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Strategy for Denmark's Engagement with the United Nations

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Strategy for Denmark's Engagement with the United Nations Strategy for Denmark’s Engagement with The United Nations Development Programme 2018-2022 1 1. OBJECTIVES AND PRIORITIES ....................................................................................................... 4 2. THE ORGANISATION’S MANDATE, ORGANISATION AND FUNDING .................................. 4 3. KEY STRATEGIC CHALLENGES AND OPPORTUNITIES ........................................................... 5 3.1 RELEVANCE OF THE ORGANISATION IN RELATION TO THE DEVELOPMENT IN INTERNATIONAL FRAMEWORK CONDITIONS ......................................................................................................................... 6 3.2 RELEVANCE AND EFFECTIVENESS OF THE ORGANISATION IN RELATION TO THE INTERNATIONAL DEVELOPMENT AND HUMANITARIAN AGENDA, AND THE ORGANISATION’S REFORM PROCESS TO STAY RELEVANT AND EFFICIENT ........................................................................................................................ 7 3.3 THE RELEVANCE OF THE ORGANISATION IN RELATION TO DENMARK’S PRIORITIES IN DEVELOPMENT POLICY AND HUMANITARIAN ACTION .............................................................................. 8 4. PRIORITY AREAS AND RESULTS TO BE ACHIEVED ................................................................. 8 PRIORITY AREA 1: EFFECTIVELY DELIVERING SIGNATURE SOLUTION 2: STRENGTHEN EFFECTIVE, INCLUSIVE AND ACCOUNTABLE GOVERNANCE. ......................................................................................... 9 PRIORITY AREA 2: EFFECTIVELY DELIVERING SIGNATURE SOLUTION 3: ENHANCE NATIONAL PREVENTION AND RECOVERY CAPACITIES FOR RESILIENT SOCIETIES ..................................................... 9 PRIORITY AREA 3: CONTINUOUSLY ENHANCE ORGANISATIONAL EFFECTIVENESS CONTRIBUTING TO UN REFORM, CURBING CORRUPTION AND LEVERAGING INNOVATION ................................................... 10 5. FOLLOW UP ON DANISH PRIORITIES ......................................................................................... 11 6. BUDGET............................................................................................................................................... 11 7. RISKS AND ASSUMPTIONS .............................................................................................................. 12 ANNEX 1: DANISH PRIORITIES AND MONITORING ................................................................... 13 ANNEX 2: FUNDING AND KEY FINANCIAL DATA ........................................................................ 16 ANNEX 3: OVERVIEW OF UNDP’S STRATEGIC PLAN STRUCTURE .......................................... 19 ANNEX 4: UNDP ORGANOGRAM ....................................................................................................... 20 2 UNDP has a dual mandate of supporting individual country-led efforts to achieve the 2030 Agenda, as well Established: 1965 as a leadership role in ensuring a coherent and a Headquarters: New York coordinated UN development system engagement at 129 Country Offices, 5 Regional Service Centres and country level. UNDP’s vision is to help countries Country Offices: three global shared services achieve sustainable development by eradicating poverty centres., which serve a total of in all its forms and dimensions, accelerating structural 170 countries and territories. transformations for sustainable development and 17,449 staff members building resilience to crises and shocks. (including consultants, Human resources: secondees and UNVs etc.) Denmark supports UNDP because: including 91 Danish nationals Financial resources: Core: 612 million It has a unique mandate in efforts to building In USD (2017) Non-core: 4,3 billion sustainable peace and resilience, including through Administrator: Achim Steiner conflict prevention Executive Board: January, June, September It helps rebuild or strengthen critical democratic Sessions governance structures DK member of the 2007-2008; 2009-2012; 2015; It’s programming and mandate addresses key Executive Board 2017-2018; 2020-2021; Danish priorities and interests relating to curbing violent extremism, irregular migration, human Top ten core contributors to UNDP 2017 rights, empowerment of women and addressing Denmark extreme poverty Germany 5% 5% Key Challenges for UNDP: Netherlands 6% Varying ability to deliver in the field United States Focus on comparative advantages within Canada 15% comprehensive mandate 6% United Transitioning to its new role within the UN Kingdom Development System Switzerland 14% 11% Lack of independence and impartiality vis-à-vis host governments Sweden Norway 13% Denmark will expect UNDP to: 12% Japan 13% Deliver on its core mandates specifically related to democratic governance and sustaining peace Translate its Strategic Plan into action through people and processes Define its new role within the UN development system as part of UN reform efforts Funding to UNDP as stipulated in the Danish Finance Act 2018 Communicate and replicate positive results while (million DKK) learning from mistakes 120 Core contribution Continuously enhance organisational effectiveness contributing to UN reform, curbing corruption and 100 Innovation activities leveraging innovation 80 60 Denmark will follow-up by: Governance for Peaceful and Inclusive Societies 40 Engaging strategically and constructively with UNDP at HQ, regional and country level 20 Emergency Development Response to Crisis and Monitoring Danish priorities based on UNDP’s 0 Recovery results framework Planned Planned Planned Planned Secondments 2018 2019 2020 2021 Conducting annual consultations and actively participating in the Board Undertaking a mid-term review of the Danish strategy 3 1. Objectives and priorities This document outlines the strategy for Denmark’s cooperation with UNDP. It is the central policy framework for Denmark’s dialogue and partnership with UNDP within the overall framework of UNDP’s own Strategic Plan 2018-2021 and the accompanying Integrated Results and Resources Framework. In addition, it outlines specific goals and results vis-à-vis UNDP that Denmark will pursue in its cooperation with the organisation. Denmark will work closely with like-minded countries towards the achievement of results through its efforts to pursue specific goals and priorities. The strategy will run in parallel with UNDP’s Strategic Plan while being six months staggered to allow for the full implementation and evaluation of the current strategic plan and the adoption of its successor. The strategy is aligned with the Strategic Partnership Agreement entered into by Denmark and UNDP in 2017. Denmark’s strategy for its partnership with UNDP is anchored in Denmark’s Strategy for Development Cooperation and Humanitarian Action The World 2030, which concludes that “The UN, the World Bank and the regional development banks will be key actors in achieving the Sustainable Development Goals as we move towards 2030” and that “Denmark will prioritise an active partnership with the UN organisations whose mandate covers Danish priorities in terms of interests and values and where we can contribute to advancing a global agenda”. The key priorities for Denmark’s support to UNDP is to enable the organisation to deliver development responses in crisis contexts, as well as critical support to democratic governance and peacebuilding processes, including in countries of interest to Denmark and to pursue organisational effectiveness in its operations at all levels and maximize development impact through innovation and fit for purpose staffing. As outlined in the Strategic Partnership Agreement for 2017-2019 (Annex 1), Denmark is committed to providing predictable funding to The three Priority Areas for Danish UNDP, amounting to DKK 243 million in 2018, with the support spanning both earmarked and projected funding going forward totalling DKK 243 million in core contributions to UNDP 2018-2022 2019, 2020 and 2021 subject to annual parliamentary approvals. are: 1. Effectively delivering Signature Besides the Core Contribution for UNDP’s activities and solution 2: Strengthen effective, programmes, earmarked funding is provided for UNDP’s inclusive and accountable Funding Window1 for “Governance for Peaceful and Inclusive governance Societies” to be used for activities in the G5 Sahel-countries 2. Effectively delivering Signature (Mali, Burkina Faso, Niger, Mauritania and Chad); Earmarked solution 3: Enhance national funding for UNDP’s Funding Window for “Early Development prevention and recovery capacities Response to Crisis and Recovery” to be used for activities in the for resilient societies G5 Sahel-countries (Mali, Burkina Faso, Niger, Mauritania and 3. Organisational effectiveness Chad), Horn of Africa, Syria and Iraq; Funding for UNDP’s contributing to UN reform, Innovation Facility; Funding for Cooperation in the Area of curbing corruption and leveraging Human Resources (Seconded technical experts to support innovation UNDP’s role in the implementation of the 2030 Agenda). The following two sections will provide the background for selecting these specific priorities by outlining Denmark’s view on UNDP as part of a broader multilateral system, including important challenges and key comparative advantages. Section 4 subsequently covers each of the three priority areas in greater depth, while section 5-7 presents the planned budget, follow-up mechanisms and risks, risk responses and assumptions relevant to this strategy. 2. The organisation’s mandate, organisation and funding UNDP has the dual mandate of supporting
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