MTSP Planned Financial Estimates 2011-2014 Executive Board September 2011
Historical income trend (In millions of dollars) 4 000 3 500 3 000 Average annual growth: RR $ 46 M OR $227 M (5 x RR growth) 2 761 2 781 3 013 3 390 3 256 3 682 Total 2 717 2 500 2 000 1 688 1 978 1 949 1 725 1 907 2 305 2 190 OR 1 500 1 225 1 455 1 187 1 000 500 674 551 956 746 709 732 791 812 1 056 1 106 1 085 1 066 RR 965 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Share RR/OR: 49%/51% 38%/62% 33%/67% 26%/74% Source: Financial statements 2
Historical expenditure trend (In millions of dollars) M$ 4,000 Total expenditure 3,653 3,500 3,000 2,500 2,213 2,356 2,798 2,517 3,298 3,099 3,355 2,943 2,808 Programme assistance 2,000 1,500 1,000 500 0 2,119 1,615 1,966 1,488 1,254 1,280 1,344 1,227 1,012 1,043 Gross institutional budget 499 269 278 308 337 357 356 407 430 467 242 238 261 271 247 238 281 290 355 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Net 298 Share prog. assistance : 81% 83% 90% 92% Source: Financial statements 3
Income and expenditure projections (In millions of dollars) 4 000 3 500 3 000 3 682 3 653 2 717 3 417 3 519 3 507 3 507 3 228 3 225 3 266 3 336 Total expenditure Total income 2 500 2 000 2 560 2 259 2 402 2 402 2 402 2 201 2 166 2 196 2 238 OR expenditure OR income 1 500 1 093 1 158 1 117 1 105 1 105 RR expenditure 1 000 965 1 027 1 059 1 070 1 098 RR income 500 0 2010 2011 2012 2013 2014 Source: MTSP Planned Financial Estimates 4
Historical and projected liquidity trend (In millions of dollars) M$ 3 000 2 500 2 000 1 500 1 000 500 1 986 1 414 572 2 405 2 163 1 753 1 536 627 652 2 281 2 267 1 845 1 696 585 422 2 078 1 787 291 1 784 Total 1 543 1 372 1 551 1 345 1 181 Other resources 233 198 191 0 Regular resources 2006 2007 2008 2009 2010 2011 2012 2013 2014 Source: Financial statements & MTSP Planned Financial Estimates 5
Funded Reserves ASHI: $240 million ASHI: liability vs. funded reserve (In millions of dollars) 500 400 300 200 31% 45% 52% 100-16% 21% 2003 2005 2007 2009 2010 Funded reserve Liability 6
Proposed Institutional Budget 2012-2013 Executive Board September 2011
Institutional Budget, 2012-2013: Context Guided by the MTSP (2006-2013) and informed by the changed financial context, the proposed Institutional Budget aims at achieving key management results of efficiency and effectiveness while ensuring : Greater proportion of resources allocated to programmes Cost and value consciousness leading to reductions in administrative post and non-post costs without undermining organizational capacity to deliver. 8
Institutional Budget, 2012-2013: Definitions Development Effectiveness Activities of a policy-advisory, technical and implementation nature that are not part of country programmes. Essential to the delivery of development results Development Coordination Activities supporting the coordination of development activities of the United Nations system Management Activities which promote the identity, direction and well-being of organisation Include executive direction, representation, external relations and partnerships, corporate communications, legal, oversight, audit, corporate evaluation, information technology, finance, administration, security and human resources Special Purpose Activities of a cross-cutting nature involving capital investment 9
Results and resources framework, 2012-2013 (in millions of Usd) Development effectiveness Organizational output DE5: Timely, effective and reliable humanitarian action support provided by headquarters and regional offices in accordance with the Core Commitments for Children in Humanitarian Action (CCCs), MTSP and inter-agency commitments Key performance indicator & Target Per cent country programmes of cooperation in high natural disaster risk context with specific disaster risk reduction results, including preparedness in country programme action plans and rolling workplans. Target : 60% country offices. No. of major emergencies (level II and level III) in which support to UNICEF humanitarian response (immediate and early recovery) is timely, effective and reliable. Target : 100 % Functional clusters Humanitarian action RR & OR 16.6 10
Results and resources framework, 2012-2013 (in millions of Usd) Management Organizational output M3: Effective management, utilization and stewardship of financial and information and communication technology (ICT) resources, assets and administrative policies, procedures and systems Key performance indicator & target Management/development effectiveness support costs as a ratio of total resources. Target : 11.5% Annual financial statements compliant with IPSAS Target : Unmodified audit opinion. Per cent service-level agreement targets met or exceeded. Target : > 90% Per cent of applications rolled out successfully as planned. Target : > 80% Per cent of emergencies where information technology (IT) services requested are provided, as per standards established in the revised CCCs in humanitarian action. Target : > 95% Functional clusters Corporate financial, ICT and administrative management RR &OR 159.5 11
Results and resources framework, 2012-2013 (in millions of Usd) United Nations development coordination Organizational output Key performance indicator & target Functional clusters RR + OR DC1: Effective leadership of humanitarian clusters under UNICEF responsibility Per cent of cluster coordinator positions at country level for nutrition, water, sanitation and hygiene (WASH), education, child protection (sub-cluster) and gender-based violence (GBV) filled within 30 days of activation of the cluster. Target : > 90% UN coherence and cluster coordination 3.5 12
Institutional Budget, Comparison 2012-13 vs 2010-11 Development Effectiveness UN Development Coordination RR 2010-11 2012-13 Variance Recovery Total RR Recovery Total Total 188.5 77.2 265.7 159.6 96.8 256.4 (9.3) 0.6-0.6 3.5-3.5 2.9 Management 547.5 169.4 716.9 445.6 241.2 686.8 (30.1) Special Purpose 36.9-36.9 19.3-19.3 (17.6) Total Institutional Budget 773.5 246.6 1,020.1 628.0 338.0 966.0 (54.1) 13
Resource Plan : Comparison 2012-13 vs 2010-2011 2010-11 2012-13 Variance Regular Other Trust Total Regular Other Trust Total Total % Total Resources Available 2,604.0 5,769.0 2,046.0 10,419.0 2,709.0 6,150.0 2,841.0 11,700.0 12.3 Use of Resources Development Activities 1,818.9 3,952.6 1,956.0 7,727.5 1,753.6 4,560.8 2,383.0 8,697.4 12.6 UN Development Coordination 0.6 - - 0.6 3.5 - - 3.5 507.6 Management Activities 547.5 169.4-716.9 445.6 241.2-686.8-4.2 Special Purpose Activities 36.9 - - 36.9 19.3 - - 19.3-47.8 Total Use of Resources 2,403.9 4,122.0 1,956.0 8,481.9 2,222.0 4,802.0 2,383.0 9,407.0 10.9 14
Use of Total Resources, 2012-13: By cost classification categories 15
Institutional Budget as Percentage of Total Resources, 2004-2013 16
Areas of decrease, 2012-13: Striving for economies and administrative cost reductions Rigorous analysis of major drivers of spending leading to cost reductions through: Maximizing use of new technologies automation and improved communication links resulting in reduction in travel other operating costs Increasing number and coverage of operations support centers Aligning costs with appropriate funding sources Reducing allocation to investment projects as these move towards completion phase and enter into rollout and stabilization support phase Reducing use of consultants Moderating the rate of new recruitments 17
Areas of increase, 2012-13: Strengthening of functions and organizational initiatives Development Coordination: Contribution to Cluster Coordination $ 3.0m Management: Strengthening of corporate oversight / human resources management $ 5.1m South Sudan $ 2.5m IPSAS $ 3.2m Special Purpose: ERP VISION & Performance Management $10.2m Office modernization (single technology platform) $ 9.1m 18
Report of the ACABQ: Salient features Advisory Committee commends: Progress made to improve budget presentation, including results-based budgeting and new cost classifications Organization-wide efforts to achieve cost reductions Progress towards implementation of ERP Demonstrated commitment to cluster coordination Strengthening of audit and human resource management functions Advisory Committee also encourages: Continued collaboration with UNDP and UNFPA to determine cost recovery methodology and rates for use in 2014-2015 and to further improve budget presentation Post-implementation strategies for IPSAS to be shared and to the extent possible - harmonized with other UN organisations 19
Update on Progress on the Integrated Budget Roadmap Progress is on track in line with the activities outlined in the approved joint roadmap. Key Milestones Achieved include : New cost classification categories and improvements to results based budgeting proposed at the 2010 second regular session of the Executive Board. Application of the new cost classifications, improved results based budgeting approach and proposed changes to key budget tables endorsed for application to the 2012-2013 institutional budget. Review of effect of cost definitions and classification of activities on cost recovery rates undertaken and UNDP, UNFPA and UNICEF confirmed that the current harmonized rates remain in effect during 2012-2013. The three agencies have also agreed that further review and analysis of cost recovery is required for 2014 onwards, within context of the integrated budget, emerging strategic plans and evolving business models Next Steps : UNICEF remains committed to implement the updated roadmap and develop an integrated budget proposal effective 2014, in close collaboration with UNDP and UNFPA and through regular consultations with the Executive Board. 20
Thank You Questions & Answers 21