Addendum. E/ICEF/2015/5/Add.1 18 May 2015 Original: English. For information

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1 18 May 2015 Original: English For information United Nations Children s Fund Executive Board Annual session June 2015 Item 3 of the provisional agenda* Addendum Annual report of the Executive Director of UNICEF: performance and results for 2014, including report on implementation of the quadrennial comprehensive policy review *E/ICEF/2014/5.

2 Addendum to the Annual Report of the Executive Director, 2014 Table 1: Achievement in meeting benchmarks for normative principles, by number of country offices in 2013 and 2014 Normative principle Human rights Gender equality Environmental sustainability Year Fully met Number of country offices Mostly met Partially met Initiating action Table 2: Achievement in meeting benchmarks for implementation strategies, by number of country offices in 2014 Implementation strategy Practised Number of country offices Partially practised Currently not practised Capacity development Evidence generation South-South cooperation Innovation Service delivery Strategic partnerships Cross-sectoral

3 Table 3: Key programme and operations management performance indicators Baseline Target Key performance indicator (2013, unless otherwise stated) (2017, unless otherwise stated) Status in 2014 Independent corporate oversight and assurance Percentage of UNICEF evaluations with a formal management response 90% (2012) >80% 92% Percentage of UNICEF evaluations rated 8% 2% <7% unsatisfactory based on United Nations standards (2012) (as of 2013) Percentage of country offices submitting at least one completed evaluation to the Global Evaluation 50% 75% 77% Database each year Number of offices/divisions with audit recommendations outstanding for more than 18 3 <10 each year 8 months Number of country offices that support the capacity development of national evaluation associations and/or institutions (quadrennial comprehensive policy review, QCPR) Percentage of complaints investigated and closed within 6 months 85% 100% 58% Percentage of agreed evaluation recommendations (a) under implementation, (b) completed, as recorded in the global management response tracking system a) 50% b) 15% a) 60% b) 30% a)59% b) 15% Corporate financial, information and communication technology and administrative management Management/administration/development effectiveness support costs as a ratio of total resources Percentage reduction in travel costs from management budget Percentage of emergencies in which information technology services requested are provided as per standards in the revised Core Commitments for Children in Humanitarian Action (CCCs) Percentage of service-level agreement (SLA) targets met or exceeded Percentage of projects that are delivered within scope, time and budget 11.6% (2012) 2.9% (2012) 10.6% 9.1% - 0% 1 75% - 95% External SLAs: ~100% Internal SLAs: ~76% External SLAs: ~100% Internal SLAs: > 85% External SLAs: ~100% Internal SLAs: ~ 99% 70% 75% 75% 1 The status in 2014 reflects no change from the situation in 2012, which is positive as the demand for travel has increased over the period. 3

4 Key performance indicator Number of countries implementing (i) common services, (ii) common long-term agreements, (iii) harmonized approach to procurement, (iv) common human resources management, (v) information and communication technology services and (vi) financial management services (QCPR) Percentage of (i) core expenditures on developmentrelated activities directed to programme activities and (ii) non-core expenditures on developmentrelated activities directed to programme activities (QCPR) Baseline (2013, unless otherwise stated) i. All ii. 89 iii. 45 iv. 25 v. 28 vi. 27 i. 74% ii. 95% Target (2017, unless otherwise stated) i. All ii. All iii. TBD iv. TBD v. TBD vi. TBD TBD TBD Corporate external relations and partnerships, communications and resource mobilization Percentage of donor reports submitted on time Income: (i) regular resources (ii) other resourcesregular, (iii) other resources-emergency (in millions of United States dollars) Status in 2014 i.115 ii.96 iii.55 iv.36 v.41 vi.20 i. 83% ii. 94% 92% >90% 91% i. 1,265 ii. 2,256 iii. 1,332 i. 1,504 ii. 1,938 iii. 790 i.1,326 ii.2,264 iii.1,579 Percentage coverage of UNICEF that is favourable or higher in global top-tier media 67% >80% 67% Number of people engaged with UNICEF top global digital and social media platforms (and global leadership) Percentage of global population with good opinion of the organization (Global Opinion Index) 11.5 million globally No. 1 63% Retain global No. 1 Remain No. 1 (among global international children s organizations) 20 million globally No. 1 63% (No. 1) Percentage of UNICEF country offices participating in a common budgetary framework 31% >50% 32% Size and trend in funding from (i). government and (ii) non-governmental partners, including international financial institutions, regional development banks, civil society, private sector (QCPR) (in millions of United States dollars) i. 2,610 ii. 1,223 i. 2,590 ii. 1,642 i.3,181 ii.1,894 Human resources management Average length of recruitment period (number of days from closing date of advertisement to date of offer letter) Percentage of requests for surge capacity support met within 56 days (from formal request to arrival >92% >90% 91% 4

5 Baseline Target Key performance indicator (2013, unless otherwise stated) (2017, unless otherwise stated) Status in 2014 of staff member in country, in accordance with CCCs) Percentage of staff identifying themselves as satisfied with the UNICEF workplace, as per Global Staff Survey Percentage of staff who are female at (a) all levels and (b) P-5 and above 76% (2009) (a) 48% (b) 44% > 90% 80% (a) 50% (b) 50% (a) 47% (b) 45% Corporate leadership and direction Percentage of the overall objectives of the Strategic Plan achieved Percentage of staff that strongly agree or agree that UNICEF has a speak-up culture Staff and premises security Percentage of country offices meeting minimum operating security standards Percentage of country offices meeting business continuity plan requirements Field/country office oversight, management and operations support Percentage of countries where UNICEF supports capacity development through policies, institutions, systems and plans to strengthen equity-focused plans for children, especially the poorest and most vulnerable (QCPR) Percentage of country offices that demonstrate efficiency gains and/or cost savings in programme and operations functions Percentage of allocated regular resources for programmes expended at end of the year UNICEF contribution in cash provided to the resident coordinator system (QCPR) (in millions of United States dollars) UNICEF contribution in kind provided to the resident coordinator system (QCPR) (in millions of United States dollars) N/A >90% 41% 2 N/A >90% 47% 91% 100% 90% 99% 100% 99% N/A 100% 98% 86% (2012) 100% 72% % >95% 95% TBD Represents estimated progress towards the four-year output level targets of the UNICEF Strategic Plan Achievements may be higher as several of the baselines have been revised downwards due to data cleaning. Targets will be updated during the Mid Term Review of the Strategic Plan. 3 Figure reflects country offices that demonstrate cost savings only in programme and operations functions (not efficiency gains). 5

6 Table 4: Top 20 government and intergovernmental resource partners to UNICEF, 2014 (In United States dollars) No. Resource partner Regular resources resourcesregular resourcesemergency 1. United States 132,000, ,971, ,266, ,238, United Kingdom 66,390, ,342, ,024, ,757, European Commission - 249,849, ,467, ,317, Norway 72,184, ,084,655 10,944, ,214, Germany 15,844,440 21,041, ,853, ,739, Sweden 79,767,948 64,609,163 46,725, ,102, Canada 14,660,633 95,392,327 79,074, ,127, Japan 21,762,701 52,806,546 99,440, ,010, Netherlands 33,195,021 85,319,194 27,887, ,401, Australia 58,443,220 49,390,550 11,576, ,409, Denmark 33,951,243 14,198,346 15,608,553 63,758, Finland 26,265,390 12,668,585 14,111,279 53,045, Switzerland 21,712,324 13,923,084 7,449,775 43,085, Belgium 23,727,648 2,402,931 14,687,572 40,818, Kuwait 200,000-36,750,000 36,950, Ireland 10,866,575 12,849,264 3,890,116 27,605, Republic of Korea 4,695,021 18,211,670 3,150,000 26,056, Italy 4,076,087 5,216,270 10,537,111 19,829, United Arab Emirates 100,000 6,463,688 9,703,335 16,267, France 4,694,648 10,950, ,337 16,137,859 Table 5: Top 20 resource partners for regular resources, 2014 (In United States dollars) Resource partner Regular resources Resource partner Regular resources 1. United States 132,000, Spain NC 41,477, Japan NC 95,239, Netherlands NC 40,620, Sweden 79,767, Denmark 33,951, Republic of Korea NC 72,427, Netherlands 33,195, Norway 72,184, Finland 26,265, United Kingdom 66,390, United States NC 23,841, Germany NC 62,903, Belgium 23,727, Australia 58,443, Japan 21,762, France NC 45,542, Switzerland 21,712, Sweden NC 41,627, Italy NC 20,519,911 NC = National Committee for UNICEF. 6

7 Table 6: Top 20 resource partners for other resources, 2014 (In United States dollars) Resource partner resources Resource partner resources 1. United States 540,238, Netherlands 113,206, United Kingdom 423,367, Sweden 111,334, European Commission 355,317, Global Partnership for Education 76,446, United States NC 245,682, United Kingdom NC 71,797,038 United Nations Office for 5. the Coordination of Humanitarian Affairs 216,114, Australia 60,966, Germany 177,894, The GAVI Fund 57,052, Canada 174,466, Nigeria 38,264, Japan 152,247, Kuwait 36,750, Norway 126,029, United Nations Population Fund 35,974, United Nations Development Programme NC = National Committee for UNICEF. 117,327, Germany NC 34,290,034 Table 7: Top 20 resource partners for other resources-emergency, 2014 (In United States dollars) Resource partner resourcesemergency Resource partner resourcesemergency 1. United States 311,266, Guinea 28,253,961 United Nations Office 2. for the Coordination of Humanitarian Affairs (OCHA)* 216,098, Netherlands 27,887, United Kingdom 171,024, United Kingdom NC 20,806, Germany 156,853, Sierra Leone 19,444, European Commission 105,467, Germany NC 17,853, Japan 99,440, Japan NC 16,747, Canada 79,074, United States NC 16,603,363 United Nations 8. Development Programme (UNDP)** 64,847, Denmark 15,608, Sweden 46,725, Belgium 14,687, Kuwait 36,750, Finland 14,111,279 * Contributions received through OCHA mostly originate from the same group of major UNICEF government and intergovernmental donors, and mainly through funding from the Central Emergency Response Fund. ** Inter-organizational arrangements via UNDP (including multi-donor trust funds and Delivering as One funding). NC = National Committee for UNICEF. 7

8 Table 8: Direct programme expense by region, 2014 (In millions of United States dollars) Region Health HIV and AIDS Water, sanitation and hygiene Nutrition Education Child protection Social inclusion CEECIS EAPR ESAR ,057.3 HQ LACR MENA ROSA WCAR , , ,130.8 Note: Due to rounding, the totals may differ slightly from the sum of the columns. 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; ROSA: South Asia; WCAR: West and Central Africa. Table 9: Direct programme expense by outcome area*, 2014 (In millions of United States dollars) Outcome area Regular resources resourcesregular resourcesemergency Percentage of 2014 programme expense Strategic Plan projected programme expense (%) Health , HIV and AIDS Water, sanitation and hygiene Nutrition Education Child protection Social inclusion (rounded) , , , * In accordance with International Public Sector Accounting Standards (IPSAS), UNICEF reclassifies programme expense that is directly related to the construction of buildings, primarily schools, as an asset. Programme expense will be recorded in 2015 when the buildings have been completed and handed over to partners. 8

9 Table 10: Direct programme expense by outcome area in sub-saharan Africa, 2014 (In millions of United States dollars) Outcome area Regular resources resourcesregular resourcesemergency E/ICEF/2015/5/Add.1 Health HIV and AIDS Water, sanitation and hygiene Nutrition Education Child protection Social inclusion All Strategic Plan outcome areas (sub-saharan Africa) , ,344.4 Note: Due to rounding, the totals may differ slightly from the sum of the columns. Table 11: Direct programme expense by outcome area in the least developed countries, 2014 (In millions of United States dollars) Outcome area Regular resources resourcesregular resourcesemergency Health HIV and AIDS Water, sanitation and hygiene Nutrition Education Child protection Social inclusion All Strategic Plan outcome areas (least developed countries) , ,178.5 Note: Due to rounding, the totals may differ slightly from the sum of the columns. 9

10 Table 12: Direct programme expense by programme area in each outcome area, 2014 (In millions of United States dollars) Percentage Expense Programme area 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 1, % 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 4.1 4% HIV general % for outcome area - HIV and AIDS % Water supply % Sanitation % Hygiene % Water, sanitation and 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 0.1 0% Community-based management of acute malnutrition % Nutrition and emergencies % Nutrition general % for outcome area - Nutrition % 10

11 Early learning % Equity focus on girls and inclusive education % Learning and child-friendly schools % Education in emergencies % Education general % for outcome area - Education % Data and child protection 8.1 2% 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 % Table 13: Thematic funding for Strategic Plan outcome areas and humanitarian assistance, 2014 (In millions of United States dollars) Outcome area 2014 Health 31.6 HIV and AIDS 10.6 Water, sanitation and hygiene 5.3 Nutrition 0.9 Education Child protection 21.4 Social inclusion 10.0 Humanitarian assistance Note: Due to rounding, the totals may differ slightly from the sum of the columns. 11

12 Table 14: UNICEF progress in 2014 on relevant indicators of the Secretary-General s QCPR Monitoring and Reporting Framework 4 Number in SG Monitoring Framework QCPR Operative Paragraph Indicator Frequency Progress for UNICEF # of United Nations entities reporting to their governing bodies in 2014 on concrete measures to broaden the donor base. # of United Nations funds and programmes that defined common principles for the concept of critical mass of core resources by 2014 # of United Nations entities 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. One time One time 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 Executive Board Members in paragraph 7 of decision 2014/17. Common principles for critical mass of core resources 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 its Strategic Plan, on 29 May, 9 July and 27 August Specific approaches for defining a critical mass of core resources were presented to the Executive Board during the informal consultations. A decision (2014/17) on the matter was adopted during the second regular session of the Executive Board in 2014, whereby Board members noted the common principles for the concept of critical mass of core resources. UNICEF organized a structured dialogue on financing results of the UNICEF Strategic Plan and critical mass of core resources on 9 September 2014, during the second regular session of the Executive Board. In decision 2014/17, the Executive Board decided to organize, with the support of the UNICEF secretariat, on an annual basis during the second regular session of the Executive Board, a structured dialogue with Member States to monitor and follow up the predictability, flexibility and alignment of resources provided for the implementation of the Strategic Plan , including information on funding gaps. 20a 43, 48, 51, 53 % of total core expenditures on development-related activities by funds In 2014, UNICEF spent 83% of its core resources on programme activities. 4 Indicators included in this table correspond to the indicators in the United Nations Secretary-General s QCPR Monitoring and Reporting Framework. For baseline and targets, refer to the Secretary-General s QCPR Monitoring and Reporting Framework. 12

13 Number in SG Monitoring Framework 20b QCPR Operative Paragraph , , , a b Indicator Frequency Progress for UNICEF and programmes directed to programme activities % of total non-core expenditures on development-related activities by funds and programmes directed to programme activities # of United Nations entities reporting on cost recovery amounts within their regular financial reporting. Average % of agency country offices using the common United Nations Development Group (UNDG) capacity measurement approach (when fully developed) Three dimensions of sustainable development reflected in strategic plans of UNDG members # of United Nations entities that integrate South-South cooperation into their strategic plan. # of United Nations entities that actively report on South-South cooperation in their strategic plan # of United Nations entities that have simplified and harmonized agencyspecific programming instruments (specify type of instrument) Contributions in cash provided to the Resident Coordinator (RC) system Contributions in kind provided to the RC system Plan for consolidated common support at country level submitted to governing bodies in 2014, including in the areas of financial management, human resources, procurement, information and N/A One time In 2014, UNICEF spent 94% of its non-core resources on programme activities. UNICEF reports on cost recovery amounts annually through regular financial reports. The UNDG capacity measurement approach is still to be developed and finalized. The UNICEF Strategic Plan reflects all three dimensions of sustainable development. South-South cooperation is a specific strategy in the UNICEF Strategic Plan. The current Executive Director s Annual Report (for 2014) captures progress in South-South cooperation for In 2014, UNICEF together with the United Nations Development Programme (UNDP), United Nations Population Fund (UNFPA) and World Food Programme (WFP) simplified and harmonized the country programme document format, as approved by the Executive Board. UNICEF contributed $3.5 million to the RC system in TBC One time UNICEF contributed $2.7 million in kind to the RC system at country level in 2014 for key functions of RC system coordination (strategic analysis and planning, external communications and advocacy, and serving as acting RC). UNICEF, together with other funds and programmes, is implementing the business operations strategy (BOS) in pilot countries as well as several other self-starter countries. UNICEF contributed to the development of the UNDG/High-Level Committee on Management evaluation framework which is 13

14 Number in SG Monitoring Framework 14 QCPR Operative Paragraph a 152, b 152, c 152, d 152, 154 Indicator Frequency Progress for UNICEF communication technology (ICT) and other services Proposal on the common definition of operating costs and a common and (standardized) system of cost control presented in 2014 # of countries implementing common services # of countries implementing common long-term agreements (LTAs) # of countries implementing harmonized approach to procurement # of countries implementing common human resources (HR) management One time expected to be completed mid The output of this evaluation will inform plans for the establishment of consolidated support services at country level. 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 which are currently in use by UNDP, UNFPA, UN- Women (United Nations Entity for Gender Equality and the Empowerment of Women) and UNICEF. Following this work, other United Nations entities will use the framework that has been developed as a reference for their cost definitions. 115 UNICEF country offices report using common services in countries report implementing 657 LTAs in e 152, 154 # of countries implementing ICT services 88f 152, # of countries implementing financial management services # of United Nations entities that presented plans to their governing bodies for intraagency rationalization of business operations by the end of One time 55 UNICEF country offices report implementing a common approach in procurement (common review bodies, standard contracts, local vendor databases, consultant rosters and solicitation documents), 23 country offices report savings of approximately $1.2 million. 36 UNICEF country offices report implementing a common approach to HR management (common vacancy bulletins, selection panels, talent pools and consultant rosters); 12 UNICEF country offices report savings totalling $139, UNICEF country offices report implementing a harmonized approach to ICT services (common ICT security, connectivity, support and infrastructure); 22 country offices report savings of $500, UNICEF country offices report implementing a common approach to financial management (common procurement of bank assessment); 12 UNICEF country offices report savings totalling $253,016. UNICEF reported on progress in 2013 and at the first regular session of the 2014 Executive Board announced the establishment of a single, integrated Global Shared Services Centre. The Centre will be situated in Budapest, Hungary, and will begin operations in 2015.