEF) forms the basis for
the Danish contributions to UNICEF, and it is the central policy document guiding
Denmark’s dialogue and
partnership with UNICEF. It complements the Strategic Partnership Agreement between UNICEF 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 UNICEF's performance within the overall framework established by UNICEF'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 UNICEF's strategic plan while being six months
staggered to allow for the full implementation and evaluation of the current plan and the adoption of its successor.
The strategy is aligned with the Strategic Partnership Agreement between Denmark and UNICEF, which entered
into force in 2017, and will cover the period July 2018
–
June 2022.
Denmark’s strategy for its partnership with UNICEF 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 mandate covers 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 UNICEF
are to enable the organisation to deliver critical health,
education and protection services in development and humanitarian settings, including in countries of interest to
Denmark. Additional key priorities are to enhance 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 providing predictable funding to
UNICEF, which comes in various forms. A contribution is
provided as core funding, while other contributions provided are
earmarked thematically (for child protection, education, and
health) and geographically (reflecting Danish priority countries).
For child protection, Denmark supports activities in Lebanon and
Iraq; for education, Denmark supports activities in Iraq and Niger;
and for activities regarding health, Denmark supports activities in
Mali, Niger, and Burkina Faso. A contribution supports
UNICEF’s humanitarian work, as children are often
disproportionally hit during humanitarian crises. Specifically in
2018, this contribution supports UNICEF’s Humanitarian Action
for Palestine, Myanmar, Central African Republic, and Mali.
Additional funding is provided annually to
UNICEF’s Innovation
Fund.
The three Priority Areas for Danish
support spanning both earmarked and
core contributions to UNICEF during
the period 2018-2022 are:
1.
Child-centric health and education
delivery and system strengthening
in development and humanitarian
settings
Child protection in development
and humanitarian settings
Organisational effectiveness
contributing to UN reform,
curbing corruption and leveraging
innovation
2.
3.
Additionally, Denmark provides funding for 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 UNICEF within prioritised
areas of work agreed between Denmark and UNICEF.
A significant backbone of UNICEF’s global operations is
its Supply Division in Copenhagen
–
which includes the largest humanitarian warehouse in the world
–
for which
Denmark contributes to both rent and operational costs. Finally, Danish contributions are allocated through
Denmark’s country and regional programmes.
The following two sections will provide the background for these specific priorities by
outlining Denmark’s view
on UNICEF’s role
within the broader multilateral system, including important challenges and key comparative
advantages. Section four and five subsequently covers each of the three priority areas in greater depth and outlines
the follow-up on these priorities. Section six and seven present the projected budget as well as the risk responses
and assumptions relevant to the strategy.
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2. UNICEF’s mandate, organisation and funding
UNICEF is mandated to advocate for children’s rights; to help meet children’s basic needs; and to expand their
opportunities. The organisation’s
work is guided by human rights and child rights principles such as universality,
non-discriminations, the best interests of the child, the right to survival and development, accountability and
respect for the voice of the child. UNICEF develops the capacity of duty bearers to understand and meet their
obligations to respect, protect and advocate for the rights of the child, while also supporting those with rights to
develop their capacity to claim them. UNICEF’s Strategic Plan is grounded in the Convention
on the Rights of
the Child (CRC), as well as other international human rights treaties and instruments. These include the Committee
on the Elimination of Discrimination against Women (CEDAW) and the Convention on the Rights of Persons
with Disabilities, and has a strong strategic architecture geared towards delivering on the CRCs objectives and
principles.
UNICEF has a unique dual mandate spanning both humanitarian and development efforts, which increases the
complexity of
UNICEF’s operations,
but also gives the organisation a unique potential to operate effectively in
the humanitarian-development nexus. This ensures that efforts to safeguard the rights and wellbeing of children
and their caretakers during crises efficiently transition to longer-term development efforts. UNICEF thus builds
resilience in emergency and development contexts by:
(i)
(ii)
(iii)
(iv)
Responding to emergencies in a way that leaves something behind after the emergency has passed
and does not undermine remaining systems where these exist;
Implementing development programmes based on a sound risk assessment that reduces risk and
builds resilience for communities by strengthening social service systems most subject to shocks and
stresses (climate change, natural disasters and conflict and other human-induced emergencies);
Being well prepared for residual risks with contingency plans, prepositioned supplies etc.; and
Integration and geographical convergence of programmes in areas of greatest vulnerability and
lowest capacity.
UNICEF’s
new Strategic Plan 2018-2021
contains five goal areas:
1) Every child survives and thrives
2) Every child learns
3) Every child is protected from
violence and exploitation
4) Every child lives in a safe and clean
environment
5) Every child has an equitable chance
in life
UNICEF’s comparative
advantages include its convening power;
advocacy capability; broad outreach across multiple sectors; strong
field presence; and its dual mandate spanning the humanitarian-
development nexus. UNICEF is guided by commitments made in
the Millennium Summit Declaration of the General Assembly, the
Declaration and Plan of Action (A World Fit for Children), which
was adopted during the General Assembly Special Session on
Children in 2002, and the Sustainable Development Goals as well
as its commitments under the Grand Bargain.
UNICEF is a field-driven organisation operating in 190 countries.
Each country office carries out UNICEF's development work
through a unique programme of cooperation developed with the
These five goal areas are intended to fulfil
host government. The organisation’s regional offices guide this
the larger goal of “Realizing the rights of
work and provide technical assistance to country offices as
every child, especially the most
needed. The overall management and administration of the
disadvantaged”
and is aligned with the
organisation is handled at the headquarters in New York and
principles from Agenda 2030 of “leaving
Geneva from where global policy on children is also shaped.
no one behind” and “reaching the furthest
Specialised offices include the Supply Division, based in
behind”.
Copenhagen, which procures life-saving items for the majority
of children living in low and middle-income
countries. UNICEF’s
Global Shared Services Centre in Budapest provides administrative services to UNICEF staff and offices
worldwide. In addition to these offices, UNICEF’s has 34 National Committees, which are an integral part of
UNICEF’s global organisation and a unique feature of UNICEF. Each
National Committee is established as an
independent local non-governmental organisation and serves as the public face and voice of UNICEF. Guiding
and monitoring all of UNICEF's work is a 36-member Executive Board made up of government representatives.
They establish policies, approve programmes and decide on administrative and financial plans and budgets. The
United Nations Economic and Social Council elect members, usually for three-year terms.
UNICEF is funded entirely by voluntary funds including those channelled through the Central Emergency
Response Fund (CERF) and other pooled funding mechanisms. Governments contribute two thirds of its
resources; private groups and some six million individual donors contribute the rest. For instance, this is done
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through UNICEF’s National Committees (the National Committees collectively raise around one third of
UNICEF's annual income and the Danish chapter is among the world’s largest per capita). Core contributions to
UNICEF have seen a decline over the past years with a total of USD 521 million received in 2017, and close to
USD 2.5 billion in non-core resources of which close to USD 1.4 billion were earmarked for emergencies. Denmark
has traditionally been among UNICEF’s top 20 donors, ranking as number
12 in 2017 in terms of overall funding
as well as core contributions. UNICEF estimates that the organisation will need USD 23.97 billion to implement
its Strategic Plan 2018-2021.
Denmark’s
contributions to UNICEF in million USD
Regular
DK's
Other Resources
resources
Regular
Resources
Year
Ranking
14.2 (regular)
2014
33.95
N/A
15.61 (emergency)
5.37 (regular)
2015
31.88
N/A
9.27 (emergency)
4.73 (regular)
th
2016
20.96
7
14.04 (emergency)
24.18 (regular)
th
2017
12.50
12
18.42 (emergency)
Based on
UNICEF’s
annual reports.
DK's Other
Resources
Ranking
N/A
N/A
14
th
(regular)
10
th
(emergency)
14
th
(regular)
14
th
(emergency)
Total
DK's Total
Ranking
63.76
46.53
39.73
55.10
18th
20th
9
th
12
th
3. Key strategic challenges and opportunities
UNICEF’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 UNICEF in the broader multilateral
system and how the organisation complements
other aspects of Denmark’s international engagement.
Denmark
will actively work with UNICEF to pursue strategic opportunities and address challenges through its funding;
advocacy and policy-oriented engagement in the 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 UNICEF reflects the commitment in Denmark’s Strategy for Development Cooperation
and Humanitarian Action to the Sustainable Development Goals (SDGs). UNICEF’s mandate
and its strategic
plan are well aligned with the 2030 Agenda. Particularly with regards to SDG 2 on zero hunger, SDG 3 on good
health and well-being,
SDG 4 on quality education, SDG 5 on gender equality and women’s and girls’ rights, SDG
6 on clean water and sanitation, and SDG 8 which includes the elimination of the worst forms of child labour, and
recruitment and use of child soldiers. Denmark further sees UNICEF as relevant in relation to SDG 16 on peaceful,
just and inclusive societies responding to the needs of children in fragile and conflict-affected contexts.
Globally, the world has witnessed significant progress for children across a variety of areas. Examples include the
decline in the number of children who die before their fifth birthday (from 12.7 million in 1990 to 5.9 million in
2015); that stunting rates for children under five has been reduced by 41% between 1990 and 2015; that the number
of HIV-infections among children aged 0-14 years has been reduced by more than 50% since 2010; and that gender
parity in education continues to improve. The rapidly growing world population, however, means that much has
to be done to ensure that the large cohorts of children entering the world these years will see similar or greater
advances. While these achievements are worth celebrating,
other aspects of children’s lives
have seen less progress.
For example, children from the
world’s
poorest families are two times as likely to die before the age of five than
the average; 156 million children under five experience stunting; 61 million primary school-aged children are out
of school; adolescent girls continue to be more likely to be illiterate than boys; and one in ten girls have suffered
sexual violence, which also adversely impacts on their school enrolment. UNICEF has a unique mandate in the
international development context to help address these global challenges for the enormous number of children
living in the world these years.
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Globally the number, scale and intensity of humanitarian crises spanning, both man-made and natural emergencies
and protracted crisis, are the highest witnessed in decades and have resulted in the highest number of displaced
people since the Second World War. More than 68 million people are either internally displaced or have been
forced to cross national borders in search of safety. UNICEF’s
experience
with humanitarian response is critical
in this context as is the organisation’s
dual mandate enabling UNICEF to integrate a focus on resilience and
medium-term and longer-term development objectives into its responses. UNICEF is also increasingly ensuring
that all its humanitarian and development interventions are delivered using risk-informed approaches, which in
practise means that they are designed to withstand
–
or be resilient in the face of
–
shocks and stresses. UNICEF
works to ensure that all of its programmes are conflict-sensitive, and when appropriate, make an explicit
contribution to peacebuilding and strengthening of social cohesion. UNICEF thus contributes to mitigating the
refugee crises and addressing the root causes of migration, including through its work with education, child
protection and social inclusion in humanitarian settings and through building resilience in vulnerable societies. This
is well aligned with Strategic Aim
2 of Denmark’s Strategy for Development Cooperation and Humanitarian Action
focussed on
migration and development, including activities that contribute to addressing root causes of migration.
The 2016 Multilateral Organisation Performance Assessment Network (MOPAN)
found UNICEF’s
developmental and humanitarian activities to be relevant, inclusive, sustainable and efficient, which underlines the
organisation’s relevance
in the current developmental context. The Danish mid-term review of the current UN
organisational strategy from the same year noticed that UNICEF had experienced a rapid rise in its humanitarian
budget over the last years, resulting in a relative decline in the share of core contributions, and noted the need to
ensure adequate core resources for the organisation to ensure organisational effectiveness and accountability.
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
UNICEF’s
Strategic Plan 2018-2021 works across the full humanitarian-development nexus with goals spanning
from the challenge of ensuring that children survive humanitarian crisis to building high-quality education systems
and learning outcomes as an enabler for longer-term development. Another critical function in the humanitarian-
development nexus is UNICEF’s function as cluster lead for several key clusters (Child Protection, Education,
Nutrition and WASH) and its contribution to building resilient capacity in these sectors. UNICEF is committed
to the “Delivering as one” approach and the system-wide
coherence principles contained in the Standard Operating
Procedures. UNICEF’s Strategic Plan is also guided by the resolution on the Quadrennial Comprehensive Policy
Review of operational activities for the UN development system (QCPR), and the common chapters of the
strategic plans of UNICEF, UNDP, UN Women and UNFPA, which focuses on creating a UN development
system that responds to the changing world and through working in increasingly effective ways to deliver on the
SDGs.
UNICEF is also committed to key Agenda
2030 principles such as “leaving no one behind” and “reaching the
furthest behind”, which
explicitly permeate
UNICEF’s
Strategic Plan 2018-2021 and its objectives
–
for example
including reaching children with disabilities. The Strategic Plan also responds to the outcomes of the Addis Ababa
Action Agenda of the Third International Conference on Financing for Development; the Paris Agreement under
the United Nations Framework Convention on Climate Change; and the Sendai Framework for Disaster Risk
Reduction 2015-2030. UNICEF must accordingly deliver development programmes that are adaptable to high-
risk environments in fragile contexts, hence helping to stem instability and displacement. In accordance with the
New Way of Working and Grand Bargain, UNICEF has committed to working across traditional silos for
collective outcomes, bridging the divides between the humanitarian and the development system. UNICEF is
therefore expected to facilitate joint context and risk analysis, joint needs assessments, multi-year planning
(including alignment of UNICEF 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.
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In terms of strategic leadership and the commitment of staff to the mandate of the organisation, the 2016 MOPAN
found that a
profound cultural ethos of the “rights of the child” permeates the
organisation and translates into a strongly mission-
driven institution.
The 2016 MOPAN also
found UNICEF’s ability to embrace crosscutting issues of gender
mainstreaming, equity, good governance and human rights to be one of its greatest strengths. Following the 2016
MOPAN’s recommendations, UNICEF has been working on improving its human resources management
and its
results-based management approaches and systems, which has led to significant efficiency gains and better
accountability for results. Recommendations on further clarifying
the different roles the organisation can adopt in varied
operating contexts
are fully reflected in the new Strategic Plan, which outlines how UNICEF will work towards its
five Goal Areas in both humanitarian and development settings.
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-peace nexus,
which aligns well with UNICEF’s overall approach of
delivering on its mandate (the five Goal Areas) in all settings and contexts. Further, Denmark’s development
policy’s human rights-based
approach (HRBA) entails the realisation
of children’s rights globally and places
particular focus on the most marginalised and vulnerable, including girls’
rights. To this effect, UNICEF's focus
on health and education as two critical aspects of children's rights aligns well with Denmark’s
priorities in which
health and education are highlighted as key enablers of social progress, including with regards to addressing
inequality, lack of social cohesion and causes of migration.
In addition to its focus on protecting children’s rights, UNICEF
works actively to promote gender equality and
the rights of girls and boys respectively. Building on the UNICEF Gender Action Plan 2018-2021, as well as
system-wide efforts to promote gender equality, gender results are integrated into each of the five Goal Areas of
the Strategic Plan. This aligns well with Danish development policy, where gender equality is mainstreamed as
highlighted in the
Strategic Framework for Gender Equality, Rights and Diversity in Danish Development Cooperation.
Denmark will continue to expect UNICEF to deliver gender-aggregated data and results with a focus on girls’
rights. The Danish 2016 mid-term review generally found UNICEF to be on track with regards to delivering
against Danish priorities such as education, child protection and organisational reform.
Global youth is a key stakeholder in Danish development cooperation 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 to as a signatory to the Compact on Youth in Humanitarian Action.
Denmark will work together with UNICEF to strengthen the focus on second decade of life, including through
the Danish support to UNICEF’s innovation activities,
which will help UNICEF deliver on its commitments to
young people in its Strategic Plan.
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 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 Denmark’s experience of working with UNICEF at the global and local level,
Denmark will, over the
coming four-year period, focus its cooperation with UNICEF on the three priority areas detailed below. While
Denmark stays fully committed to the Strategic Plan of UNICEF 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.
In this strategy the Danish priorities of education and health are joined under one priority area while child
protection constitutes an individual area. This choice was necessary because
only two ‘substantive’ priority areas
can be included according to Danish guidelines and Denmark sees some commonalities relating to the provision
of social services across the education and health domains in both humanitarian and development setting. It does,
however, not indicate that Denmark gives less priority to health and education respectively.
The Danish priorities focus on child-centric social services delivery and child protection
–
including through
systems building
–
in development and humanitarian settings. This means that Denmark will also follow
UNICEF’s efforts to further strengthen its humanitarian assistance delivery mechanisms and models. Denmark
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annually
earmarks funding to UNICEF’s thematic fund for
Humanitarian Action (and was amongst the top five
partners contributing to flexible global thematic humanitarian funding in 2017) but also has a keen interest in
following UNICEF’s broader work on developing innovative and effective approaches to delivering
humanitarian
assistance with a clear focus on developing resilience and operating seamlessly in the humanitarian-development
nexus. UNICEF’s strategic plan outlines critical steps in this direction,
such as the conduction of a
“common
needs
assessment and analysis of risks related to disaster, conflict, climate change and other shocks, and corresponding risk-informed
programming with partners”.
This will also include, for example, more focus on engaging
the affected population
including adolescents and “recognizing
the profoundly different and gendered impacts that crises have on women and men, girls and
boys”.
Due to UNICEF’s dual mandate, Denmark expects UNICEF to lead the way when it comes to operating in
the humanitarian-development nexus and to document good practises and approaches for the rest of the UN
System to learn from.
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
UNICEF 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 UNICEF 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 UNICEF (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 UNICEF 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: Child-centric health and education delivery and system strengthening in
development and humanitarian settings
While many aspects and elements impact child welfare, Denmark focuses
–
in its partnership with UNICEF
specifically
– on health and education as two critical services with tremendous impact on a child’s life. This priority
area supports the objectives outlined in
Denmark’s Strategy for Development Cooperation
and Humanitarian Action
because
if
quality social services, including health and education are provided to children in development and humanitarian
settings,
then
those services function as enablers for development, reduced inequalities, strengthened resilience and
social cohesion and help address root causes of migration. This is
because
education and health are prerequisites for
living productive and rewarding lives, for building the capacities to cope effectively with shocks and stresses and
for contributing to peaceful and inclusive societies.
In UNICEF’s
Strategic Plan 2018-2021 the focus on health is both a crosscutting concern and specifically
articulated in its Goal Area 1, which aims to ensure that
every child survives and thrives.
The plan describes
how “More
than 40 per cent of children under five are at risk of not reaching their physical, cognitive, psychological and/or social and emotional
potential due to poverty or poor health and nutrition, including poor care and nurturing practices. The underlying causes include weak
delivery systems, unsafe environments and protracted humanitarian crises”.
Denmark expects UNICEF to advocate for the
right to health and to help address easily cured infectious diseases, which continue to cause the death of millions
of children every year with diseases such as pneumonia, diarrhoea and malaria remaining the primary causes of
death among children under five
–
by mainstreaming digital health to strengthen health systems. UNICEF should
also continue to focus on the survival of new-borns, which contributes to almost half the deaths among children
under five. Providing quality maternal and newborn care services and practices, and increasing the proportion of
women delivering in health facilities with skilled birth attendance will contribute to a reduction in preventable
deaths. Recent technological advances in this domain should be leveraged to help UNICEF reach those furthest
behind with health services. Adolescents (10-19 years of age) are a particularly underserved age group that needs a
broad range of services delivered in a respectful way to address their specific needs. UNICEF should also develop
its adolescent health and wellbeing programming to ensure that boys and girls in their teens have the possibility to
thrive and develop both physically and mentally.
The focus on education is most explicitly articulated in UNICEF’s strategic plan’s Goal Area 2, which aims to
ensure
that every child learns.
Denmark expects UNICEF to help address the challenge that globally, more than 175
million preschool-aged children, 61 million primary-school-aged children, 60 million lower-secondary-school-aged
adolescents and 142 million upper secondary school-aged adolescents are out of school. This includes children
living in fragile and conflict-affected contexts, who account for more than half of out-of-school children with girls
in these settings particularly affected. National capacity must be built to improve the quality of health services. In
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these contexts, there is a need to focus on the provision of education and skills programmes that include
psychosocial support and other ‘enablers’ allowing children to go to school. The issue of children growing up in
contexts of, or with legacies from, manmade or natural humanitarian crisis is of particular Danish concern. Girls
growing up in conflict-affected countries are particularly negatively impacted with girls being 2.5 times more likely
to be out of school than boys are.
Denmark’s support to education in emergencies also includes Denmark’s support
to Education Cannot Wait (ECW) and the Global Partnership for Education (GPE).
Even in contexts where children can go to school safely, there are serious quality issues in many educational systems
with an estimated 250 million primary school-aged children not learning the basics of reading and mathematics.
Hence, Denmark expects UNICEF to work with governments to strengthen their education systems for learning
outcomes including in fragile contexts. This includes support to early learning policies and standards, learning
assessment systems, mother tongue/multilingual education, teachers and teaching (including advocacy for
comprehensive sexuality education and child rights education) and community participation at the school level for
increasing demand and social accountability for quality service delivery. Denmark also expects UNICEF to keep
an equity perspective and advocate for providing access to school to the most marginalized children, in particular
children with disabilities, those from the poorest households, ethnic minorities and other disadvantaged girls and
boys.
Denmark expects UNICEF to engage children and adolescents as part of the development, delivery and
monitoring of both health and education interventions through empowerment and civic participation - in
humanitarian settings in alignment with the
Compact for Young People in Humanitarian Action,
which Denmark has
adopted. Specific indicators for this Priority Area are referenced in Annex 2.
Priority Area 2: Child protection in development and humanitarian settings
Denmark provides DKK 21-22 million annually in support of country-level activities for the thematic fund for
Child Protection. This corresponds well with strategic aims of
Denmark’s Strategy for Development Cooperation and
Humanitarian Action
focused on the promotion of peace, stability, protection and increased resilience in developing
countries because
if
children are effectively protected against abuses and exploitation through a broad range of
formal and informal protection mechanisms at all levels,
then
their prospects of growing into healthy, happy and
productive individuals is increased; thus forming the basis for sustainable development and countering the cyclical
nature of violence. This is
because
legacies of violence and abuse tend to reproduce themselves and child protection
is therefore not only a moral obligation but also an investment in the future.
Denmark believes that UNICEF has a unique and irreplaceable role in the protection of children as a particularly
vulnerable group often unable to fend for itself. UNICEF has a proven track record of identifying, developing,
supporting and strengthening formal and informal child protection mechanisms at all layers of society and in all
contexts. Denmark expects that UNICEF, in alignment with its strategic plan, will work with other UN entities
and partners to protect children from violence and exploitation, focusing on reducing violence, eliminating harmful
practices against girls, while also reducing exploitation and
enhancing children’s access to
justice. This work entails
working with both governments on policy and legislative changes as well as communities on effective dialogue,
behavioural change and informal protection mechanisms in families and communities - working, whenever
possible, directly with children as part of the solution through empowerment and civic participation. In addition,
UNICEF plays an important formal role in conflict contexts, where child protection issues are particularly critical,
in co-managing the Monitoring and Reporting Mechanism (MRM) to document and report on
six grave children’s
rights violations.
Child protection objectives are aligned with Denmark’s
strategic priorities, which highlights children as a group of
specific concern and further points to the gender aspects of protection efforts as women, young girls and children
are particularly vulnerable during disasters, conflicts and war. This aligns with UNICEF’s Goal Area 3, which seeks
to ensure that,
“Every
girl and boy is protected from violence and exploitation, in both humanitarian and development contexts. This
includes all forms of violence, including gender-based violence, sexual exploitation and abuse”.
The Strategic plan’s
references
estimate that hundreds of millions of children experience some form of violence, exploitation or harmful practice
growing up. The scars and legacies from such abuses are both a pressing moral challenge in its own right but also
threaten to reproduce trauma from generation to generation. Besides the provision of psychosocial support, child
protection must also focus on the protection of unaccompanied children in displacement crises, the reintegration
of child soldiers and providing support for children-led households in an effort to meet the needs of the most
vulnerable children. The Strategic Plan also points to the particularly grave situation faced by girls by referencing
that an estimated one in 10 girls under the age of 20 has experienced forced intercourse, rape or other unwanted
sexual acts. According to UNICEF, almost 750 million girls and women were married as children, and at least 200
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million girls and women have undergone female genital mutilation/cutting. Children in vulnerable situations such
as conflict, natural disaster, and/or displacement are particularly negatively impacted and at risk of violence,
exploitation and abuse, including trafficking and smuggling, and a range of negative coping mechanisms.
Furthermore, gender-based violence of this kind negatively affects girls' access to education - particularly in
contexts of humanitarian crisis, which consequently prevents girls from acquiring critically needed tools for
personal and professional development. There is, therefore, a need to ensure a strong dedicated focus on young
girls, not least in humanitarian settings, due to their particular vulnerability, and due to the fact of how international
data clearly documents the lack of progress in the advancement of the rights of young girls as compared to young
boys. UNICEF has a specific responsibility to address this issue in its programmes and activities. Denmark expects
UNICEF to further advance its protection work at global, regional, national and local level through the
strengthening of both formal and informal protection mechanisms, structures and institutions, with particular
emphasis placed on social services and workforce strengthening. Sexual and reproductive health and rights (SRHR)
for young girls and boys also remain a key priority for Denmark, and Denmark expects UNICEF to complement
the efforts of UNFPA in this regard. 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 because
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 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.
UNICEF has identified four broad enablers to accelerate the delivery of the Strategic Plan comprising (a) internal
governance; (b) management; (c) staff capacity; and (d) knowledge and information systems. The ability to identify,
develop and sustain strong partnerships within the selected priority areas will remain an area of particular focus
for Denmark as it is in UNICEF’s Strategic Plan. Denmark thus agrees with the Strategic Plan’s focus on exploring
both joint programming as well as more joint action around analysis, planning and monitoring as well as
establishing collective platforms with the broader UN System. This includes horizontal integration through a
business operations strategy that aims to simplify and harmonize business processes and consolidate administrative
support services. Denmark expects UNICEF to take a lead role or to fully support such initiatives at global and
country levels, including the pursuit of the outcomes defined in the Common Chapter of the UNICEF, UNDP,
UN Women and UNFPA strategic plans. Denmark further expects UNICEF to continue to work closely with UN
partners and other actors including governments, civil society organisations, other development partners, the
international financial institutions, and the private sector to achieve its objectives. With reference to the Grand
Bargain, Denmark expects UNICEF to deliver on its commitments to multiannual planning, the localisation
agenda, transparency, etc.
Denmark agrees with UNICEF’s strategic
plan and the Executive Board decisions
underpinning it. Denmark also agrees that service-delivery should be largely centred in the least developed
countries and countries in humanitarian situations, while other models can be explored for other types of countries.
Delivering
against the Strategic Plan’s ambitious targets will require a streamlined, adaptable and professional
organisation and fit-for-purpose processes, which includes results-based management around the design and
delivery of country programmes and for the documentation and evaluation of programmes. To achieve this
Denmark expects UNICEF to be able to attract, retain, capacitate and deploy the right types of staff to the field
under the auspices of a capable, dynamic and professionally growing leadership at all levels of the organisation.
Denmark thus values the strategic plan’s focus
on improving human resource management and development as
well as its focus on leadership advancement.
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 UNICEF will also be reviewed and
optimized, which is in line with Danish priorities. Denmark expects UNICEF 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.
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Denmark has since the establishment of UNICEF’s Innovation Fund in 2014 been a significant contributor.
In
UNICEF’s Strategic Plan 2018-2021,
fostering innovation for children
is highlighted as one of its key change strategies,
which includes enhancing the use of technologies to better engage communities and enhance social accountability,
including in humanitarian action. According to the plan, UNICEF will focus on identifying the most promising
programme innovations for different contexts while supporting partners to adopt, adapt and scale up the most
successful approaches. This is central to the Danish partnership with UNICEF 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. Initial discussions have highlighted mutual areas of interest in frontier technology areas
including blockchain, cryptocurrencies and artificial intelligence. UNICEF is engaged in a range of innovation
networks, not only with traditional development and humanitarian partners, but also in networks focussed on, for
example, innovative financing, product design and logistics. Denmark has expressed interest in UNICEF’s
ability
to develop and provide contributions to the next generation of innovation fund models, including an equity fund
and crypto-denominated fund. This positions UNICEF as a relevant partner for Denmark who can contribute to
all of UNICEF’s four focus areas for innovation:
Products for youth, real-time information, infrastructure and
knowledge products. In its work, UNICEF can leverage the broad range of actors it engages with on a daily basis
through its programming, such as the media, national and local government officials, NGOs, specialists such as
doctors and lawyers, private companies, schools, young people and the general public on issues related to children’s
rights. In its strategic plan, UNICEF also commits itself to enhancing multi-stakeholder partnership, which reflects
the people-centred and partnership-centred nature of the 2030 Agenda.
In the coming strategic period 2019-2022, Denmark will continue the support along the same lines with DKK 10
million annually.
As a major donor to UNICEF’s Innovation Fund,
Denmark expects UNICEF to further take
innovative approaches, products and partnerships to scale including through increasing the delivery rate for
received contributions and through new models and approaches
1
, to clearly document the development impact of
innovation and to communicate Denmark’s critical role in enabling innovation in UNICEF.
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.
5. Follow-up on Danish Priorities
Based on the priorities specified above, Denmark will continue to pursue an open and constructive dialogue with
UNICEF over the next strategic cycle through its Permanent Mission in New York and in the context of the
Annual High-Level Consultations between Denmark and UNICEF as agreed among the parties. These
consultations will be used to follow-up on the cooperation over the past year and discuss the way ahead. Another
platform for dialogue is the UNICEF Executive Board’s
meetings,
where Denmark engages actively, even in years
when it is not a formal member. In addition, Denmark will continue to cooperate closely with Nordic and other
like-minded countries including in WEOG groups regarding issues related to UNICEF including through regular
coordination meetings prior to important discussions and decision-making. The engagement through dialogue with
UNICEF also extends to the regional and country level, where Danish representations engage UNICEF in
discussions around its programming as well as its advocacy work.
UNICEF’s
presence in Copenhagen serves as an important
platform for cooperation and Danish bilateral
representations will engage with UNICEF offices in the field on issues of joint interest.Reporting will rely on
UNICEF’s own reporting, monitoring and evaluation systems in the case of
core support, thematic funding and
the Innovation Fund as outlined in the Strategic Partnership Agreement, which draws on UNICEF’s Annual
Report, UNICEF’s Mid-Term
Review of the Strategic Plan and other relevant reports. Based on this, Denmark
will undertake a separate mid-term review of the present strategy. Denmark expects that UNICEF will become
continuously better at taking recommendations from audits and reporting on their implementation to donors.
6. Budget
Denmark remains a committed partner of UNICEF and will continue to provide reliable and predictable funding
for its activities and programmes.
1
See https://unicefinnovationfund.org/ for current funding and expenditure rates.
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In 2018, the core contribution is planned for DKK 43 million, DKK 72 million is provided in thematic and
geographically earmarked funding in addition to DKK 10 million to Innovation Activities, DKK 40 million to
Humanitarian Action and DKK 7 million for Secondments.
According to the 2019 draft Finance Act, the projected Danish contributions to UNICEF for 2019, 2020, 2021
and 2022 are foreseen to amount to a total of DKK 768 million, covering the course of the current strategy, and
including annual core contribution, thematic and geographically earmarked contributions, support to Innovation
Activities, Humanitarian Action, 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 UNICEF’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 UNICEF’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
In its strategic plan UNICEF has identified a number of key assumptions on which the plan is based as well as a
range of challenges, which could, if not efficiently mitigated and handled, undermine its implementation. The
challenges include:
Insufficient resources to implement an ambitious agenda towards achievement of the Sustainable
Development Goals;
Increasing scale of recurring and new humanitarian crises;
In many contexts, inadequate capacity of national partners for at-scale implementation of programmes;
Inadequate monitoring capacity, particularly in sudden and complex emergencies;
Uneven focus on results for children among United Nations partners working together;
Challenges with systems and procedures for United Nations partners working together; and
Challenges in results-based budgeting as part of the broader management for results agenda of UNICEF.
While
UNICEF’s strategic
plan does not explicitly list mitigation measures (for non-contextual risks),
UNICEF’s
past track record demonstrates significant capacity for resource mobilisation; organisational focus on developing
the capacity of local counterparts and implementing partners; the application of innovative technologies to enhance
monitoring and evaluation in challenging contexts; and significant advances in terms of capacities for results-based
budgeting and management. The overall assumption underpinning the plan is the availability of funding to
effectively implement activities across all five goal Areas in all contexts with children and caretakers who need
them.
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Annex 1: Danish priorities and monitoring
In full alignment with UNICEF’s
own
results 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 thematic Priority Areas prioritised by Denmark with indicators under each of
UNICEF’s
overall outputs
as well as one Priority Area related to organisational effectiveness and efficiency.
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 Workplans (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 72/279 of 2018 on the repositioning of the United
Nations development system, in the context of the QCPR
Priority Area 1: Child-centric health and education delivery and system strengthening in
development and humanitarian settings
Relevant output indicators drawn from UNICEF’s
Final results framework
Output statement 1.a:
1.a.3. Number of countries implementing plans to
Countries have accelerated the
strengthen quality of maternal and newborn
scale-up of an essential package of
primary health care
maternal and newborn care services,
including prenatal and
Note: It is assumed that if this output is achieved then
postnatal/home visit supports
UNICEF has successfully provided support through numerous
entry points and through a variety of support mechanisms to
strengthen maternal and new-born primary health care, 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
Output statement 1.c:
Countries have accelerated the
delivery of preventive, promotive
and curative services for
pneumonia, diarrhoea, malaria and
other child health conditions
1.c.1. Percentage of countries that maintain no
stock outs lasting more than one month at national
level for ORS
Note: It is assumed that if this output is achieved then
UNICEF has successfully supported national actors in
sustaining adequate preparedness to address widespread and
deadly communicable diseases in all countries, which is a
Danish priority
1.b.5. Percentage of polio priority countries that
had less than 5 per cent missed children at
district level during the last polio vaccination
campaign in at least half of all districts in the
country (humanitarian)
Note: It is assumed that if this output is achieved then
UNICEF has maintained an effective polio vaccination
Baseline 2018: 9.
Target 2021: 30
Baseline: 92%
Target: 100%
Output statement 1.b: Countries
have sustained immunization
programmes at national and district
level, including introduction of new
vaccines, towards the realization of
universal health coverage
Baseline: 85%
Target: 85%
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programme in challenging humanitarian settings, which
probably also indicate broader ability to operate in emergency
humanitarian settings, which is a Danish priority
Output statement 2.c:
Countries have institutionalized
skills for learning, personal
empowerment, active citizenship
and employability
2.c.1. Number of girls and boys who have
participated in skills development programmes for
learning, personal empowerment, active
citizenship and/or employability through
UNICEF-supported programmes.
Disaggregated for
humanitarian settings
Note: It is assumed that if this output is achieved then
UNICEF has contributed constructively to addressing skills
development needs in both development and humanitarian
settings with ambitious targets of increasing the number of
beneficiaries including girls.
2.b.3. Percentage (and number) of countries with
effective education systems for learning outcomes,
including early learning
2
Note: This indicator relates to a focus on quality education and
learning outcomes, which is a key Danish priority with realistic
targets reflecting the time and resources needed to develop effective
education systems for learning outcomes, including early learning
Baseline 2016:
Total: 2 million
Girls: 1 million
Boys: 1 million
Target 2021:
Total: 12.5 million
Girls: 6.5 million
Boys: 6.0 million
(Cumulative)
Output statement 2.b:
Countries have strengthened their
education systems for gender-
equitable learning outcomes,
including early learning
Baseline 2016:
24%
Target 2021:
36%
Priority Area 2: Child protection in development and humanitarian settings
Relevant output indicators drawn from UNICEF’s Integrated Results and Resources Framework
Output statement 3.a:
Baseline 2017: 33
3.a.3. Number of countries in which an inter-
Target 2021: 44
Countries have strengthened child
operable information management system
protection systems for prevention
supports and tracks case management, incident
and response services to address
monitoring, and programme monitoring
violence against children
(humanitarian)
Note:
This indicator relates to UNICEF’s contribution to
ensuring that children are accounted for to enable their
protection particularly when displaced and the increase by one
third is considered realistic and acutely anticipated by
Denmark
Output statement 3.a:
Countries have strengthened child
protection systems for prevention
and response services to address
violence against children
3.a.5. Prevention, risk mitigation and response
services through UNICEF-supported programmes
in humanitarian situations:
(a) percentage of UNICEF-targeted girls and boys
in humanitarian situations provided with
psychosocial support, including access to child
friendly spaces with intersectoral programming
interventions;
(b) percentage of UNICEF-targeted
unaccompanied and separated girls and boys
registered with family tracing and reunification
services and family-based care or appropriate
alternative services;
(c) percentage of UNICEF-targeted girls and boys
recruited and used by armed forces and groups
that have been released and reintegrated with their
Baseline 2017:
(a) 71%
(b) 41%
(c) 80%
(d) 86%
Target 2021:
(a) 80%
(b) 80%
(c) 80%
(d) 80%
2
Composite indicator that includes the following dimensions: i) early learning; ii) learning assessment; iii) mother
tongue/multilingual education; iv) teacher’s development; and v) community participation
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families and provided with adequate care and
services;
(d) percentage of UNICEF-targeted girls and boys
in areas affected by landmines and other explosive
weapons provided with relevant prevention and
survivor assistance interventions
Note:
This indicator relates to UNICEF’s contribution to key
dimensions of child protection, which are all key Danish
priorities. The lower target (d) should be further investigated
Output statement 3.a:
Countries have strengthened child
protection systems for prevention
and response services to address
violence against children
3.a.6. Percentage of UNICEF-targeted women,
girls and boys in humanitarian situations provided
with risk mitigation, prevention or response
interventions to address gender-based violence
through UNICEF-supported programmes
Note:
This indicator relates to UNICEF’s critical role in
reducing gender based violence in humanitarian settings aimed at
sustaining an 80% coverage, which is a Danish priority
Outcome Statement 3:
Girls and boys, especially the most
vulnerable and those affected by
humanitarian situations, are
protected from all forms of
violence, exploitation, abuse and
harmful practices (FGM/C and
child marriage)
Outcome Statement 3:
Girls and boys, especially the most
vulnerable and those affected by
humanitarian situations, are
protected from all forms of
violence, exploitation, abuse and
harmful practices (FGM/C and
child marriage)
3.4. Percentage of women and men who believe
that FGM/C should be eliminated
Note:
This indicator relates to Denmark’s specific focus on
reducing FGM/C and UNICEF’s critical role therein
establishing realistic but ambitious targets considering the
complexity of the necessary social transition processes
3.b.3. Number of countries implementing a
costed national action plan or strategy to end
child marriage being implemented
Note:
This indicator relates to UNICEF’s critical role in
addressing child marriage through supporting national action
(with the indicator focusing on actual implementation) ,
which is a Danish priority
Baseline 2017:
Women: 61%
Men: 57%
Target 2021:
Women: 71%
Men: 67%
Baseline 2017: 3
Target 2021: 10
Baseline 2017: 80%
Target 2021: 80%
Priority Area 3: Continuously enhance organisational effectiveness contributing to UN reform,
curbing corruption and leveraging innovation
Relevant output indicators drawn from UNICEF’s Integrated Results and Resources Framework
H1.a. Fostering cross-sectoral and
Baseline 2018: 20%
H1.a.2. Percentage of country offices routinely
multisectoral programming that
Target 2021: 60%
engaging children in the planning, implementation,
responds to children holistically and
monitoring and evaluation of UNICEF country
to the environment in which they
programmes
grow up (cross-sectoral
programming)
Note: This indicator relates to the need to engage directly with the
intended beneficiaries to improve programmatic effectiveness and to
further localise interventions, which is a Danish priority
H1.c. Enhancing coherence and
Baseline 2018:
H1.c.1. Percentage of country offices that meet
connectedness between at-scale
(a) 60%
organizational benchmarks on:
capacity for humanitarian action and
(b) 25%
(a) preparedness
longer-term programming, including
(c) 31%
(b) implementing risk-informed programming
risk-informed programme design,
(c) promoting peaceful and inclusive societies
preparedness, support to common
Target 2021:
needs assessments and national and
(a) 90%
Note: This indicator relates to
UNICEF’s ability to operate
local first responders (humanitarian
(b) 55%
effectively in the humanitarian-development-peace nexus, which is
and development integration)
(c) 43%
a Danish priority, with ambitious targets relating to analysis and
action underpinning preparedness, risk-informed programming
aimed
a supporting resilience, and UNICEF’s role in
peacebuilding
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H5.a. Leveraging the power of the
private sector to improve the lives of
children around the world, through
harnessing their core business and
their innovation and ensuring that
they uphold child rights (leveraging
private sector/corporate
partnerships)
H6.b. Accountability for results
through strengthened contribution
to system-wide coherence
H5.a.1. Number of priority integrated partnerships
that harness their core business, research and
development, advocacy and marketing power for
the cause of children
Note: The ambitious increase in the number of initiatives
implemented in partnership with the private sector is in line with
Denmark’s focus on
ensuring the inclusion of the private sector in
UNICEF’s delivery of its mandate
H6.b.2. Percentage of country offices that are
engaged in joint programmes (QCPR)
Note: Coherence and collaboration across the UN System is a
Danish priority and joint programming is seen as a good proxy
indicator for such strategic and operational alignment
Baseline 2018: 8
Target 2021: 30
Baseline 2018: 66%
Target 2021: 74%
H7.a. Promoting the use of new
technologies to more efficiently and
effectively serve children, especially
the most disadvantaged (promote
the use of new technologies)
H7.a.1. Percentage of countries implementing
proven real-time information innovations at scale,
including adaptation for humanitarian response
Note: Innovation is a Danish priority and the ambitious increase
in the percentage of countries implementing proven real-time
information innovations at scale, including adaptation for
humanitarian response,
is in line with Denmark’s expectations to
see its significant support to innovation in UNICEF being taken
to scale.
Baseline 2018: 40%
Target 2021: 70%
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Annex 2: Funding and key financial data
The total estimated revenue in UNICEF’s integrated resources plan for 2018-2021
is close to USD 24 billion
(equals to an increase by 23 pct.). In 2016, total revenue reached USD 4,884 million against a goal of USD 4,116
million. Core resources reached USD 1,312 million against a goal of USD 1,438 million. Non-core resources
reached USD 3,571 million against a goal of USD 2,678 million.
Over the past five years, UNICEF 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 thematic 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. The decline in core contributions makes it harder
for UNICEF to respond effectively to countries that most urgently need the support of UNICEF.
Danish contributions to UNICEF 2018-2022*
Funding to UNICEF (2018-2022) as
stipulated in the Danish draft Finance Act
for 2019 (resources in DKK million)
Core contribution
Innovation activities
Thematic funding pools
Child
Health
Secondments
Total
* subject to annual parliamentary approval.
protection,
Education,
72
40
7
172
72
60
7
192
72
60
7
192
72
60
7
192
72
60
7
192
Planned
2019*
43
10
43
10
Planned
2020*
43
10
Planned
2021*
43
10
Planned
2022*
43
10
2018
Humanitarian Action
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Revenue by funding type
Revenue by Resource Partner Category
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Share of Multi-Year Revenue of Top 10 Partners, 2017
Top 20 Public Sector Resource Partners by contributions received, 2017
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Regular Resources Revenue by Type of Partner, 2017
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Top 20 Partners to Regular Resource by Contributions Received, 2017
Other Resources by type of partner, 2017
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Thematic Contributions by sector, 2017
Top 10 Resource Partners to Thematic Funding by Contributions Received, 2017
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Annex 3: Integrated results and resources framework, 2018-2021
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A
nnex 4:
Key elements in UNICEF’s Strategic Plan 2018-2021
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Annex 5: UNICEF Organigram
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