Compendium of Resource Partner Contributions 2016

Transcription

1 Compendium of Resource Partner Contributions 2016 UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS 2016 i

2 Cover Image: Tinah Camp, Iraq; UNICEF/UN034975/Anmar Caption: Sarah, 4, stands in front of a tent in Tinah Camp, Iraq, where she and her family live after fleeing violence in nearby Qayarrah. In late September 2016, 108 families were living in Tinah Camp, a transitional displacement camp located in a newly-retaken area with few basic services. UNICEF began providing safe water to the camp to help children cope with the harsh environment.

3 CONTENTS Note of thanks Executive summary Resources by type of funding, Regular Resources enable results on the ground Total revenue by type of Resource Partner, Top 20 public and private sector Resource Partners, Top 20 Government Resource Partners, Top 20 private sector Resource Partners, Regular Resources by type of Resource Partner, UNICEF spearheads transparency Other Resources - Regular by type of Resource Partner, Other Resources - Emergency by type of Resource Partner, Humanitarian funding, Thematic revenue, Innovative funding scales up investments in children Contributions received through Inter-organizational Arrangements, Pooled funding supports joint results with UN partners Total UNICEF revenue, Total UNICEF revenue by Resource Partner, Development Assistance Committee (DAC) Member Governments, total revenue to UNICEF compared to ODA, ODA Per Capita and GNI Per Capita, Development Assistance Committee (DAC) Regular Resources to UNDP, UNICEF and UNFPA, Glossary Abbreviations UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

4 NOTE OF THANKS Dear Partner, In 2016 the first year of implementation for the Agenda 2030 UNICEF adopted a bold motto: a fair chance for every child. Success in reaching the SDGs depends on leadership and accountability from government, business and civil society working in partnership to address sustainable development challenges. With the help of our champion Member States in the Group of Friends for Children and private sector partners, important advocacy opportunities for children were seized for example, raising awareness about the global initiative on the World s Largest Lesson and integrating the SDGs into schools, highlighting the importance of disaggregated data to ensure we capture the most marginalized children, and engaging in the preparatory process for the Global Compact to protect children on the move. Meeting the SDGs by 2030 will require everyone pulling together, including through financing of programmes and initiatives that can drive progress across the goals. UNICEF is funded entirely by voluntary contributions. Without income, UNICEF cannot deliver on its mandate to advocate for the protection of children s rights, to help meet their basic needs, and to expand their opportunities to reach their full potential. At UNICEF, we recognize that partners entrust us with their investments towards those ends and we want to take the opportunity to thank each and every one. Your trust in us is echoed through the results we achieved this past year, especially for the children in the most difficult of situations. Reinforced partnership with our donors helped UNICEF treat more than 237,000 children under five for Severe Acute Malnutrition (SAM) in Yemen. We will never forget the assistance that UNICEF provided us in these difficult times that we were going through. They came to our aid at a time when everyone else had abandoned us, said Aisha, a woman in Yemen struggling to feed her four children. UNICEF also helped more than 19,000 vulnerable Syrian refugee families in Egypt, Jordan, and Iraq with sustained cash assistance; gave out Rapid Response Mechanism kits containing drinking water, hygiene products and ready-to-eat rations to nearly 1.3 million people in Iraq newly displaced by conflict; and provided nearly 96,000 children with psychosocial support after they landed in the West Balkans and Greece during the refugee and migrant crisis. Our mandate and the trust of our partners also demand that we adhere to the highest performance management standards and continually improve our operation. In addition to supporting the development of the significant and far-reaching commitments of the Quadrennial Comprehensive Policy Review and those deliberated around the 2016 World Humanitarian Summit UNICEF engaged with the Multilateral Organization Performance Assessment Network (MOPAN). The assessment recognized UNICEF as a mature and confident organisation whose systems, processes and behaviours are fit for purpose according to its mandate and mission, and has a strong awareness of its own comparative advantages. In early 2016, UNICEF ranked third out of 46 evaluated aid entities on the most recent global Aid Transparency Index. However, this is no time for complacency. Too many children are being denied a childhood. Too many have the future stolen from them. As the next Strategic Plan for is finalized, UNICEF will strive to make further progress across the board, building on and learning from the lessons and evidence of the past four and, indeed, the past 70 years. We will align results with the policies and priorities to get us there, including raising more flexible and predictable funding. At the end of the day, UNICEF is a global partnership for children in need, made up of our staff, the partners we work with around the world and the supporters that fund our efforts. It is only by working together, side by side, that we can and will realize a fair chance for every child. Olav Kjørven Director Public Partnerships Division New York, May 2017 Gerard Bocquenet Director Private Fundraising and Partnerships Geneva, May

5 EXECUTIVE SUMMARY The Compendium of Resource Partner Contributions 2016 comprises information on contributions from public and private sector resource partners to UNICEF 1. Information presented in the Compendium demonstrates the results of extensive policy and programme partnerships between UNICEF and its resource partners. The Compendium is not an official UNICEF financial document, but it draws largely on financial data and is predominantly intended as a practical and illustrative report for resource partners. In 2016, Net Official Development Aid (ODA) flows from member countries of the Development Assistance Committee (DAC) members of the OECD reached a new peak at $142.6 billion. This represented an increase of 8.9 per cent compared to Net ODA also rose as a share of gross national income (GNI) for DAC members to 0.32 per cent. Net ODA continues to grow and its volume in real terms has doubled since Total revenue to UNICEF decreased from $5,010 million in 2015 to $4,884 million in 2016, representing a drop of 3 per cent (or $126 million) 3. Un-earmarked Regular Resources (RR) amounted to $1,312 million reflecting an increase of 12 per cent (or $138 million) compared to $1,174 million in Public Sector RR increased 3 per cent from $546 million to $562 million, while private sector RR increased 19 per cent from $530 million to $629 million. Regular Resources as a proportion of overall revenue amounted to 27 per cent, an increase of 4 per cent compared to This is an encouraging sign and hopefully points to an upward trend in coming years. Regular Resource funding enables UNICEF to deliver programmes for children and the balance is used to support the core structure of the organisation, without which UNICEF will not be able to fulfill its mandate. A flexible, predictable funding base provided through RR helps the organization to achieve the results for children, especially the most vulnerable as outlined in UNICEF s Strategic Plan Complementary to RR and allowing UNICEF to scale up and reach more children in need, earmarked Other Resources (OR) amounted to $3,571 million. Of this, $1,933 million or 54 per cent came in the form of Other Resources - Regular (ORR) and $1,639 million or 46 per cent in the form of Other Resources - Emergency (ORE). Revenue for OR decreased by 7 per cent (or $265 million) compared with Public sector revenue constituted 68 per cent (or $3,318 million) of total revenue, representing a decrease of 4 per cent (or $137 million) compared to This revenue was made up mostly by contributions from Government and Inter-organizational partners. Private sector revenue amounted to $1,445 million or 30 per cent of the total UNICEF revenue, representing a decrease of 1 per cent (or $12 million) over 2015 levels. Other income -- classified as RR -- included income from interest, procurement services, and other sources, and totaled $121 million or 2 per cent of overall revenue. Financial resources in 2016 helped UNICEF and partners to achieve significant results for children. Flexible and predictable resources are the foundation on which UNICEF builds programmes that transform the lives of children. More than ever, as the world embarks on the path to the Sustainable Development Goals, investing in children particularly the poorest and the most disadvantaged children is the right thing to do. Children drink from a tap during recess in February 2017 at a UNICEF supported primary school inside the Bukasi Internally Displaced People's camp in Maiduguri, Borno State, Nigeria. UNICEF/UN055930/Gilbertson 1 All figures in this report have been rounded and are as of 1 April Taking account of both inflation and exchange rate movements. 3 The figures for 2016 are provisional and are subject to audit. UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

6 RESOURCES BY TYPE OF FUNDING, In 2016, the total revenue for UNICEF was $4.9 billion, which represents a decrease of 3% (or $126 million). RR increased by 12% (or $138 million) from $1,174 million in 2015 to $1,312 million in Consequently, RR as a proportion of total revenue rose to 27 per cent. Other Resources (OR) decreased for the second year in a row, by 7% (or $265 million) from $3,836 million in 2015 to $3,571 million in Contributions by Funding Type Other Resources (Emergency) $1,639 M 33% TOTAL $4,884 M 27% Regular Resources $1,312 M Regular Resources (RR) RR are unearmarked funds that are foundational to deliver results across the Strategic Plan. Other Resources (OR) OR are earmarked contributions for programmes; these are supplementary to the contributions in unearmarked RR and are made for a specific purpose, such as an emergency response or a specific programme in a country/region. Other Resources Regular (ORR) ORR are funds for specific, nonemergency programme purposes and strategic priorities. Other Resources Emergency (ORE) ORE are earmarked funds for specific humanitarian action and post-crisis recovery activities. 40% Other Resources (Regular) $1,933 M Contributions from all Resource Partners 6000 Total Other Resources - Regular 5000 Regular Resources Other Resources Other Resources - Emergency 4,853 5,169 5,010 4,884 US$ millions Share RR%/OR% 3,013 1,907 1,378 1, ,390 2,305 1,570 1, ,256 2,190 1,527 1, ,682 2,717 1, ,023 3,711 2,633 1,670 1, Change in accounting policy from UNSAS to IPSAS may not allow meaningful comparisons between 2012 figures and prior years /63 26/74 26/74 27/73 3,945 2,657 1,834 1, ,588 2,256 1,265 1,332 3,843 2,264 1,579 1,326 3,836 2,056 1,780 1,174 3,571 1,933 1,639 1,312 1 Limits on comparability: Effective 1 January 2012, UNICEF adopted the International Public Sector Financial Reporting Standards (IPSAS) to replace the United Nations System Accounting Standards (UNSAS), which had been in place since Through a General Assembly resolution, UN Members States requested all UN bodies to adopt IPSAS in order to enhance the quality of financial reporting by ensuring improved transparency, accountability, and governance. The change in accounting policy does not allow direct comparisons between figures from 2012 onward, and figures prior to 2012, as it has implications for the timing of revenue recognition. 4

7 REGULAR RESOURCES ENABLE RESULTS ON THE GROUND As the funds most aligned with UNICEF s strategic results, unrestricted Regular Resources (RR) best allow the organization to reach children in the greatest need and at the greatest risk in the least amount of time. Thanks to RR, UNICEF working with partners in Afghanistan treated 200,000 severely malnourished children, provided teaching and learning material to more than 1.3 million students and 34,000 teachers, and registered around 450,000 newborns. Afghanistan is a complex operating environment and the fluid security situation, national capacity for service delivery and the need for extensive monitoring systems significantly increases the cost of doing business, said Adele Khodr, UNICEF Representative in Afghanistan. Without core regular resources, UNICEF Afghanistan would not be able to operate in such an environment. In Bangladesh, through the catalytic funding afforded by RR, 40,000 inhabitants of the Shattala slum received access to improved sanitation services, and more than 20 million children aged six months to five years were given Vitamin A supplementation through a national campaign. Across Africa, where treatable illnesses remain deadly and pervasive, UNICEF helped partners in Uganda vaccinate more than one million children under the age of one year, as well as assisted in bringing the polio outbreak under control in Nigeria through nine rounds of polio immunisation that reached 56 million children under five. Emergency situations require pliable and swift responses from UNICEF and partners. As the internal conflict in Yemen escalated dramatically, because of RR, UNICEF was able to allocate this adaptable funding across multiple sectors to protect and rehabilitate children. UNICEF childfriendly spaces and psychosocial activities helped 188,838 girls and 236,076 boys deal with the stress inflicted by prolonged violence, instability and displacement. Mine risk education sessions for children, host communities, and internally displaced people were considerably expanded, providing 853,573 children with information that could save their lives and the lives of their loved ones. Under the Humanitarian Cash Transfer Programme, UNICEF targeted 1,800 households in the poorest minority communities, giving each a monthly unconditional cash transfers of YER 21,500/US$100 for six months, which helped 10,266 people meet their basic needs and access social services. UNICEF could not do this work without its partners, especially those that answer the call during times of increased humanitarian needs across the globe. In 2016 Sweden provided UNICEF with $117 million in core support, doubling their core funding, thus making them the second largest contributor to RR behind the United States of America. The third largest contributor came from the family of National Committees of UNICEF, specifically Japan a testament to the private sector support that UNICEF s mandate generates. A boy is screened for malnutrition in Sa ada, Yemen. Nearly 182,000 children in Yemen were treated for Severe Acute Malnutrition (SAM) as of October UNICEF/UN050302/Al-Zikri UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

8 TOTAL REVENUE BY TYPE OF RESOURCE PARTNER, 2016 The total revenue to UNICEF decreased from $5,010 million in 2015 to $4,884 million in 2016, which represents a decline of 3% (or $126 million). Public sector revenue constituted 68% (or $3,318 million) of the total revenue, representing a reduction of 4% (or $137 million) compared to This revenue mostly consisted of contributions from Government and Inter-organizational partners. Private sector revenue constituted 30% (or $1,445 million) of the total UNICEF revenue, a decrease of 1% (or $12 million) over 2015 levels. This revenue mostly consisted of contributions from National Committees, UNICEF Country Office private sector fundraising (PSFR), and Non-Governmental Organizations (NGOs). Other revenue, including income from interest, procurement services, and other sources, amounted to $121 million or 2% of total UNICEF revenue. 61% Governments and Inter-governmental Organizations 1 $2,972 M Inter-Organizational Arrangements 2 $346 M Other Revenue 3 $121 M 2% 7% TOTAL $4,884 M 30% Private Sector 4 $1,445 M UNICEF Contributions trend by Resource Partner Category, Public Sector Private Sector Other 3,327 3,679 3,455 3,318 US$ millions , , , ,440 1, ,568 1, Change in accounting policy from UNSAS to IPSAS may not allow meaningful comparisons between 2012 figures and prior years ,621 1, , , , , Inter-governmental organizations include: EC, OFID and UNITAID. 2 Inter-Organizational arrangements include: FAO, GPE, IFAD, IOM, OECD, PAHO, UNAIDS, UNDP, UNDPO, UNESCO, UNFPA, UN Habitat, UNHCR, UNOCHA, UNODC, UNOPS, UN Women, United Nations Secretariat, UNTFHS, UNWG, World Bank, WFP, WHO as well as UN Joint Programme where UNICEF is the Administrative Agent. 3 Other revenue includes income from interest, procurement services and other sources. 4 Revenue from private sector includes Global Programme Partnerships (GPPs), foundations, NGOs, UNICEF National Committees and UNICEF Country Office private sector fundraising. 6

9 TOP 20 PUBLIC AND PRIVATE SECTOR RESOURCE PARTNERS, 2016 UNICEF s Top 20 Resource Partners contributed $3,535 million or 72% of the total revenue to UNICEF. In 2016, the contribution amount for this category of partners dropped by 4%. These partners provided 70% of total Regular Resources and 73% of total Other Resources. Revenue received through inter-organizational arrangements is excluded from this ranking as it originates primarily from the same group of major UNICEF Government Partners. The public sector contributed 70% of the revenue of the top 20 partners, while the remaining 30% was provided by the private sector. In 2016, the top 5 Resource Partners comprised the Governments of the United States of America, United Kingdom, and Germany; the European Commission and the United States of America National Committee. These five resource partners provided 52% of the total contributions of the top 20 Resource Partners. Top 3 Resource Partners by category 1. Top 3 partner countries including Governments and National Committees United States of America, United Kingdom, and Japan 2. Top 3 partners countries by contribution per capita including Governments and National Committees Norway, Sweden, and Luxembourg 3. Top 3 Governments by contribution per capita Norway, Sweden, and Luxembourg 4. Top 3 National Committees by contribution per capita Iceland, Sweden, and Luxembourg 5. Top 3 private sector fundraising (PSFR) UNICEF Country Offices Argentina, Mexico, and Qatar 6. Top 3 growth (%) versus 2015 by Government: Serbia, Turkey, and Mexico 7. Top 3 growth (%) versus 2015 by National Committees Andorra, Italy, and the Czech Republic Rank 2016 Rank 2015 Resource Partners Regular Resources US$ Other Resources - Regular US$ Other Resources - Emergency US$ Total US$ 1 1 United States of America 132,500, ,627, ,457, ,585, United Kingdom 50,000, ,805, ,826, ,631, European Commission 199,013,739 94,305, ,318, United States of America NC 31,719, ,473,596 35,982, ,175, Germany 10,868,976 22,817, ,498, ,184, Sweden 116,968,664 70,381,882 36,517, ,868, Norway 52,218, ,451,065 44,902, ,571, Japan 17,338,522 52,304, ,370, ,012, Canada 12,898,089 70,964,180 64,963, ,825, Japan NC 110,223,855 10,648,324 15,918, ,790, Netherlands 31,333,777 43,652,765 56,641, ,628, Republic of Korea NC 78,723,055 15,662, ,391 94,523, Germany NC 36,471,042 22,756,904 35,166,745 94,394, Sweden NC 39,546,848 34,500,170 3,095,059 77,142, United Kingdom NC 25,832,687 28,760,838 20,555,878 75,149, Gavi 70,747,919 70,747, Spain NC 51,227,261 8,595,979 8,074,829 67,898, France NC 41,267,279 12,824,069 5,925,883 60,017, Netherlands NC 44,025,879 7,865,135 5,394,477 57,285, Italy NC 39,180,843 2,321,073 4,183,569 45,685,485 United States of America United Kingdom European Commission United States of America NC Germany Sweden Norway Japan Canada Japan NC Netherlands Republic of Korea NC Germany NC Sweden NC United Kingdom NC Gavi Spain NC France NC Netherlands NC Italy NC Regular Resources Other Resources - Regular Other Resources - Emergency US$ millions UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

10 TOP 20 GOVERNMENT RESOURCE PARTNERS, 2016 In 2016, the number of governments contributing to UNICEF increased from 136 to 137, reflecting UNICEF s efforts to expand its partner base. The top 20 Government Resource Partners contributed $2,477 million or 51% of the total revenue to UNICEF. These partners provided 41% of total Regular Resources and 54% of total Other Resources. Of these 20 Resource Partners, all except the Russian Federation and Saudi Arabia were from the Development Assistance Committee (DAC) of the OECD. Contributions received through inter-organizational arrangements are excluded from this ranking as they originate primarily from the same group of major UNICEF Government Partners. The top five Resource Partners in this category in 2016 included the United States of America, United Kingdom, Germany, Sweden, and Norway. These five Resource Partners contributed 69% of contributions of the top 20 Government Partners. Rank 2016 Rank 2015 Resource Partners Regular Resources US$ Rank Other Resources - Regular US$ Rank Other Resources - Emergency US$ Rank Total US$ 1 1 United States of America 132,500, ,627, ,457, ,585, United Kingdom 50,000, ,805, ,826, ,631, Germany 10,868, ,817, ,498, ,184, Sweden 116,968, ,381, ,517, ,868, Norway 52,218, ,451, ,902, ,571, Japan 17,338, ,304, ,370, ,012, Canada 12,898, ,964, ,963, ,825, Netherlands 31,333, ,652, ,641, ,628, Denmark 20,956, ,725, ,040, ,722, Australia 15,801, ,196, ,779, ,777, Switzerland 22,805, ,639, ,789, ,235, Republic of Korea 3,900, ,493, ,350, ,743, Belgium 19,041, , ,199, ,789, Italy 4,945, ,355, ,799, ,100, Ireland 8,213, ,599, ,828, ,640, Saudi Arabia 1,144, , ,800, ,943, France 3,869, ,611, ,579, ,060, Finland 6,084, ,337, ,834, ,255, Luxembourg 2,906, ,801, ,187, ,894, Russian Federation 1,000, ,654, ,263, ,918,372 United States of America United Kingdom Germany Sweden Norway Japan Canada Netherlands Denmark Australia Switzerland Republic of Korea Belgium Italy Ireland Saudi Arabia Regular Resources Other Resources - Regular Other Resources - Emergency France Finland Luxembourg Russian Federation US$ millions

11 TOP 20 PRIVATE SECTOR RESOURCE PARTNERS, In 2016, there were 34 UNICEF National Committees throughout the world, each established as an independent local NGO, as well as 53 UNICEF Country Offices. Both were instrumental in mobilizing private sector resources for UNICEF s work. The top 20 National Committees and PSFRs contributed $1,178 million or 24% of the total revenue to UNICEF. These partners provided 43% of total Regular Resources and 17% of total Other Resources. The top five partners in this category included the National Committees of United States of America, Japan, Republic of Korea, Germany, and Sweden. These five partners contributed 57% of the total revenue from the top 20 private sector partners. Rank 2016 Rank 2015 Resource Partners Regular Resources US$ Rank Other Resources - Regular US$ Rank Other Resources - Emergency US$ Rank Total US$ 1 1 United States of America NC 31,719, ,473, ,982, ,175, Japan NC 110,223, ,648, ,918, ,790, Republic of Korea NC 78,723, ,662, , ,523, Germany NC 36,471, ,756, ,166, ,394, Sweden NC 39,546, ,500, ,095, ,142, United Kingdom NC 25,832, ,760, ,555, ,149, Spain NC 51,227, ,595, ,074, ,898, France NC 41,267, ,824, ,925, ,017, Netherlands NC 44,025, ,865, ,394, ,285, Italy NC 39,180, ,321, ,183, ,685, Argentina PSFR 9,952, ,395, , ,518, Mexico PSFR 475, ,167, , ,733, Denmark NC 9,490, ,296, ,901, ,688, Qatar PSFR ,563, ,563, Hong Kong NC 13,294, ,180, , ,776, Finland NC 12,540, ,122, ,768, ,431, Switzerland NC 5,520, ,476, ,072, ,068, Australia NC 9,915, ,314, ,458, ,688, Thailand PSFR 3,674, ,527, ,516, ,719, Canada NC 5,556, ,648, ,405, ,610,393 United States of America NC Japan NC Republic of Korea NC Germany NC Sweden NC United Kingdom NC Spain NC France NC Netherlands NC Italy NC Argentina PSFR Mexico PSFR Denmark NC Qatar PSFR Hong Kong NC Finland NC Switzerland NC Australia NC Thailand PSFR Canada NC Regular Resources Other Resources - Regular Other Resources - Emergency US$ millions Excludes contributions from NGOs. UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

12 REGULAR RESOURCES BY TYPE OF RESOURCE PARTNER, 2016 Unearmarked Regular Resource (RR) contributions are crucial for UNICEF to reach the most disadvantaged children and respond quickly to emergencies. Steady and predictable RR allow UNICEF to leverage and invest in innovative programmes and approaches. Total RR to UNICEF was $1,312 million in 2016 an increase of 12% (or $138 million) from $1,174 million in Of this, $562 million or 43% was contributed by Government Partners and $629 million or 48% came from the private sector partners. The remaining $121 million or 9% included income from interest, procurement services, and other sources. Governments and Inter-governmental Organizations 1 $562 M 43% Other revenue 3 $121 M 9% TOTAL $1,312 M 48% Private sector 2 $629 M The top 20 Resource Partners to RR contributed $977 million or 74% of the total RR to UNICEF. Of these partners, 49% were Government Partners, while the remaining 51% were private sector. In 2016, the top five partners to RR were the Governments of the United States of America, Sweden, and Norway; and the National Committees of Japan and the Republic of Korea. These five partners contributed almost 50% of the Regular Resources of the top 20 Resource Partners. Rank Resource Partners Regular Resources US$ 1 United States of America 132,500,000 2 Sweden 116,968,664 3 Japan NC 110,223,855 4 Republic of Korea NC 78,723,055 5 Norway 52,218,021 6 Spain NC 51,227,261 7 United Kingdom 50,000,000 8 Netherlands NC 44,025,879 9 France NC 41,267, Sweden NC 39,546, Italy NC 39,180, Germany NC 36,471, United States of America NC 31,719, Netherlands 31,333, United Kingdom NC 25,832, Switzerland 22,805, Denmark 20,956, Belgium 19,041, Japan 17,338, Australia 15,801,354 On 1 December 2016, Ahmad (left) and Hozan (right) stand next to boxes of winter clothing they received from a distribution at Kawergosk Syrian Refugee Camp in the Kurdistan Region of Iraq. UNICEF/UN042745/Khuzaie 1 Inter-governmental organizations include: EC, OFID and UNITAID. 2 Revenue from private sector includes Global Programme Partnerships (GPPs), foundations, NGOs, UNICEF National Committees and UNICEF Country Office private sector fundraising. 3 Other revenue includes income from interest, procurement services and other sources. 10

13 UNICEF SPEARHEADS TRANSPARENCY As transparency and public disclosure practices gain global attention, UNICEF stands firmly positioned as one of a handful of standard-setters in the field. Purposefully working in different capacities to move the transparency discourse from compliance to global embrace, UNICEF not only signed on to the International Aid Transparency Initiative (IATI) Common Standard a universal mechanism measuring aid effectiveness but also drove efforts to use it as an international benchmark. During 2016, UNICEF has led the way in efforts toward greater transparency, including: Guiding UN Interagency collaboration: Through the United Nations Development Group s (UNDG) Transparency Task Team, UNICEF has been actively engaged in inter-agency advocacy efforts for the progressive adoption of the IATI as the reporting requirement across the UN system. A number of other UN agencies believing UNICEF s model as an example of best practice have adopted the IATI. The UN system also recently reached an agreement for the progressive approval of IATI as the specification for Chief Executives Board (CEB) reporting. Shaping the wider transparency agenda: As a member of IATI s Governing Board, UNICEF has been at the forefront of establishing the IATI standard as the most advanced option for a shared, worldwide, open-data benchmark. UNICEF also played a key role in the process that led to the 2016 World Humanitarian Summit's (WHS) commitment to publishing timely, transparent, harmonized and open high-quality data on humanitarian funding within the next two years. To illustrate the importance of transparency, UNICEF engaged with a number of other UN agencies on an aid traceability study analysing Nepal s 2015 earthquake emergency response, whose results were used to support the commitments that came out of the WHS. Leveraging IATI for resource partnerships and addressing donor conditionality: Increasingly, resource partners look to transparency as a tool to not only track funding, but also as a measure to determine and compare the Value for Money of aid recipient organizations. UNICEF s proactive transparency efforts have fulfilled partner expectations and could result in other benefits, such as streamlined donor reporting. All stakeholders are data auditors by default, and being open to the public has given considerable impetus to UNICEF s internal efforts for improvement in the accuracy, completeness, and reliability of information that the organization captures within its systems. This commitment has shaped UNICEF s policies and practices and now underpins its continuing efforts to prove more efficient and effective in the delivery of development and humanitarian programmes. Continuing to build this culture of transparency will enable UNICEF to work smarter, maximize the value of its contribution, and deliver even better results for children. Following UNICEF financial flows View and interact with this data online at open.unicef.org/flow Where the money comes from Where the money goes Where the money is spent What the money is spent on Middle East and North Education in emergencies Eastern and Southern Africa Governments Africa WASH and emergencies West and Central Africa West and Central Africa Child Protection and emergencies United Nations System Middle East and North Africa Eastern and Southern Africa Education-General Health and emergencies Inter-Governmental South Asia Immunization Agencies South Asia East Asia and the Pacific WASH-General UNICEF East Asia and the Pacific Nutrition-General Thematic Funds Latin America and the Caribbean Central and Eastern Europe more online and the Commonwealth of the Independent States National Committees more online Latin America and the Caribbean Central and Eastern Europe and the Commonwealth of the Independent States UNICEF's progress on transparency 2012 UNICEF BECAME AN IATI SIGNATORY Prepared an ambitious implementation schedule 2013 PUBLISHED IN THE IATI REGISTRY FOR THE FIRST TIME UNICEF Executive Board adopted a decision to make internal audit reports publically available 2014 BEGAN REGULAR QUARTERLY UPLOADS More comprehensive datasets 2015 LAUNCHED THE TRANSPARENCY PORTAL OPEN.UNICEF.ORG Adopted monthly data uploads Achieved commitments to publish data on 94% of the IATI Common Standard elements 2016 UNICEF RANKED AS 3RD (OUT OF 46) MOST TRANSPARENT ORGANIZATION IN THE WORLD IN THE 2016 AID TRANSPARENCY INDEX Recognized as BEST IMPROVER OVER THE YEARS 2017 WHAT S NEXT BETTER QUALITY AND DEPTH OF DATA UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

14 OTHER RESOURCES - REGULAR BY TYPE OF RESOURCE PARTNER, 2016 The total ORR revenue to UNICEF decreased by 6% (or $123 million) from $2,056 million in 2015 to $1,933 in Of this, 66% (or $1,277 million) was mobilized from the public sector and 34% (or $656 million) from the private sector. The top 20 partners to ORR contributed $1,399 million or 72% of the total ORR revenue to UNICEF. Of these top 20 partners, 67% were public sector partners while the remaining 33% were private sector. The top five ORR partners were the National Committee of United States of America, the European Commission and the Governments of United Kingdom, United States of America, and Norway. These five partners provided 58% of the ORR contributions from the top 20 ORR Resource Partners. Governments and Inter-governmental Organizations 1 $1,098 M 57% 34% TOTAL ORR $1,933 M 9% Private Sector 2 $656 M Inter-Organizational Arrangements 3 $179 M Rank Resource Partners Other Resources - Regular US$ 1 United States of America NC 204,473,596 2 European Commission 199,013,739 3 United Kingdom 174,805,169 4 United States of America 120,627,851 5 Norway 109,451,065 6 Canada 70,964,180 7 Gavi 70,747,919 8 Sweden 70,381,882 9 Global Partnership for Education 54,425, Japan 52,304, Netherlands 43,652, Sweden NC 34,500, Global Fund 30,505, United Kingdom NC 28,760, Republic of Korea 25,493, Mexico PSFR 25,167, Germany 22,817, Germany NC 22,756, UNICEF Qatar 20,563, UNICEF Argentina 17,395,844 GPP and IFI partner funding through Programme Country Governments For GPPs (Global Programme Partnerships) and IFIs (International Financial Institutions), contributions are received directly and through agreements in collaboration with Programme Country Governments, that request UNICEF to assist in the implementation of parts of their GPP/IFI funding. In the latter category, funds are received either when governments transfer GPP/IFI funding directly to UNICEF, or via tripartite agreements between UNICEF, the Government, and the GPP/IFI. Gavi: Total direct funding to UNICEF ORR in 2016 was $70.8 million, plus $70.7 million via Programme Country Government agreements, totaling $141.5 million in ORR. Global Fund: Total direct funding to UNICEF ORR in 2016 was $30.5 million, plus $12.7 million via Programme Country Government agreements, totaling $43.2 million in ORR. World Bank: Total direct funding to UNICEF ORR in 2016 was $0.1 million, plus $19.8 million via Programme Country Government agreements, totaling $19.9 million in ORR. 1 Inter-governmental organizations include: EC, OFID and UNITAID. 2 Revenue from private sector includes Global Programme Partnerships (GPPs), foundations, NGOs, UNICEF National Committees and UNICEF Country Office private sector fundraising. 3 Inter-Organizational arrangements include: FAO, GPE, IFAD, IOM, OECD, PAHO, UNAIDS, UNDP, UNDPO, UNESCO, UNFPA, UN Habitat, UNHCR, UNOCHA, UNODC, UNOPS, UN Women, United Nations Secretariat, UNTFHS, UNWG, World Bank, WFP, WHO as well as UN Joint Programme where UNICEF is the Administrative Agent. 12

15 OTHER RESOURCES - EMERGENCY BY TYPE OF RESOURCE PARTNER, 2016 The total ORE revenue to UNICEF decreased by 8% (or $141 million) from $1,780 million in 2015 to $1,639 million in Of the total ORE revenue in 2016, $1,479 million or 90% was provided by the public sector, while private sector contributed $159 million or 10% of the total ORE revenue. The top 20 Resource Partners to ORE donated $1,514 million or 92% of the total ORE revenue to UNICEF. Of these top 20 Resource Partners, 93% were public sector partners while the remaining 7% were private sector partners. The top five ORE Resource Partners were the Governments of the United States of America, Germany, United Kingdom, and Japan, as well as the CERF (UN). These five partners provided $1,003 million or 66% of the ORE contributions of the top 20 ORE Resource Partners. Governments and Inter-governmental Organizations 1 $1,313 M 80% TOTAL ORE $1,639 M Private Sector 2 $159 M 10% 10% Inter-Organizational Arrangements 3 $167 M Rank Resource Partners Other Resources - Emergency US$ 1 United States of America 405,457,804 2 Germany 192,498,199 3 United Kingdom 175,826,261 4 Japan 124,370,000 5 CERF (UN) 104,360,525 6 European Commission 94,305,241 7 Canada 64,963,124 8 Netherlands 56,641,615 9 Country-Based Pooled Funds (CBPFs) 4 47,689, Norway 44,902, Sweden 36,517, United States of America NC 35,982, Germany NC 35,166, United Kingdom NC 20,555, Saudi Arabia 16,800, Japan NC 15,918, Denmark 14,040, France 9,579, Belgium 9,199, Italy 8,799,162 GPP and IFI partner funding through Programme Country Governments For GPPs (Global Programme Partnerships) and IFIs (International Financial Institutions), contributions are received directly and through agreements in collaboration with Programme Country Governments, requesting UNICEF to assist in the implementation of parts of their GPP/IFI funding. In the latter category, funds are received either when governments transfer GPP/IFI funding directly to UNICEF, or via tripartite agreements between UNICEF, the Government, and the GPP/IFI. African Development Bank: Total funding to UNICEF ORE via Programme Country Government agreements in 2016 was $3.0 million World Bank: Total funding to UNICEF ORE via Programme Country Government agreements in 2016 was $11.9 million 1 Inter-governmental organizations include: EC, OFID and UNITAID. 2 Revenue from private sector includes Global Programme Partnerships (GPPs), foundations, NGOs, UNICEF National Committees and UNICEF Country Office private sector fundraising. 3 Inter-Organizational arrangements include: FAO, GPE, IFAD, IOM, OECD, PAHO, UNAIDS, UNDP, UNDPO, UNESCO, UNFPA, UN Habitat, UNHCR, UNOCHA, UNODC, UNOPS, UN Women, United Nations Secretariat, UNTFHS, UNWG, World Bank, WFP, WHO as well as UN Joint Programme where UNICEF is the Administrative Agent. 4 Country-Based Pooled Funds (CBPFs): CBPFs are multi-donor humanitarian financing instruments established by the Emergency Relief Coordinator (ERC). They are managed by OCHA at the country-level under the leadership of the Humanitarian Coordinator (HC). Donor contributions to each CBPF are unearmarked and allocated by the HC through an in-country consultative process. As of 2016, CBPFs operate in 18 countries. UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

16 HUMANITARIAN FUNDING, 2016 Humanitarian action comprises a significant basis of UNICEF s work, encompassing response, early recovery, and preparedness to save lives and protect child rights, as well as reduce their vulnerability to disasters and conflicts. In 2016, continuing discord in Iraq, north-east Nigeria, South Sudan, and Yemen; the unrelenting humanitarian needs in the Syrian Arab Republic and neighbouring countries; the refugee crises in Europe, Africa, and the Middle East; and the impact of natural disasters around the world, all resulted in poverty, vulnerability and humanitarian needs. These events further challenged the world s capacity to prevent, respond and rebuild in the aftermath of crises. emergencies. In addition to earmarked resources destined for emergencies, UNICEF used its unrestricted Regular Resources in supporting humanitarian action. For example, UNICEF s revolving internal Emergency Programme Fund loan facility released $26 million to 14 country offices and three regional offices to rapidly prevent or respond to crises. In addition, five large-scale emergencies (Ethiopia, Iraq, South Sudan, the Syrian Arab Republic and neighbouring countries, and Yemen) received 65 per cent of the total funding. Thanks to partners swift support, UNICEF was also able to respond to four sudden-onset emergencies in the Democratic People s Republic of Korea, Ecuador, Haiti, and the Pacific Islands with $39 million. Resource partners generously responded to an unprecedented number of children suffering by providing $1.6 billion in total revenue. Through its 2016 Humanitarian Action for Children appeal, UNICEF requested $3.2 billion to address emerging priorities and the needs of children in The map below highlights examples of key results achieved by UNICEF and partners in some of the major humanitarian responses in 2016, as well as funding appeals, contributions and gaps. Refugee and migrant crisis in Europe Nearly 96,000 children received psychosocial support in the West Balkans and Greece (exceeding the target) Funding received $12.9 m Funding shortfall $18.5 m Funding gap 59% Haiti Some 912,000 people living in highrisk areas, including the hurricane zone, received cholera vaccine (exceeding the target) Funding received $30.6 m Funding shortfall $6.0 m Funding gap 16% Ecuador: Zika: Nigeria: Some 64,000 people accessed sufficient quantity of safe drinking water (71 per cent target) and 32,000 accessed basic sanitation facilities (80 per cent of target) More than 162 million people in Latin America and the Caribbean received preventive Zika messages through mass, social and digital media communications campaigns (81 per cent of target) Nearly 6,000 unaccompanied and separated children received support including registration, assessment, referral for services and interim care (71 per cent of target). Funding received $9.6 m Funding shortfall $5.7 m Funding gap 37% 14 Funding received $2.1 m Funding shortfall $22.0 m Funding gap 91% Funding received $38.6 m Funding shortfall $76.4 m Funding gap 66%

17 Iraq: Syrian refugees: Syrian Arab Republic: Nearly 1.3 million vulnerable people newly displaced by conflict received Rapid Response Mechanism (RRM) kits containing drinking water, hygiene products and ready-to- eat rations within the first 72 hours of their displacement (56 per cent of target) More than 19,000 vulnerable families in Egypt, Jordan, and Iraq received sustained cash assistance (77 per cent of target) and nearly 264,000 persons received one-off emergency cash or cash voucher assistance in Turkey and Lebanon (81 per cent of target). More than 3.1 million children (49 per cent girls) accessed learning opportunities (exceeding the target) Funding received $122.9 m Funding shortfall $56.3 m Funding gap 31% Funding received $520.9 m Funding shortfall $326.4 m Funding gap 39% Funding received $186.3 m Funding shortfall $130.4 m Funding gap 41% Afghanistan: Some 250,000 children aged 6-59 months were vaccinated against measles (exceeding the target) Funding received $6.8 m Funding shortfall $21.1 m Funding gap 76% Myanmar: More than 249,000 people affected by flooding and El Niño-related water shortages accessed safe drinking water (83 per cent of target) Funding received $4.6 m Funding shortfall $20.4 m Funding gap 82% Yemen: More than 237,000 children under 5 treated for SAM (exceeding the target) Funding received $85.6 m Funding shortfall $94.4 m Funding gap 52% Southern Africa El Niño/La Niña: South Sudan: Somalia: More than 112,000 children aged 6-59 months affected by SAM were admitted for treatment in Angola, Lesotho, Madagascar, Malawi, Mozambique, Swaziland and Zimbabwe (61 per cent of target) Nearly 314,000 school-aged children affected by conflict accessed education opportunities (97 per cent of target) More than 122,000 children aged 6-59 months with SAM were admitted for treatment (exceeding the target) Funding received $30.3 m Funding shortfall $81.4 m Funding gap 73% Funding received $81.1 m Funding shortfall $84.2 m Funding gap 51% Funding received $35.5 m Funding shortfall $46.8 m Funding gap 57% UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

18 THEMATIC REVENUE, 2016 Thematic funds are soft-earmarked pooled funds categorized as Other Resources (OR) that directly support the achievement of key results aligned with the Strategic Plan. These funds allow for long-term planning, sustainability and savings in transaction costs for both UNICEF and its Resource Partners. In 2016, overall thematic funding for the seven Strategic Plan outcome areas amounted to $181 million, and thematic humanitarian was $145 million. This represents a decrease in thematic funding of 16% versus For the first time, partners contributed thematic funds for Gender programming in Thematic funding accounted for 9% of total earmarked OR funding. The top 10 resource partners to thematic funding contributed $260 million or 80% of the total thematic revenue to UNICEF. These resource partners provided 86% of total thematic funding for the Strategic Plan outcome areas, as well as 72% of humanitarian thematic funding. The top three resource partners comprised the Governments of Norway and Sweden, and the National Committee of Germany. These three partners contributed 62% of thematic funding from the top 10 resource partners. Thematic Revenue, 2016 Top 10 Resource Partners to Thematic Funding, 2016 Water, Sanitation and Hygiene $36 M 11% Education $96 M 29% TOTAL $326 M Humanitarian $145 M 45% Child Protection $19 M 6% Health $13 M 4% HIV and AIDS $8 M 2% Social Inclusion $6 M 2% Nutrition $3 M 1% Gender $1 M 0% US$ millions Norway Sweden Germany NC Total Thematic ORR Thematic ORE United Kingdom NC Netherlands United States of America NC Japan NC Netherlands NC Spain NC France NC OR Contributions : Thematic vs Non-thematic 100% $2,190 M $2,717 M $2,633 M $2,657 M $3,588 M $3,843 M $3,836 M $3,571 M 80% 60% 40% 20% 0% Change in accounting policy from UNSAS to IPSAS may not allow meaningful comparisons between 2012 figures and prior years. 87% 79% 86% 89% 90% 91% 90% 91% 3% 12% 7% 3% 4% 4% 4% 5% 11% 9% 7% 7% 6% 5% 5% 5% Thematic ORR Thematic ORE Non-thematic 16

19 INNOVATIVE FUNDING SCALES UP INVESTMENTS IN CHILDREN Over the course of 2016, UNICEF formalized its partnership with the World Bank Group (WBG) through the development of a Strategic Partnership Framework (SPF). UNICEF also initiated a more structured dialogue with the Islamic Development Bank Group on a similar framework arrangement. UNICEF further scaled up its presence and engagement in inter-agency fora such as the United Nations-World Bank (UN-WB) Partnership for Fragile and Conflict affected Situations. Through more systematic engagement with International Financial Institutions (IFIs), UNICEF is leveraging strategic, policy, and financial support for children. Engagement in Global Programme Partnerships (GPPs) In 2016, UNICEF intensified its collaboration with the Secretariats and Boards of Global Programme Partnerships (GPPs), such as the Global Fund, Gavi, and the Global Partnership for Education (GPE), to strengthen the emphasis on child-focused investments. These ventures included the renewal and broadening of a joint Memorandum of Understanding with the Global Fund; support of Gavi countries through the Partnership Engagement Framework (PEF); and the provision of input and guidance to frame the GPE s strategic plan and results framework (GPE 2020). At the country level, UNICEF assisted programme countries in successfully implementing GPP grants contributions from Gavi, the Global Fund, and GPE including via programme countries through UNICEF were $141.5 million, $43.2 million, and $66.5 million respectively. Innovative Finance UNICEF has been working closely with our public and private sector partners to develop innovative financing mechanisms to scale up investments in children and to catalytically use development finance resources. The goal is to seek mechanisms that are sustainable, additional, and cost-saving, while targeting strategic, underfunded areas. Key mechanisms under explorations are credit facilities for WASH, development impact bond, and insurance, among others. Case 1: UNICEF and the International Development Association (IDA) collaborate in fragile and conflict affected situations to bolster and sustain health and nutrition services in Yemen Accelerated engagement in recent years has laid the groundwork for a breakthrough in the partnership model with WBG. For the first time ever, WBG and UNICEF collaborated in an IDA allocation for an Emergency Health and Nutrition programme in Yemen. As of April 2017, the programme has provided 375,000 children and 132,000 women with micro nutrients, reached 71,032 children with treatment for various illnesses, helped 16,526 women with maternal services, and trained 220 community health volunteers. IDA is the largest means of development finance for the poorest countries, 29 of which are affected by fragility. The partnership between IDA and UNICEF enables the sustainability and continued strengthening of social service investments in countries where the World Bank has no operational presence at times of conflict (or when in arrears), thereby bridging the humanitarian-development divide. In Maiduguri Metropolitan Council, Borno State, Nigeria, Aisha Bulama vaccinates a baby against polio in October UNICEF/UN036155/Page Case 2: Gavi s innovative PEF model leverages the support of the broader alliance The Partnership Engagement Framework (PEF) approved by the Gavi Board in 2016 leverages the support of alliance partners like UNICEF, WHO, World Bank Group (WBG), and Civil Society Organisations (CSOs) to strengthen immunisation and health systems. It enables UNICEF to better support developing countries immunisation programmes with a focus on child health, social mobilization, procurement, and equity. PEF funding of $37 million in 2016 supported country-driven assistance plans, catalytic investments in innovative approaches for supply chain, data systems, and sustainability, as well as foundational support for coordination in key programmatic areas. UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS

20 CONTRIBUTIONS RECEIVED THROUGH INTER- ORGANIZATIONAL ARRANGEMENTS, UNICEF continued its participation in UN Coherence and inter-organizational partnership arrangements through a variety of pooled funds and Multi-Partner Trust Funds (MPTFs). Contributions from Inter-organizational arrangements decreased overall by 20% (or $86 million) from $432 million in 2015 to $346 million in This represents a decrease in Other Resources-Regular (ORR) by 32% (or $83 million) from $262 million in 2015 to $179 million in 2016 and decrease in Other Resources- Emergency by 2% (or $3 million) from $170 million in 2015 to $167 million in The leading top three contributors to UNICEF included funding through the CERF (UN), the Global Partnership for Education, and the Country-Based Pooled Funds (MPTF Office). Contributions through Inter-organizational Arrangements by funding type, US$ millions Change in accounting policy from UNSAS to IPSAS may not allow meaningful comparisons between 2012 figures and prior years Total Other Resources - Regular Other Resources - Emergency Inter-organizational Arrangements Multi-Partner Trust Funds, 2016 (excluding CERF) US$ millions Change in accounting policy from UNSAS to IPSAS may not allow meaningful comparisons between 2012 figures and prior years Other Inter-organizational Arrangements Multi-Partner Trust Funds (MPTFs) 117 Central Emergency Response Fund (CERF) Prevention and Sustainable Peace 2 $4 M One Funds $10 M Country-Based Pooled Funds 4 $48 M Other (Development JPs & Trust Funds) 3 $21 M TOTAL $83 M 1 Inter-Organizational arrangements include: FAO, GPE, IFAD, IOM, OECD, PAHO, UNAIDS, UNDP, UNDPO, UNESCO, UNFPA, UN Habitat, UNHCR, UNOCHA, UNODC, UNOPS, UN Women, United Nations Secretariat, UNTFHS, UNWG, World Bank, WFP, WHO as well as UN Joint Programme where UNICEF is the Administrative Agent. 2 MPTF Prevention and Sustainable Peace includes Colombia Post-Conflict, Peacebuilding Fund, UN Action Against Sexual Violence and Iraq Trust Fund 3 MPTF Other (Development JPs and Trust Funds) includes CAR & Somalia Multi Window, Ebola Response, SDG Fund, UNPRPD Disability Fund, etc. 4 Country-Based Pooled Funds (CBPFs): CBPFs are multi-donor humanitarian financing instruments established by the Emergency Relief Coordinator (ERC). They are managed by OCHA at the country-level under the leadership of the Humanitarian Coordinator (HC). Donor contributions to each CBPF are un-earmarked and allocated by the HC through an in-country consultative process. As of 2016, CBPFs operate in 18 countries. 18

21 POOLED FUNDING SUPPORTS JOINT RESULTS WITH UN PARTNERS The indivisible and interconnected nature of the Sustainable Development Goals (SDGs) have reinforced the need for multi-partner financing that can drive integrated approaches, encourage intersectional responses, and break sectoral silos. UNICEF, as one of the most visible and vital UN agencies, has used inter-agency pooled funding to compel joint, cross-cutting results in sustainable development, as well as to enable efficient and effective humanitarian aid. Overall, contributions to UNICEF from UN pooled financing mechanisms have increased globally from approximately $64 million in 2005 to $346 million in The importance of inter-agency pooled funding to UNICEF has grown over the past 10 years, from 3.2 per cent of UNICEF s non-core funds in 2005 to 11 per cent of UNICEF s total non-core income in recent months. However, while pooled funding income to UNICEF was substantially higher in the years 2014 and 2015, this figure was lower in 2016, having returned to 2013 levels in line with broader trends across the UN's pooled funding portfolio. Pooled Funds at the global level include: Central Emergency Response Fund (CERF): Since its establishment, CERF has supported UNICEF s humanitarian operations in 91 countries with millions of children receiving critical lifesaving and protection programmes. In December 2016, the CERF funding surpassed $1.1 billion with aid delivered in complex and protracted crises that had been previously overlooked and underfunded. CERF was also pivotal in enacting response during acute emergencies. In 2016, UNICEF received a total $104 million in CERF grants: 39 countries had support through the rapid-response window, while 15 countries were granted support through the underfunded window (UFE). Sixty-nine percent of funding was received through the rapid-response ($68.5 million), while 34 per cent ($35.9 million) came through the UFE window. Delivering as One Funds: From this pooled resource, in 2016 UNICEF received approximately $10 million with the overwhelming majority given by the Malawi One Fund (around $7.7 million) and the Papua New Guinea UN Country Fund ($1.1 million). UNICEF has been actively working with UNDG partners to develop a new global trust fund to reinforce integrated policy work by UN Country Teams in support of Agenda Peacebuilding Fund: Delivering fast, flexible, and relevant funding, the Peacebuilding Fund targets projects that support the peace process, build or strengthen national capacities to promote peaceful resolution to conflict, stimulate economic revitalization to peace dividends, and re-establish essential services. In 2016 UNICEF received $3.8 million from this pooled-fund, including $1 million to Guinea-Bissau. Pooled Funds at the country level include: Country-Based Pooled Funds (CBPFs): An outcome of the 2005 Humanitarian Reform agenda, CBPFs improved the international community s ability to achieve more effective and timely humanitarian responses. One of the three key reform objectives focused on financing, specifically that emergency response funding was flexible and predictable. Following the 2016 World Humanitarian Summit (WHS), the UN Secretary- General put forward his Agenda for Humanity, in which he stressed the critical role of CBPFs. In 2016, UNICEF received $47.7 million in allocations for critical programmes in the Central African Republic, the Democratic Republic of the Congo, Iraq, Haiti, Lebanon, Pakistan, Somalia, South Sudan, State of Palestine, Syria, and Yemen. Joint Programmes: UNICEF engages in joint programmes to drive collective United Nations Development Assistance Framework (UNDAF) outcomes. In 2016, UNICEF committed to 227 joint programmes, totalling an investment of $233 million; it partnered with 27 agencies in 79 countries. UNICEF country offices participated in 772 Results Groups, centring on Child Protection, Education, Social Services, Communications, and Monitoring and Evaluation. Major partners were UNFPA, UNDP, the Pan-American Health Organisation (PAHO), WHO, and UN Women. In 2016, UNICEF administered 21 different 'passthrough' Joint Programmes, in partnership with 11 donors (Canada, Denmark, Finland, Ireland, Luxembourg, Norway, Sweden, Switzerland, United Kingdom, and the UN Fund for International Partnerships 1 ). The largest Joint Programme in 2016 was the Joint Health and Nutrition Programme in Somalia, which included five donors, and received deposits of more than $17 million. Ramadan Mohammed (age 5), his brother, Hissen (age 3), their father, Mohammed Elfaki, and a friend play together in August 2016 with a game donated by the UNICEF supported NGO Terre des Hommes in a classroom of the UN Protection of Civilians (PoC) in Juba, South Sudan. UNICEF/UN027620/Gonzalez Farran 1 The United States of America contributed to the Joint Programme in Somalia on Health and Nutrition through a bilateral agreement. UNICEF COMPENDIUM OF RESOURCE PARTNER CONTRIBUTIONS