2 May 2018

United Nations Sustainable Development Group (UNSDG) Working Arrangements1

I. Origins and mandate

The United Nations Sustainable Development Group (UNSDG) unites the entities of the United Nations system, which contribute to the attainment of the 2030 Agenda for Sustainable Development at the country level.2 The UNSDG was originally created as the “United Nations Development Group (UNDG)” by then UN Secretary-General Kofi Annan as part of a package of actions to enhance system-wide coherence, as outlined in his July 1997 report “Renewing the United Nations: A Programme of Reform.”3 The report informed that the UNDG would comprise “the major United Nations development programmes and funds as well as departments and other relevant entities” and that objectives would be “to facilitate joint policy formation and decision-making, encourage programmatic cooperation and realize management efficiencies”. In November 1997, the United Nations General Assembly adopted a resolution, which welcomed the report of the Secretary-General and commended his efforts and initiatives to reform the United Nations.4 UN Secretary-General António Guterres reinvigorated the UNDG as the “United Nations Sustainable Development Group (UNSDG)” with a reconstituted membership under the chairmanship of the Deputy Secretary-General in his December 2017 report “Repositioning the United Nations development system to deliver on the 2030 Agenda: our promise for dignity, prosperity and peace on a healthy planet.”5 UNDP serves as Vice-Chair of the UNSDG.

II. Overall objectives

The UNSDG seeks to maximize the UN development system’s collective contribution to the 2030 Agenda at the country level. It provides strategic direction and oversight to ensure UN development system entities deliver coherent, effective and efficient support to countries seeking to attain sustainable development. To this effect, the UNSDG seeks to facilitate joint policy formation and decision-making, encourage programmatic cooperation and realize management efficiencies within the UN development system.

The UNSDG pursues the following specific objectives:

- Serve as a policy development and management instrument geared to contributing to, and affecting, policy, administrative and operational decisions by

1 Endorsed at UNSDG Principals meeting of 2 May 2018. These working arrangements will be revisited in light of

decisions taken by Member States in 2018. 2 A/71/243 broadens the scope of the QCPR to include all entities of the UNDS carrying out operational activities

for development (OAD). Membership of the renewed UNSDG will be aligned accordingly. 3 A/51/950 4 A/RES/52/12 5 A/72/684–E/2018/7

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each of its member entities in support of the development work of the United Nations;

- Contribute to strengthening policy coherence and cost-effectiveness of UN development operations by reducing duplication and by pooling resources and services to maximize programme impact and minimize administrative costs;

- Provide a forum for heads of entities to consult on submissions to their governing bodies on both substantive and administrative matters relating to operational activities that have implications for other members of the group as a whole;

- Promote a more unified UN presence at the country-level through, inter alia, providing a forum for concerted directives to Resident Coordinators (RCs) and field representatives in order to ensure a greater unity of purpose and coherence in performance at the country level;

- Assist the UN Secretary-General in leading the process of change and instituting sound management throughout the UN development system; and

- Advocate the comparative advantages and results of UN multilateral development cooperation.

In response to resolutions by the UN General Assembly, particularly on the Quadrennial Comprehensive Policy Review, guidance from ECOSOC, the UN Secretary-General’s priorities, and the evolving international development and cooperation environment, the UNSDG defines common strategic priorities and a work plan, which give direction to UNSDG efforts at the global, regional and country level to facilitate a step change in the quality and impact of UN support at the country level.

III. Working methods

UNSDG

The UNSDG Chair convenes the UNSDG at the level of UN Executive Heads. The UNSDG serves as the highest-level inter-agency forum for joint policy formation, decision-making and accountability of the UN development system. It sets strategic priorities, reviews results and ensures strategic leadership in support of the UN development system’s collective contribution to the 2030 Agenda at the country level. The UNSDG convenes twice a year on the margins of the CEB Spring and Fall Sessions. The Chair also convenes special strategic meetings as needed. Each UNSDG member is represented by its Principal, with no substitutions or “plus ones.” The UNSDG agrees on common strategic priorities and work plans and endorses high-level substantive and cross-cutting UNSDG work products. The UNSDG reviews the UN development system’s contribution to the 2030 Agenda, with a view to identifying strengths, weaknesses, gaps and overlaps in the system’s coverage of the SDGs, ensure complementarity and a clear division of labour among entities, and seize opportunities for collective action. Decision-making is based on consensus among UNSDG members, with the adoption of the opt‐out principle when circumstances call for it, which would require the UNSDG Principal to inform the UNSDG Chair in writing accordingly.

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UNSDG members should ensure timely submission of agreed UNSDG decisions to their governing bodies, as required, and ensure implementation of those within the scope of their executive authority. All members are expected to engage and collaborate fully to advance UNSDG agreed priorities and actions. This includes timely communication to entity governing bodies, headquarters management, regional and country representatives and staff of agreed UNSDG positions and actions and investments to be supported by each entity accordingly. The Executive Heads of UNSDG member entities inform the Secretary-General through the UNSDG Chair and Vice-Chair in the UNSDG and the UNSDG Core Group respectively with regard to each entity’s contributions to system-wide results, support to system-wide instruments and pooled funding, including the UNSDG cost-sharing agreement in support of the Resident Coordinator system. The Secretary-General and the UNSDG Chair will explore options to strengthen accountability of UNSDG members for system-wide support to the 2030 Agenda and support to activities and decisions of the UNSDG through a new mutual accountability compact (updating the 2008 Management and Accountability System of the UN Development and Resident Coordinator System). UNSDG Chair

The Deputy Secretary-General serves as Chair of the UNSDG. The Chair performs the following functions:

(i) provides leadership, strategic guidance and oversight on system-wide support to the 2030 Agenda for Sustainable Development, as well as UNSDG decisions pertaining to inter-agency cooperation and the work of UNCTs;

(ii) serves as the facilitator of integration and system-wide policy coherence at the global level, drawing, inter alia, on the discussions and decisions of the Joint Steering Committee to advance Humanitarian and Development Collaboration and the Executive Committee of the Secretary-General;

(iii) Catalyzes and convene targeted global-level initiatives toward acceleration of progress on the 2030 Agenda for Sustainable Development that may require the high-level platform of the Secretary-General/Deputy Secretary-General;

(iv) coordinates the high-level dialogue with Member States and other partners to mobilize priority system-wide funding, in line with the Funding Compact;

(v) acts as a neutral broker and ultimate resort for dispute resolution on inter-agency matters at Executive Heads level.

UNSDG Vice Chair

The UNDP Administrator serves as the UNSDG Vice-Chair. The Vice-Chair is responsible for:

(i) coordination and coherence of the operational work of the UNSDG, programme and partnership support, including the elaboration of programme, policy and financing instruments and guidance to UNCTs, based on the UNSDG guidance and strategic priorities;

(ii) the operationalization of the newly established UNSDG Strategic Results Groups;

(iii) the implementation of key system-wide priorities agreed by the UNSDG; (iv) the day-to-day management of the Resident Coordinator system; (v) taking the final decision on Resident Coordinator performance appraisal

rebuttals;

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(vi) representing the UNSDG as well as on behalf of its Chair, as required, at high-level United Nations and partner fora.

The UNSDG Vice-Chair is held accountable by the Secretary-General and the UNSDG Chair for his/her system-wide functions and responsibilities. UNSDG Core Group

The UNSDG Vice-Chair chairs the UNSDG Core Group consisting of the Executive Heads of DESA, FAO, ILO, OHCHR, UNDP, UNEP, UNESCO, UNFPA, UNHCR, UNICEF, UN WOMEN, WFP, WHO, the rotating Coordinator of the Regional Commissions. In support of the UNSDG’s overall mission, the UNSDG Core Group sets out to ensure a much higher degree of integration, coordination, accountability and transparency of the UNDS as it supports countries to deliver on the SDGs. The UNSDG Core Group will deliver on the expectation by Member States for all members of the UNDS to pull together at higher levels of shared purpose, through joined-up systems and working arrangements, to achieve joint results, and to reinforce global leadership and accountability on the coordination of the UNDS to enhance delivery in the field. The UNSDG Core Group is tasked with overseeing the implementation of the UNSDG strategic priorities and work plan and providing guidance to the system as needed. In pursuit of its overall objective, the UNSDG Core Group performs three central tasks:

1. Provide direction for UNSDG priority setting and results achievement 2. Support a step-change in UN country level delivery 3. Leading change for bigger impact

The UNSDG Core Group convenes at least three times per year at Principals level. Attendance can only be delegated to the Deputies level in exceptional circumstances, with prior agreement between the Principal and the UNSDG Vice-Chair. Each Core Group member designates a “Plus One” focal point with the requisite knowledge and authority to represent the organization. The UNSDG Core Group reviews and endorses supplementary UNSDG work products developed by the UNSDG Strategic Results Groups. The Core Group can authorize the setting up of nimble time-bound task teams and establish system-wide engagement platforms on selected priority issues. UNSDG Strategic Results Groups

The required paradigm shift of the 2030 Agenda and an enhanced interface with UN Country Teams is driven by a new set of UNSDG Strategic Results Groups, in which all UNSDG members are encouraged to actively engage. The Strategic Results Groups are at the forefront in addressing critical issues relating to the 2030 Agenda and providing technical support to the work of United Nations Country Teams. They are designed to be fully inclusive, to ensure all entities have an opportunity to contribute in line with their respective mandates and capacities. The Strategic Results Groups are organized around key issues relating to the 2030 Agenda where the UN development system needs to come together to enhance its support to the SDGs. The work of all UNSDG Strategic Results Groups shares the following three elements (i) leveraging change within the UNDS for enhanced delivery on the 2030 Agenda,

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including in fragile and conflict settings; (ii) a focus on strategic results; and (iii) field focus, supporting UNCTs in their country level work.

Initially, there will be four Strategic Results Groups:

1. SDG implementation; 2. Strategic financing; 3. Business innovations; and 4. Strategic partnerships.

Each Group will focus on 1-2 key results, against which progress will be made in a given year. This could include targeted support to identified countries and/or deliverables focused around a specific theme. While time-bound teams to address specific thematic issues may be necessary, these will be limited in number and duration.

UNSDG Strategic Results Groups are chaired by Under-Secretaries-Generals. The Chairs serve for a period of one year, renewable for a maximum of two years. The Chairs define specific compacts on expected results with the UNSDG Chair and Vice-Chair at the beginning of their mandates and report quarterly on results and challenges to the UNSDG Core Group. United Nations Development Operations Coordination Office (UN DOCO)

UN DOCO is the Secretariat and technical and advisory support unit of the UNSDG. It brings together the UN development system with a mandate to support RCs and UN Country Teams to promote change and innovation to deliver together on sustainable development. UN DOCO provides support in seven key functional areas:

1. Cross-pillar policy coherence and convening integrated policy support; 2. System-wide data collection and analysis for evidence-based decision making; 3. Facilitating innovative approaches, with proven solutions brought to scale to improve

accountability, transparency, effectiveness and efficiencies in the UNDS operational activities;

4. Supporting all aspects of Resident Coordinator leadership assessment, selection and professional development management and coordination;

5. Providing advice for UN teams in country, including on integrating planning, implementation, monitoring, evaluation and reporting, as well as on integrated business operations, within the framework of the SOPs;

6. Supporting communication and advocacy for UN values and results; and 7. Supporting UN team engagement in strategic partnerships in country, including

financing partnerships for the 2030 Agenda. UN DOCO provides direct support to the Deputy Secretary-General in her capacity as UNSDG Chair and to the UNDP Administrator in his capacity as UNSDG Vice-Chair. UN DOCO reports to the UNSDG Vice-Chair on day-to-day management of its operations. UN DOCO may also convene members of the UNSDG to deliver system-wide products and drive coherent support to UNCTs to ensure implementation of UNSDG guidance and priorities. It is administered by UNDP and accountable under UNDP financial rules and regulations.

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Regional UNSDG Teams6 The six Regional UNSDG Teams play a central role in driving the UNSDG strategic priorities by supporting UN Country Teams with strategic priority setting, analysis and advice based on four original core functions: (i) Policy guidance and technical support to UN Country Teams; (ii) Quality assurance of UNDAFs, UNCT Standard Operating Procedures for Delivering as One and joint initiatives; (iii) Performance management of Resident Coordinators and UN Country Teams; and (iv) Dispute resolution and troubleshooting, as needed. These remain relevant today and will be further adapted and updated to the changing global context and regionwide priorities that the UN faces across the world. The Regional UNSDG Teams include all UNSDG member regional directors. The Teams are chaired by the UNDP regional directors. The Chairs are held accountable by and report to the UNSDG Vice-Chair on operationalizing UNSDG priorities at regional level and in support of Resident Coordinators and UN Country Teams at country level. UN Resident Coordinators and UN Country Teams

As the designated representatives of the UN Secretary-General for development operations at the national level, Resident Coordinators lead the collective UN development efforts of 131 UN Country Teams in 165 countries and territories. Resident Coordinators and UN Country Teams implement the UNSDG strategic priorities by identifying the national policies, programmes and capacity development gaps and challenges, to which the UN system can best contribute under national ownership and leadership, by mobilizing the full range of mandates, resources and expertise of the UN development system for sustainable development results.

IV. Membership

The UNSDG comprises all entities of the United Nations system that contribute significantly to the attainment of the 2030 Agenda for Sustainable Development at the country level. The Secretariats to Conventions, as well as UN research and training institutes, will be invited to the UNSDG, as required by the topics under discussion.

UNSDG members commit to be fully engaged in the UNSDG, and importantly in field operations through their participation in UNDAFs and UNCTs, and to abide by the principles of collective decision-making. All members are equally responsible for implementing UNSDG agreed actions. UNSDG members also commit to contribute annually to the global UNSDG cost-sharing arrangement in support of the Resident Coordinator system based on an agreed formula, subject to approval of their governing bodies as required. UN entities joining the UNSDG will be expected to contribute starting in the year of them becoming a member or the first budgetary opportunity thereafter. UNSDG members’ commitments and responsibilities will be formalized through a new UNSDG mutual accountability compact.

6 The regional arrangements will be revisited considering the Secretary-General’s proposed two-step approach,

which will start by optimizing existing arrangements for greater impact, with full implementation by the end of

2018. This will include clarifying the division of labour, aligning efforts among entities and commencing a

reprofiling process. Those steps will lay the foundation for moving towards a new set of proposals for longer-term

restructuring with a view to improved interface among the various regional structures.

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V. UN system-wide partners, transparency and public access

At the global level, the UNSDG works in close collaboration with the UN System Chief Executives Board for Coordination (CEB) and its High Level Committee on Programmes (HLCP) and High Level Committee on Management (HLCM). The UNSDG Chair and Vice-Chair ensure that policy guidance by the CEB guides the operational action of the UNSDG and that, reversely, CEB discussions are well informed by operational realities and priorities. The biannual meetings of the UNSDG are convened at the sidelines of the CEB to ensure robust and timely inputs to inform strategic policy decision-making. The UNSDG’s work is done in close alignment with the work of the ‘Joint Steering Committee to advance Humanitarian and Development Collaboration,’ which seeks to promote greater coherence of humanitarian and development action in crises and transitions to long-term sustainable development and in reducing vulnerabilities. The UNSDG shall move towards an open data collaborative approach as described in the the QCPR. The “Silo Fighters” blog and UNSDG knowledge networks such as One UN Knowledge Exchange, Open.UNDG.org and others support strategic knowledge management for the UNSDG and facilitate dialogue and the exchange of innovations and emerging practices among practitioners, partners, and the general public, particularly on driving implementation of integrated system-wide policy coherence. UN DOCO plays a role in the use of these and other tools to ensure that UNSDG policies are iterated and informed by well-grounded field lessons and experience. All UNSDG publications, reports, finances and data are made available in the public domain on the UNSDG website at www.undg.org.

VI. Annexes

Annex 1: Terms of Reference of the UNSDG Core Group and Strategic Results Groups

Annex 2: UNSDG Organizational Chart

Annex 3: UNSDG Membership

2 May 2018

Annex 1

United Nations Sustainable Development Group (UNSDG)

Core Group and Strategic Results Groups Terms of Reference

UNSDG Core Group

I. Objective

The 2030 Agenda for Sustainable Development is the boldest framework for advancing the well-being of humankind. Its soaring ambition — to ensure peace and prosperity for all on a healthy planet — requires equally bold changes across the United Nations. This imperative for change was at the core of the General Assembly’s landmark 2016 resolution on the Quadrennial Comprehensive Policy Review (QCPR). It is also the guiding force behind the UN Secretary-General’s vision and set of proposals to reposition the United Nations development system (UNDS) to rise to the unparalleled ambition of the 2030 Agenda. A reinvigorated and impactful United Nations Sustainable Development Group (UNSDG), under the chairmanship of the Deputy Secretary-General, lies at the heart of the effort to steer and provide greater strategic direction, oversight and accountability to the collective contribution of the UNDS to the 2030 Agenda. Under the chairmanship of the UNSDG Vice-Chair, the UNSDG Core Group unites a core set of UNDS entities that contribute significantly to the achievement of the SDGs at the country level. In support of the UNSDG’s overall mission, the UNDG Core Group sets out to ensure a much higher degree of integration, coordination, accountability and transparency of the UNDS as it supports countries to deliver on the SDGs. The UNSDG Core Group is committed to deliver on the expectation by Member States for all members of the UNDS to pull together at higher levels of shared purpose, through joined-up systems and working arrangements, to achieve joint results, and to reinforce global leadership and accountability on the coordination of the UNDS to enhance delivery in the field.

II. Tasks and expected results In pursuit of its overall objective, the UNDG Core Group performs three central tasks: 1. Provide direction for UNSDG priority setting and results achievement

Guide strategic priority setting, effective positioning and functioning of the UNSDG in response to the 2030 Agenda. The Core Group regularly considers progress made by UNSDG flagship initiatives and the UNDG Strategic Results Groups. It ensures substantive links across UNSDG Strategic Results Groups, addresses obstacles, and holds the Groups to account for delivering and reporting results. The UNSDG Core Group also considers regularly UNSDG member entity specific follow-up regarding UNSDG decisions and agreed frameworks, and advises on critical issues for consideration by the UNSDG.

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2. Support a step-change in UN country level delivery Guide a fundamental repositioning of UN development operations at the country level in response to the SDGs through a new generation of UN Country Teams. The UNSDG Core Group promotes and steers the development of joined-up systems, new approaches to leadership, including through a reconfigured Resident Coordinator system, UNCT configuration (physical presence and how agencies work together as a team), capacities and strategic financing. Advise on the rationalization and division of labour of country level operations to help ensure better aligned, coordinated and financed UN programming delivered in the most cost-effective way, making best use of the comparative advantages of the UN system.

3. Leading change for bigger impact The UNSDG Core Group is committed to reinforcing global leadership and accountability on the coordination of the UNDS to enhance delivery in the field. It contributes to the Secretary-General’s broader reform agenda, which seeks to reassert the value of multilateralism and the role of the United Nations in a fast-changing world. Critical to this will be repositioning development at the heart of the Organization and the UNDS to more effectively deliver on the 2030 Agenda for Sustainable Development.

III. Membership and working methods The UNSDG Core Group is chaired by the UNSDG Vice-Chair. It consists of the Executive Heads of DESA, FAO, ILO, OHCHR, UNDP, UNEP, UNESCO, UNFPA, UNHCR, UNICEF, UN WOMEN, WFP, WHO, the rotating Coordinator of the Regional Commissions. The UNSDG Core Group convenes quarterly. The Chair convenes special strategic meetings as needed. Each member is represented by its Principal with no substitutions. Attending Principals can be accompanied by “plus ones.” The UNSDG Core Group reviews and endorses supplementary UNSDG work products developed by the UNDG Strategic Results Groups. The Core Group can authorize the setting up of nimble time-bound task teams and establish system-wide engagement platforms on selected priority issues. It may also delegate tasks to the UN Development Operations Coordination Office (UN DOCO).

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UNSDG Strategic Results Groups The required paradigm shift of the 2030 Agenda and an enhanced interface with UN Country Teams is driven by a new set of UNSDG Strategic Results Groups, in which all UNSDG members are encouraged to actively engage. The Strategic Results Groups are at the forefront in addressing critical issues relating to the 2030 Agenda and providing technical support to the work of United Nations Country Teams. They are designed to be fully inclusive, to ensure all entities have an opportunity to contribute in line with their respective mandates and capacities.

I. The work of UNSDG Strategic Results Groups shares the following three elements:

1. Leveraging change within the UNDS for enhanced delivery on the 2030 Agenda, including in fragile and conflict settings

2. A focus on strategic results 3. Field focus, supporting UNCTs on their country level work

Participation in UNSDG Strategic Results Groups is open to all UNSDG members, reflecting the widest possible engagement of senior leadership across UNSDG member entities. Each Group will focus on 2-3 key results, against which progress will be made in a given year. This could include targeted support to identified countries and/or deliverables focused around a specific theme. While Teams and time-bound task forces will be set-up under each Strategic Results Group, to address specific thematic issues or products, these will be limited in number and duration. UNSDG Strategic Results Groups are co-chaired by Under-Secretaries-Generals (USGs). The Co-Chairs serve for a period of one-year renewable for a maximum of two years. They define specific compacts on expected results with the UNSDG Chair and Vice-Chair at the beginning of their mandates and report quarterly on results and challenges to the UNSDG Core Group. The UNSDG Core Group operationalizes the strategic directions of the UNSDG. It is expected that Teams working under the Strategic Results Groups be led by ASGs or at Director level. II. Strategic Results Groups for 2018-2019: 1. SDG Implementation Mission: Transforming the way the UN leverages its collaborative advantage for the SDGs in country. Strategic results focus:

• Integrated policy support roll-out: next generation MAPS missions, integrated policy advisory services, next generation of strategic UNDAFs

• ‘SDG Data Initiative’ - develop a road map for producing more integrated data and analysis jointly, better harnessing system-wide internal knowledge, including at the regional level, and making existing data sets and data sources more accessible, harmonized and actionable, consistent with international data protection principles

• Design and operationalize SW-SD flagship initiative on climate change.

• Design and operationalize SW-SD flagship initiatives on eliminating Violence Against Women and Action on Equality

• Design leadership development package on Human Rights dimensions of 2030 Agenda

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• Develop guidance and operational support for integrated analysis, planning, prevention and resilience, including improved conflict analysis and taking forward lessons learnt from the UN-WB Prevention Study

• Full implementation of the UN-WB Partnership Framework for Crisis-Affected Situations and the UN-WB-EU collaboration on recovery and peacebuilding assessments

• Design and operationalize SW-SD flagship initiative on action on risk, resilience and prevention

The Strategic Results Group is expected to organize its work around three teams on:

a. Human rights and the normative agenda b. SDG data c. Transitions and recovery

2. Strategic Financing Mission: effective and coherent support to financing the 2030 Agenda through joint programming and ensuring that the UN development system is effectively funded for purpose. Strategic results focus:

• Support the transition from funding, to include instruments and engagements on financing for the SDGs

• Support the implementation of the funding compact in areas requiring system-wide action

• Facilitating implementation of partnership agreements with EU, World Bank and other International Financial Institutions, to support country level engagements

The Fiduciary Management and Oversight Group (FMOG) will operate under this Strategic Results Group.

3. Business Innovations

Mission: Repositioning business operations in the UNDS to make the common back-office the default option for all UN Country Teams by 2022. Strategic results focus:

• ‘Mutual Recognition’ of policies and process established and followed among UNDS entities

• Conduct a review to determine locations where there is operational viability and government interest to spearhead common premises. Increase the proportion of UN common premises to 50 per cent by 2021.

• Ensure compliance by all UNCTs with an improved Business Operations Strategy by 2021

• Devise a strategy to establish common back offices for all UNCTs by 2022. Launch pilots to test the approaches and inform the way forward

• Exploring further opportunities for co-location and efficiencies at the regional level

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4. Strategic Partnerships

Mission: Putting partnerships at the heart of the UNDS’ work to adequately respond to Member States needs in implementing the 2030 Agenda Strategic results focus:

• Develop a common approach to partnerships and more effectively engage with the private sector, particularly for data and innovation, including through system-wide minimum due diligence standards built on existing good practices to be reflected in core entities’ business engagement models

• Facilitate system-wide common transparency standards, including enrolment in the International Aid Transparency Initiative and advance data sharing as the basis for partnerships

• Reinvigorate the UN development system’s support to South-South Cooperation for the SDGs

• To enable partnerships, increase the effectiveness of joint communications strategies for UNCTs to increase understanding and engagement in the operational work of the UN at country level

UNDG Strategic Results Groups 2018-2019

UNSDG Strategic Results Group Co-Chairs

1 SDG Implementation UNDP and DESA

Teams:

▪ Human Rights and the Normative Agenda

▪ SDG Data

▪ Transitions and Recovery

OHCHR and WHO

ECLAC and UNICEF

PBSO and UN Women

2 Strategic financing UNFPA and UNCTAD

Team:

▪ Fiduciary Management and Oversight Group

UNICEF and UNAIDS

3 Business Innovations UNHCR and WFP

4 Strategic Partnerships UNICEF and ILO

Annex 2

UNSDG Organizational Chart

Annex 3

United Nations Sustainable Development Group (UNSDG) Membership

UNSDG Members

No. United Nations Entity

1 FAO* Food and Agriculture Organization of the United Nations

2 IAEA+ International Atomic Energy Agency

3 ICAO+ International Civil Aviation Organization

4 IFAD International Fund for Agricultural Development

5 ILO* International Labour Organization

6 IMO+ International Maritime Organization

7 IOM International Organization for Migration

8 ITC+ International Trade Centre

9 ITU International Telecommunications Union

10 OCHA7+ Office for the Coordination of Humanitarian Affairs

11 OHCHR* Office of the High Commissioner for Human Rights

12 UNAIDS Joint United Nations Programme on HIV/AIDS

13 UNCTAD United Nations Conference on Trade and Development

14 UN DESA* United Nations Department of Economic and Social Affairs

15 UNDP* United Nations Development Programme

16 UN DPA+ United Nations Department of Political Affairs

17 UN ECA* United Nations Economic Commission for Africa

18 UN ECE* United Nations Economic Commission for Europe

19 UN ECLAC* United Nations Economic Commission for Latin America and the Caribbean

20 UNEP* United Nations Environment Programme

21 UN ESCAP* United Nations Economic and Social Commission for Asia and the Pacific

22 UNESCO* United Nations Educational, Scientific and Cultural Organization

23 UN ESCWA* United Nations Economic and Social Commission for Western Asia

24 UNFPA* United Nations Population Fund

25 UN Habitat United Nations Human Settlements Programme

7 OCHA’s participation in the UNSDG shall be without prejudice to its role and responsibilities pursuant to General

Assembly resolution 46/182 and related resolutions.

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26 UNHCR*8 United Nations High Commissioner for Refugees

27 UNICEF* United Nations Children’s Fund

28 UNIDO United Nations Industrial Development Organization

29 UNISDR United Nations Office for Disaster Risk Reduction

30 UNODC United Nations Office on Drugs and Crime

31 UNOPS United Nations Office for Project Services

32 UN PBSO United Nations Peacebuilding Support Office

33 UNRWA+ United Nations Relief and Works Agency for Palestine Refugees in the Near

East

34 UN Women* United Nations Entity for Gender Equality and the Empowerment of Women

35 UNWTO United Nations World Tourism Organization

36 UPU+ Universal Postal Union

37 WFP* World Food Programme

38 WHO* World Health Organization

39 WIPO+ World Intellectual Property Organization

40 WMO World Meteorological Organization

* Members of the UNSDG Core Group; the Regional Commissions are jointly represented on the

UNSDG Core Group with a rotational seat

+ Membership confirmation pending

8 UNHCR’s contribution is without prejudice to the responsibilities conferred on it by the General Assembly, including

those outlined in the Statute of the Office and relevant legal instruments such as the international refugee and

statelessness conventions.