UNFPA Strategic Plan (SP)

Briefing to new UNFPA Executive Board members

19 January 2016

SP Development & Implementation

2

UNFPA Strategic Plan 2014 - 2017

Implementing

UNFPA Strategic Plan 2018 - 2021

Developing

Key Element of Strategic Planning

3

Development Results

Business Model

Resource Allocation

Organizational Effectiveness and Efficiency

SDGs > ICPDs > Bull’s Eye - Strategic Focus

4

SP Results Framework

5

GOAL/IMPACT

Outcome 1 Outcome 2 Outcome 3 Outcome 4

3-5

Outputs

Organizational Effectiveness and Efficiency

Outputs

3-5

Outputs

3-5

Outputs

3-5

Outputs

Business Model -Modes of Engagement

2014-2017

6

Modes of engagement

A/P = Advocacy and policy dialogue/advice CD = Capacity development

KM = Knowledge management SD = Service delivery

16

AP,

KM

40

AP, KM,

CD, SD

21

AP, KM

CD

44

AP

Resource Allocation 2014 - 2017

7

Need Ability to finance

Gross National Income per

capita (GNI pc):

LIC

LMIC

UMIC

HIC

Additional criteria

1. Risk for humanitarian crises

2. Income inequality

Maternal mortality

ratio20%

Proportion of births

attended by skilled health

personnel for the poorest

quintile of …HIV prevalence

, 15-24 year olds

5%

Gender Inequality

Index15%

Proportion of demand for

modern contraception

satisfied20%

Adolescent fertility rate

20%

Share of Regular Resources 2014 - 2017

8

Share

2014-2015

Share

2016-2017

Share of

population

Number of

countries

Red 50-52% 59-61% 18% 40

Orange 21-23% 20-22% 30% 21

Yellow 10-12% 6-8% 9% 16

Pink 15-17% 11-13% 44% 44

Roadmap: Strategic Plan 2018 - 2021

9

Executive Board informal on UNFPA SP and Integrated Budget

development

Executive Board consultation on the proposals under

consideration for the strategic direction and business model

SEPT DEC

2016

Informal consultation w/ Executive

Board

1-day Workshop w/ Executive

Board

Annual sessionExecutive Board

Informal consultation w/

Executive Board

Executive Board 2nd

regular session

2017

FEB MAR MAY JUL/AUG SEPTJUNE

Informal consultation w/ Executive

Board

Approach to Developing Strategic Plan

2018 - 2021

Strategic planning for 2018-2021 with 2030 time horizon

Focusing on delivering transformative results across humanitarian,

development, peacebuilding continuum

Utilizing UNFPA internal capacity and capitalizing global

knowledge

Fully informed by evidence, including evaluative evidence

Engaging with all staff at HQ, regional and country levels

Consulting with key stakeholders, member States, donors,

beneficiaries, CSOs and private sector

Moving from comparative to collaborative advantages w/ UN

partners, guided by QCPR

Using risk-informed strategic planning process

Improving organizational effectiveness and efficiency through

strengthened linkage of resources and results

Delivering ICPD within the 2030 Agenda

Strategic

Plan 2018-

2021

Strategic

Plan 2022-

2025

Strategic

Plan 2026-

2029

Build on progress

Set vision

Chart path to

SDG targets

Intensify interventions

Consolidate achievements

Accelerate

progress

towards

SDG targets

Alignment with SDGs

16 UNFPA-Prioritized Indicators

12

3.1.1 Maternal mortality

3.1.2 Skilled birth

attendance

3.3.1 HIV incidents

3.7.1 Need for Family

Planning satisfied w/

modern methods

3.7.2 Adolescent birth

rate

3.8.1 Universal health

coverage

5.2.1 GBV from current or

former intimate

partner

5.2.2 GBV from non-

intimate partner

5.3.1 Child marriage

5.3.2 FGM

5.6.1 Women’s

informed decision

on sexual relations,

contraceptive use

and reproductive

health care

5.6.2 Laws and

regulations that

guarantee

women’s access

to SRH care,

information and

education

16.9.1 Birth

registration

17.18.1 SD indicators produced at national

level with full disaggregation

17.19.2 Census in last 10 years and

CRVS

*11.a.1 Positive

economic, social

and

environmental

links between

urban, peri-urban

and rural areas

Driven by Internal Capacity & Knowledge-Base

SP Interdivisional Working Group

(IDWG)

Internal consultation:

involvement of Country,

Regional and Field

offices

External partners:

Technical consultations

Global knowledge base

(good practices and

forward looking

knowledge products)

1

4

Programmatic improvements for greater

Organizational Effectiveness & Efficiency

Improve programme budgeting

Streamline programme

interventions

Reduce programme

fragmentation

Strengthen results monitoring and

reporting

Transform knowledge

management for cross-country

and cross-regional knowledge

sharing and synergies

Thank you

15