Table 1 Achievement in meeting benchmarks for normative principles, by number of country offices, in 2013, 2014, 2015 and 2016

Transcription

1 Distr.: General 13 April 2017 Original: English For information United Nations Children s Fund Executive Board Annual session June 2017 Item 3 of the provisional agenda Report on the implementation of the quadrennial comprehensive policy review and the Integrated Results and Resources Framework of the UNICEF Strategic Plan, Key Performance Indicators 1 Table 1 Achievement in meeting benchmarks for normative principles, by number of country offices, in 2013, 2014, 2015 and 2016 Normative principle Human rights Gender equality Environmental sustainability Number of country offices Year Fully met Mostly Partially Initiating met met action E/ICEF/2017/5. 1 Extensive data on performance indicators are presented in the accompanying scorecard and data companion.

2 Table 2 Achievement in meeting benchmarks for implementation strategies, by number of country offices, in 2014, 2015 and 2016 Implementation strategy Capacity development Evidence generation South-South cooperation Innovation Service delivery Strategic partnerships Cross-sectoral Year Practised Number of country offices Partially practised Currently not practised /28

3 Table 3 Key programme and operations management performance indicators, 2014, 2015 and 2016 Key performance indicator Baseline (2013, unless otherwise stated) Higher-quality programmes through results-based management Improved accountability of results Country offices rating the usefulness of technical guidance and support as satisfactory Global Programme Partnerships (GPPs) in which UNICEF plays a governance role and additional raised through GPPs for UNICEF Country programme outcomes and outputs that are annually reported as either on track or achieved New country programme documents (CPDs) approved by the Executive Board that meet organizational standards on the human rights-based approach (quadrennial comprehensive policy review (QCPR)) New CPDs approved by the Executive Board that meet organizational standards on gender mainstreaming (QCPR) New CPDs approved by the Executive Board that meet organizational standards on resultsbased management (QCPR) Country offices reporting on South- South and triangular cooperation activities in their annual reports (QCPR) Country offices that meet organizational benchmarks for capacity development, strategic partnerships and other implementation strategies (QCPR) Country offices that apply the standard operating procedures for Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets 73% 93% 94% 98% > 80% > 80% > 80% 123% 3 (2014) 79% (2014) % 79% 75% 75% 80% 80% 80% 94% 76.4% 83% 80% 79% 70% 75% 80% 105% 67.2%.. a 74% 72% 70% 75% 80% 96% 78% (2015).. a 77% 77% 75% 80% 85% 96% 88% 86% 89% 84% 92% 95% 95% 88% 57% (2014) 57% 64% 67% 70% 75% 80% 89% 28% 41% 53% 63% 45% 60% 80% 105% 3/28

4 Key performance indicator Delivering as one countries, or components of them (QCPR) Country offices reporting the accessibility and usefulness of programme policies, guidance and cross-sectoral support as satisfactory Member States giving positive feedback on the quality of corporate reporting on results and mandates (QCPR) Percentage and number of humanitarian situations in which country offices receive effective operational, programmatic, financial or policy support from regional office and headquarters Major humanitarian situations in which UNICEF reported monthly or with frequency agreed by the Emergency Management Team on progress against a small number of Core Commitments for Children in Humanitarian Action (CCC)- aligned results indicators Procurement cases submitted to Contracts Review Committee that are approved on first review Innovations that reach a predefined endpoint Country offices monitoring the proportion of institutional contracts sourced from national expertise (QCPR) Country offices monitoring the proportion of individual contracts sourced from national expertise (QCPR) Supply Division-handled rapidresponse orders of supplies ready to be delivered within 48 hours of sales order release Baseline (2013, unless otherwise stated) Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets 92% 99% 99% 99% 100% 100% 100% 99% 100% 100% 100% 100% 100% 100% 100% 100% 60% 99% 100% 99% 100% 100% 100% 99% 81% 100% 100% 100% 100% 100% 100% 100% 87% 93% 94% 95% 94% 95% 96% 100% % 63% 60% 59% 64% 70% 80% 90% 80% 65% 64% 63% 68% 70% 80% 90% 85% 90% 81% 98% 100% 100% 100% 100% 100% 4/28

5 Key performance indicator Baseline (2013, unless otherwise stated) Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets Orders delivered at port of entry at 57% 67% 76% 77% 95% 95% 95% 81% agreed target arrival date Improved management of financial and human in pursuit of results Independent corporate oversight and assurance UNICEF evaluations with a formal management response UNICEF evaluations rated unsatisfactory on the basis of United Nations standards Country offices submitting at least one completed evaluation to the global evaluation database in the previous three years Country offices that support the capacity development of national evaluation associations and/or institutions (QCPR) Agreed evaluation recommendations under implementation as recorded in the global management response tracking system Agreed evaluation recommendations completed as recorded in the global management response tracking system Offices/divisions with audit recommendations outstanding for more than 18 months Completion of investigation intake in standard time frame (nine months) 92% 79% 50% 95% 92% 92% 92% 103% 2% 3% 3% 1% 3% 3% < 3% 100% 75% 74% 76% 76% 75% 78% 80% 97% % 45% 49% 44% 43% 52% 55% 60% 78% 36% 27% 20% 33% 30% 32% 35% 103% < 10 < 10 < % 85% 80% 66% 73% 90% 90% 90% 81% Corporate financial, information and communications technology and administrative management Management/administration/develo pment effectiveness support costs as a ratio of total Emergencies in which information technology services requested are provided according to standards in the revised CCCs 11.6% 9.0% 9.1% 9.1% 10.7% 11.4% 11.8% 125% 75% 95% 90% 94% 90% 90% 90% 104% 5/28

6 Key performance indicator External service-level agreement targets met or exceeded Internal service-level agreement targets met or exceeded Projects delivered within scope, time and budget Countries implementing common services (QCPR) Countries implementing common long-term agreements (QCPR) Countries implementing harmonized approach to procurement (QCPR) Countries implementing common human management (QCPR) Countries implementing information and communications technology services (QCPR) Countries implementing financial management services (QCPR) Core expenditure on developmentrelated activities directed to programme activities (QCPR) Non-core expenditure on development-related activities directed to programme activities (QCPR) Baseline (2013, unless otherwise stated) Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets 100% 100% 100% 100% 100% 100% 100% 100% 76% 80% 80% 80% 80% 80% > 85% 100% 70% 75% 75% 80% 75% 75% 75% 107% % % % % % % 74% 83% 84% 85% 80% 80% 80% 106% 95% 94% 93% 92% 93% 93% 93% 99% Corporate external relations and partnerships, communications and resource mobilization Donor reports submitted on time 75% 72% 72% 79% 75% 80% 80% 99% Income: regular (millions of United States dollars) Income: other (regular) (millions of United States dollars) Income: other (emergency) (millions of United States dollars) Coverage of UNICEF that is favourable or higher in global toptier media b % b % b % 67% 67% 75% 75% > 70% > 75% > 80% 100% 6/28

7 Key performance indicator People engaged with UNICEF top global digital and social media platforms (millions) UNICEF global leadership rank (UNICEF position in comparison to other United Nations agencies) UNICEF position among international children s organizations in the WIN/Gallup International Association Global Non-governmental Organization (NGO) Barometer UNICEF position among humanitarian organizations in the WIN/Gallup International Association Global NGO Barometer UNICEF country offices participating in a common budgetary framework Size and trend in funding from Government (QCPR) (millions of United States dollars) Size and trend in funding from nongovernmental partners, including international financial institutions, regional development banks, civil society and private sector (QCPR) (millions of United States dollars) Human management Average length of recruitment period (number of days from closing date of advertisement to date of offer letter) Requests for surge-capacity support met within 56 days (from formal request to arrival of staff member in country, in accordance with CCCs) Baseline (2013, unless otherwise stated) Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets % Top United Nations agency Top United Nations agency Top United Nations agency Top United Nations agency Top United Nations agency Top United Nations agency Top United Nations agency 100% c c Top 3 Top 3 Top 3 c Top 3 Top 3 Top 3 c 31% 32% 30% 41% 35% 40% 50% 103% b % b % % 92% 91% 89% 98% 90% 90% 90% 109% Staff who are female at all levels 48% 47% 47% 47% 48% 49% 50% 96% Staff who are female at P-5 and above Corporate leadership and direction 44% 45% 46% 48% 45% 48% 50% 100% 7/28

8 Key performance indicator Average achievement rate against Strategic Plan milestones Staff and premises security Country offices meeting minimum operating security standards Country offices meeting business continuity plan requirements Baseline (2013, unless otherwise stated) Field/country office oversight, management and operations support Countries in which UNICEF supports capacity development through policies, institutions, systems and plans to strengthen equity-focused plans for children, especially the poorest and most vulnerable (QCPR) Result Milestone Target Achieveme nt rate against 2016 Strategic Plan indicator targets d 95% 90% 100% 100% 100% 89% 91% 90% 94% 100% 90% 95% 100% 105% 99% 99% 100% 98% 100% 100% 100% 98% 98% (2014) 98% 99% 99% 98% 99% 100% 100% Country offices that demonstrate efficiency gains and/or cost savings in programme and operations functions 86% 72% 72% 80% 90% 95% 100% 84% Allocated regular for programmes expended at end of year 96.5% 95% 97% 98% > 95% > 95% > 95% 100% UNICEF contribution in cash provided to the resident coordinator system (QCPR) (millions of United States dollars) % UNICEF contribution in kind provided to the resident coordinator system (QCPR) (millions of United States dollars) % Coordination of the United Nations development system United Nations development system leadership and coordination For globally led or co-led clusters and areas of responsibility, countrylevel clusters and areas of responsibility that have a designated country coordinator 100% 87% 94% 92% 50% 50% 50% 184% For newly activated clusters or areas of responsibility, country coordinator positions filled within 30 days of cluster activation 100% 55% 80% e 90% 90% 90% e 8/28

9 a CPD reviews were not conducted in b Corrigendum. c The WIN/Gallup International Association discontinued the Global NGO Barometer, which was the source of data, in d The annual milestones were developed in e There was no formal cluster activation in Resources and expenses, 2016 Table 4 Top 20 resource partners for regular, 2016 by revenue (Millions of United States dollars) Resource partner Resource partner 1. United States of America Italy NC Sweden Germany NC Japan NC United States NC Republic of Korea NC Netherlands Norway United Kingdom NC Spain NC Switzerland United Kingdom of Great Britain and Northern Ireland Denmark Netherlands NC Belgium France NC Japan Sweden NC Australia 16 NC = National Committee for UNICEF. Table 5 Top 30 resource partners by revenue, 2016 (Millions of United States dollars) No. Resource partner Other (regular) Other (emergency) 1. United States United Kingdom European Union United States NC Germany Sweden Norway Japan Canada Japan NC Netherlands /28

10 No. 12. Resource partner Other (regular) Other (emergency) Office for the Coordination of Humanitarian Affairs (OCHA) a Republic of Korea NC Germany NC Sweden NC United Kingdom NC Gavi, the Vaccine Alliance United Nations Development Programme (UNDP) b Spain NC France NC Netherlands NC Global Partnership for Education United Nations Development Group (UNDG) Italy NC Denmark Democratic Republic of the Congo c Australia Switzerland Republic of Korea Belgium Note: Due to rounding, the total may differ slightly from the sum of the row. a Revenue from OCHA includes $104 million related to the Central Emergency Response Fund and $25 million related to other sources. b Revenue from UNDP includes $24 million related to the Common Humanitarian Fund and $44 million related to One Funds and joint programmes. c Funding provided to the Democratic Republic of the Congo by Gavi, the Vaccine Alliance. 10/28

11 Table 6 Top 5 resource partners for contributions in kind, 2016 (Millions of United States dollars) Resource partner 1. United States United Kingdom Micronutrient Initiative Denmark Jordan 2.0 Table 7 Direct programme expense by region, 2016 (Millions of United States dollars) Region Health HIV and AIDS Water, sanitation and hygiene (WASH) Nutrition Education Child protection Social inclusion CEE/CIS EAPR ESAR HQ LACR MENA SA WCAR Key: Regional designations = CEE/CIS: Central and Eastern Europe and the Commonwealth of Independent States; EAPR: East Asia and the Pacific; ESAR: Eastern and Southern Africa; HQ: Headquarters; LACR: Latin America and Caribbean; MENA: Middle East and North Africa; SA: South Asia; WCAR: West and Central Africa. Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April Table 8 Direct programme expense by outcome area, a 2016 (Millions of United States dollars) 11/28

12 Outcome area Other - regular Other - emergency Percentage of 2016 programme expense Strategic Plan, projected programme expense (percentage) Health HIV and AIDS WASH Nutrition Education Child protection Social inclusion (rounded) Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April a In accordance with International Public Sector Accounting Standards, UNICEF reclassifies programme expense that is directly related to the construction of buildings, primarily schools, as an asset. Programme expense will be recorded in 2017 when the buildings have been completed and handed over to partners. 12/28

13 Table 9 Direct programme expense by outcome area in sub-saharan Africa, 2016 (Millions of United States dollars) Outcome area Other (regular) Other (emergency) Health HIV and AIDS WASH Nutrition Education Child protection Social inclusion All Strategic Plan outcome areas (sub-saharan Africa) Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April Table 10 Direct programme expense by outcome area in the least developed countries, 2016 (Millions of United States dollars) Outcome area Other - regular Other - emergency Health HIV and AIDS WASH Nutrition Education Child protection Social inclusion All Strategic Plan outcome areas (least developed countries) Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April /28

14 Table 11 Direct programme expense by programme area in each outcome area, 2016 (Millions of United States dollars) Programme area Expense Percentage of outcome area expense Immunization Polio eradication Maternal and newborn health Child health Health systems strengthening Health and emergencies Health general for outcome area - health Prevention of mother-to-child transmission of HIV and infant male circumcision Care and treatment of children affected by HIV and AIDS Adolescents and HIV and AIDS Protect, care and support children and families affected by HIV HIV general for outcome area - HIV and AIDS Water supply Sanitation Hygiene WASH in schools and early childhood development centres WASH and emergencies WASH general for outcome area - WASH Infant and young child feeding Micronutrients Nutrition and HIV Community-based management of acute malnutrition Nutrition and emergencies Nutrition general for outcome area - nutrition Early learning Equity focus on girls and inclusive education Learning and child-friendly schools Education in emergencies /28

15 Programme area Expense Percentage of outcome area expense Education - general for outcome area - education Data and child protection Child protection systems Violence, exploitation and abuse Justice for children Birth registration Child protection and emergencies Child protection strengthen families and communities Child protection general for outcome area - child protection Social exclusion data and evidence Social protection and child poverty Public finance and local governance Policy advocacy urban, civil society, parliament, environment Human rights institutions Economic and social policy - general for outcome area - social inclusion Note: Due to rounding, the totals may differ slightly from the sum; data as of 7 April Table 12 Thematic funding expense for Strategic Plan outcome areas and humanitarian assistance, 2016 (Millions of United States dollars) Outcome area 2016 Health 13.3 HIV and AIDS 6.0 WASH 45.2 Nutrition 7.1 Education 76.4 Child protection 14.6 Social inclusion 4.3 Humanitarian assistance Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April /28

16 16/28 Resources and links to the UNICEF Strategic Plan, Table 13 Integrated Results and Resources Framework by outcome area, (Millions of United States dollars) Outcome Original Revised Expenses Average Other Programmes Cost recovery Other Programmes Cost recovery Other Programmes Cost recovery achievement rate against 2016 Strategic Plan output targets (percentage) Programmes P1 Improved and equitable use of highimpact maternal and child health interventions from pregnancy to adolescence and promotion of healthy behaviours P2 Improved and equitable use of proven HIV prevention and treatment interventions by children, pregnant women and adolescents P3 Improved and equitable use of safe drinking water and sanitation and improved hygiene practices P4 Improved and equitable use of nutritional support and improved nutrition and care practices Extensive data on the Integrated Results and Resources Framework are presented in the accompanying scorecard and data companion.

17 17/28 Outcome Original Revised Expenses Average Other Programmes Cost recovery Other Programmes Cost recovery Other Programmes Cost recovery achievement rate against 2016 Strategic Plan output targets (percentage) P5 Improved learning outcomes and equitable and inclusive education P6 Improved and equitable prevention of and response to violence, abuse, exploitation and neglect of children P7 Improved policy environment and systems for disadvantaged and excluded children, guided by improved knowledge and data Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April 2017.

18 18/28 Table 14 Integrated Results and Resources Framework by result area, (Millions of United States dollars) Result Functional cluster Original Revised Other Program Cost mes recovery Other Expenditures actual and provisional 2016 Other Program Cost Program Cost mes recovery mes recovery Average achievement rate against 2016 Strategic Plan targets (percentage) Organizational effectiveness and efficiency 131 Higher-quality programmes through resultsbased management Improved management of financial and human in pursuit of results Coordination of the United Nations Development System Special purpose Capital investments Private sector fundraising Other, including procurement services

19 19/28 Result Functional cluster Original Revised Other Program Cost mes recovery Other Expenditures actual and provisional 2016 Other Program Cost Program Cost mes recovery mes recovery Average achievement rate against 2016 Strategic Plan targets (percentage) use of by result area Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April 2017.

20 20/28 Millions of United States dollars Figure I Direct programme assistance by outcome area and resource type, 2014, 2015 and Health HIV and AIDS WASH Nutrition Education Child protection Social inclusion (rounded) Other (regular) Other (emergency) Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April 2017.

21 Table 15 Direct programme expense and results achieved by outcome area, a 2014, 2015 and 2016 Outcome area Percentage of programme expense Strategic Plan, projected programme expense Average achievement rate against 2016 Strategic Plan output targets (percentage) Improved and equitable use of high-impact maternal and child health interventions from pregnancy to adolescence and promotion of health behaviours Improved and equitable use of proven HIV prevention and treatment interventions by children, pregnant women and adolescents Improved and equitable use of safe drinking water and sanitation and improved hygiene practices Improved and equitable use of nutritional support and improved nutrition and care practices Improved learning outcomes and equitable and inclusive education Improved and equitable prevention of and response to violence, abuse, exploitation and neglect of children Improved policy environment and systems for disadvantaged and excluded children, guided by knowledge and data (rounded) Note: Due to rounding, the totals may differ slightly from the sum of the columns; data as of 7 April a In accordance with International Public Sector Accounting Standards, UNICEF reclassifies programme expense that is directly related to the construction of buildings, primarily schools, as an asset. Programme expense will be recorded in 2017 when the buildings have been completed and handed over to partners. Figure II Average achievement rate against 2016 Strategic Plan output targets 120% 100% 80% 60% 40% 20% 0% 102% 85% 87% 89% 94% 98% 71% Health HIV and AIDS WASH Nutrition Education Child protection Social inclusion Outcome area 21/28

22 22/28 Relevant indicators from the report of the Secretary-General on implementation of General Assembly resolution 67/226 on the quadrennial comprehensive policy review of operational activities for development of the United Nations system 3 Table 16 UNICEF progress in 2014, 2015 and 2016 Number in monitoring and reporting framework QCPR operative paragraph Number of United Nations entities reporting to their governing bodies in 2014 on concrete measures to broaden the donor base Indicator Frequency Progress for UNICEF One time Reporting was done in the context of the structured dialogue held at the second regular session of the Executive Board in Progress was noted by Board members in paragraph 7 of decision 2014/17. UNICEF continued to report on broadening the donor base in subsequent structured dialogues in 2015 and Number of United Nations funds and programmes that defined common principles for the concept of critical mass of core by 2014 One time Common principles for critical mass of core were presented by the funds and programmes to Member States on 19 December These common principles were further applied by each agency in response to its business model and funding architecture through a series of consultations with Member States. UNICEF organized three informal consultations with its Executive Board to discuss the issue of critical mass in the context of the structured dialogue for financing the results of the UNICEF Strategic Plan, on 29 May, 9 July and 27 August Specific approaches for defining a critical mass of core were presented to the Board during informal consultations. The Board adopted decision 2014/17 on the matter during its second regular session in 2014, whereby Board members noted the common principles for the concept of critical mass of core Number of United Nations entities One time UNICEF organized a structured dialogue on financing results of the Strategic Plan and critical mass of core on 9 September 2014, 3 A/71/63-E/2016/8; the indicators, as well as baseline and target figures, presented in table 16 correspond to those in the monitoring and reporting framework for the quadrennial comprehensive policy review annexed to the report of the Secretary-General.

23 23/28 Number in monitoring and reporting framework QCPR operative paragraph Indicator Frequency Progress for UNICEF that held structured dialogues in their respective governing bodies during 2014 on how to finance the development results agreed in the new strategic planning cycle during the second regular session of the Executive Board. In its decision 2014/17, the Board decided to organize, with the support of the UNICEF secretariat, on an annual basis during its second regular session, a structured dialogue with Member States to monitor and follow up the predictability, flexibility and alignment of provided for the implementation of the Strategic Plan, including information on funding gaps. In keeping with the decision, UNICEF organized a structured dialogue on financing results of the Strategic Plan at the second regular session of the Board in 2015 and Furthermore, UNICEF presented its Resource Mobilization Strategy at the first regular session of the Board in 2016, and held two informal consultations with Board members on multi-year flexible funding in spring 2016, in the lead-up to the structured dialogue and corresponding conference room paper for the second regular session of the Board in September a 43, 48, 51, 53 Percentage of total core expenditures on developmentrelated activities by funds and programmes directed to programme activities Annually In 2016, UNICEF spent 85 per cent of its core on programme activities. 20b Percentage of total non-core expenditures on developmentrelated activities by funds and programmes directed to Annually In 2016, UNICEF spent 92 per cent of its non-core on programme activities.

24 24/28 Number in monitoring and reporting framework QCPR operative paragraph Indicator Frequency Progress for UNICEF programme activities Number of United Nations entities reporting on cost recovery amounts within their regular financial reporting Annually UNICEF reports on cost recovery amounts annually through regular financial reports Average percentage of agency country offices using the common UNDG capacity measurement approach (when fully developed) The UNDG capacity measurement approach is still to be finalized , 15 Three dimensions of sustainable development reflected in strategic plans of UNDG members 32 74, 77 Number of United Nations entities that integrate South-South cooperation into their strategic plan One time Annually The UNICEF Strategic Plan, reflects all three dimensions of sustainable development. South-South cooperation is a specific strategy in the UNICEF Strategic Plan,

25 25/28 Number in monitoring and reporting framework QCPR operative paragraph 33 74, 77 Number of United Nations entities that actively report on South- South cooperation in their strategic plan Indicator Frequency Progress for UNICEF Annually The current report of the Executive Director captures progress in South- South cooperation for Number of United Nations entities that have simplified and harmonized agency-specific programming instruments (specify type of instrument) Annually Since 2014, UNICEF, together with UNDP, United Nations Population Fund (UNFPA) and World Food Programme (WFP), has simplified and harmonized the country programme document format, as approved by the Executive Board. 67a 128 Contributions in cash provided to the resident coordinator (RC) system Annually UNICEF contributed $4.0 million to the RC system in 2016 (and $4.2 million in 2017). 67b 128 Contributions in kind provided to the RC system TBC UNICEF contributed $3.2 million in kind to the RC system at the country level in 2016 for key functions of RC system coordination (strategic analysis and planning, external communications and advocacy and serving as acting resident coordinator).

26 26/28 Number in monitoring and reporting framework QCPR operative paragraph Plan for consolidated common support at the country level submitted to governing bodies in 2014, including in the areas of financial management, human, procurement, information and communications technology (ICT) and other services Indicator Frequency Progress for UNICEF One time UNICEF together with agencies, funds and programmes, is implementing the business operations strategy in the pilot countries as well as other self-starter countries. UNICEF contributed to the development of the UNDG/High-level Committee on Management (HLCM) evaluation framework. The June 2015 evaluation of the strategy validated a range of benefits, both qualitative and quantitative. The evaluation also identified some bottlenecks. During 2016 UNICEF, UNDP and WFP collectively explored ways to operationalize the concept of mutual recognition; this work will continue in Proposal on the common definition of operating costs and a common and (standardized) system of cost control presented in a 152, 154 Number of countries implementing common services 88b 152, 154 Number of countries implementing One time Annually Annually UNICEF led an inter-agency working group as part of the Finance and Budget Network to address this topic. A proposal on the common definition of operating costs has been completed and adopted. The exercise included the review of harmonized cost classifications that are currently in use by UNDP, UNFPA, the United Nations Entity for Gender Equality and the Empowerment of Women (UN-Women) and UNICEF. Following the development of a framework, other United Nations entities will use it as a reference for their cost definitions. 120 UNICEF country offices reported the use of common services in countries reported implementing 1,564 long-term agreements in 2016, an 8-per-cent increase over 2015.

27 27/28 Number in monitoring and reporting framework QCPR operative paragraph Indicator Frequency Progress for UNICEF common longterm agreements 88c 152, 154 Number of countries implementing a harmonized approach to procurement 88d 152, 154 Number of countries implementing common human management 88e 152, 154 Number of countries implementing ICT services 88f 152, 154 Number of countries implementing financial management services Number of United Nations entities that presented plans to their governing bodies for intra-agency rationalization of Annually Annually Annually Annually One time 80 UNICEF country offices reported implementing a common approach in procurement (common review bodies, standard contracts, local vendor databases, consultant rosters and solicitation documents) and 39 country offices reported savings (and cost avoidance) of approximately $1.9 million. 36 UNICEF country offices reported implementing a common approach to human management (common vacancy bulletins, selection panels, talent pools and consultant rosters); 10 UNICEF country offices reported savings (and cost avoidance) of $305, UNICEF country offices reported implementing a harmonized approach to ICT services (common ICT security, connectivity, support and infrastructure); 25 country offices reported savings (and cost avoidance) of $601, UNICEF country offices reported implementing a common approach to financial management (common procurement of bank assessment); 16 UNICEF country offices reported savings (and cost avoidance) of $2.2 million The UNICEF Global Shared Service Centre (GSSC) began official operations in September 2015 and the centralization of invoice and payment processing, master data management, human administration, payroll and the Global Help Desk services from UNICEF offices to GSSC in Budapest was completed at the end of As the stabilization phase continues, an estimated $25 million in transactional savings are expected in UNICEF, through the GSSC, will continue

28 28/28 Number in monitoring and reporting framework QCPR operative paragraph Indicator Frequency Progress for UNICEF business operations by the end of 2013 to leverage and pursue opportunities to generate greater efficiencies and added value through streamlined service delivery to support the achievement of UNICEF programme results worldwide.