Are we ready to scale up?Towards an agile and dynamic Business

Model that is fit-for-ambition through increased Organizational Effectiveness

and Efficiency

Executive Board Consultation 29 March 2021

Outline

01. Executive Board Guidance

02. Lessons Learned

03. Strategic Plan Architecture

04. Business Model: Strategic Shifts

05. Organizational Readiness

❏ Programming

❏ OEE

❏ Partnerships

❏ The new SP and the 2020 QCPR©UNFPA Bolivia

1. Executive Board GuidanceStrategic Plan 2022–2025

01 0302Capitalizing on good practices including for COVID, that have a key role in achieving 3 zeros

Build on comparative advantage and good practices

Foster partnerships, including interagency collaboration

Complementing with other UN agencies should be at the core of the SP.Fostering partnerships and collaboration, in line with QCPR, thru SSTC and with other strategic partners

Leverage the power of technology

Harnessing the power of technology for innovative solutions and organizational transformation.

Working normatively, as well as operationally, to scale up and accelerate.

Increased capacity in normative work

Tailoring UNFPA’s support to better respond to local contexts

Strengthen tailored approach

Promote youth participation & leadership

Promoting youth leadership and participation is key to UNFPA’s work.

070605

04Increasing profile of UNFPA in the global humanitarian system, specially for UNFPA’s mandate on SRH and GBV in humanitarian.

Enhance leadership role in humanitarian settings

Address structural inequalities

Tackling harmful or discriminatory gender and socio-cultural norms, strengthening social movements, to end systemically rooted inequalities.

08

Tailored Approach

Availability of cutting-edge

knowledge & solutions and

quality disaggregated data

are in high demand for

leaving no one behind

Normative/Advocacy Role

Innovation &Digitization

Capacity LNOB & Data

Innovation and agility enable

UNFPA to timely and swiftly

adapt programmatic

interventions to changes of

priorities or contexts for

maximum impact

There is need to fill gaps of

staff capacities in the

areas such as

humanitarian response

and HIV prevention

An intelligent application of

UNFPA’s modes of

engagement, depending on

the context, to optimise

efficiencies and the

organisation’s effectiveness

Transformative changes require

normative work in fostering

conducive environments (policy,

data, advocacy, SSTC,

partnerships, knowledge

management)

2. Lessons Learned from the SP 2018-2021Strategic Plan 2022–2025

Ending preventable maternal deathsEnding the unmet need for family planning

Ending gender-based violence and harmful practices

3. Achieving the Sustainable Development Goals by Fulfilling the ICPD PoA

Achieve universal access to sexual and reproductive health & realize reproductive rights for all, and accelerate the implementation of the Programme of Action of ICPD, by 2030

Business model

Transformative results

Foundation

Implementation strategies

Strategic Goal

SDGs

Criticalpathways

Organizational effectiveness and efficiency

Population and Development data

Pathways for acceleration

Mega trends (clim

ate change, migration, low

fertility/aging, urbanization,

Business Model:Strategic Shifts

04

©UNFPA Nepal

4. UNFPA Business Model

The business model refers to:

● ‘What’ impact the organization seeks to achieve (i.e., three transformative results);

● ‘Where’ the organization is going to

achieve impact;

● ‘How’ the organization will achieve

impact (including the modes of

engagement);

● ‘Who’ will enable the organization to

achieve impact (partnership and

organizational readiness, structure,

skills mix, etc).

HOW?

WHO?WHERE?

Zero unmet need

for family planning

Zero preventable

maternal deaths

Zero GBV & harmful practices

Middle income contexts

● Address the diversified and unique needs of MICs, including policy support through knowledge hubs and SSTC.

● Pursue the normative & advocacy role and support for policy implementation to accelerate the achievement of the three zeros

Small Island Developing States ● Strengthen support to the Small Island Developing States (SIDs)● Respond to MCO reviews and Samoa Pathway

Country classification

● Possibly classify countries based on the distance from achieving the ‘three zeros’

● Shift towards a more sustainable pursuit of the core mandate in different settings (development-humanitarian)

01 Global footprint

● Support programme countries to fulfill the unfinished business of the ICPD Programme of Action

● Apply the principles of universality of the 2030 Agenda for Sustainable Development, including reproductive rights in all contexts

Least developed and landlocked developing context

● Prioritize the least developed countries and countries in humanitarian and fragile settings

● Align support to implement relevant frameworks, e.g., Istanbul PoA (including outcomes of LDC5) and Vienna PoA in line with key QCPR calls

02

03

04

05

Key shifts under consideration in Business Model WHERE?

1. Use 8 “need” indicators 2. Plus “ability to finance” indicators (GNIpc,

adjusted for inequality using DALYs).3. Classify countries into 4 colour quadrant,

based on point scale

Current Approach

1. Keep current system;

2. Simplify system, by looking at limited set of indicators, closely aligned with new SP;

3. Use of thresholds in determining country categories, closely aligned with SDGs/UN thresholds;

4. Adding ’vulnerability index’ as a criteria;

5. Limit no. of country categories.

Key options under consideration

Quadrant 2018-2021

Red 45

Orange 16

Yellow 17

Pink 43

Country Classification WHERE?

Invest in the critical game changers

Deliver context specific solutions

Apply modes of engagement flexibly to better respond to country-specific needs, accompanied by centralised accountability and quality assurance mechanisms

Transform UNFPA’s engagements by investing in the critical gamechangers:

● Foster innovative solutions and scale up successful innovations

● Step up evidence-driven investment cases for financing to unlock domestic resources

● Empower women and girls and include men and boys as the change agents for social norm changes

● Harness the full potential of UNDS reform for safeguarding the rights of women and girls and leaving no one behind

● Pivot preventive intervention to build resilience in every context, and bridge the triple nexus.

02

03

Countries in the red quadrant and

countries with  humanitarian

crises

Countries in the

orange quadrant

Countries in the yellow

quadrant

Countries in the pink

quadrant

Service delivery Not deployed

Capacity development

Partnerships and coordination, including South-South and triangular cooperation

Knowledge management

Advocacy, policy dialogue and advice

Current

Key shifts under consideration

‘Top-down design’ approach

Keep what works

Continue with the five Modes of Engagement, and remain fit-for-purpose, agile and relevant in a fast-changing world.

01UNFPA’s Offer: Modes ofEngagement

HOW?

Resource AllocationHOW?

UNFPA resource allocation to countries, in line with the QCPR, continues to

prioritize the needs of least developed and landlocked developing countries,

especially for women and adolescent girls, with increased allocations to the

Caribbean and the Pacific MCOs.

Based 10 indicators of “need” and inequality

adjusted “ability to finance”

Country Classification

A differentiated model with $500K for

LIC/LMIC, and $300k for UMIC/HIC

Protected Floor

Up to $100k for UMIC/HIC countries

to top up the floor amount

Matching Funds

01

03

02

04 By colour quadrant and ranges set

by the Executive Board

Resource Distribution

05 Taken into considerations at regional level

Core & Non-Core Resources

Explore simplified system, closely aligned with the new SP

Country Classification

Equal floors at $500k

Protected Floor

Establish a Matching Fund Facility for leveraging

domestic resources

Matching Funds

01

03

02

04 Based on adjusted RAS, which could include vulnerability

and other key indicators, to respond to unforeseen needs

Resource Distribution

05 Non-core resources will be taken into consideration when

determining the final core allocation for programme

implementation

Core & Non-Core Resources

Current RAS

Key shifts under consideration

Institutional Budget Floor (revised)Equal floor of $500k for all

country programmes

RAS (revised)Resource Allocation

System revised approach

Non-Core ResourcesOther resources (e.g. Thematic

Funds, non-core projects,Humanitarian thematic funds, etc.)

Resources available to Country Office

Programme Implementation

Normative/ Advocacy

Role +Basic

operations

Matching Facility

Domestic Resources

Resource at Country LevelHOW?

WHO?

1. Expanding our engagement with CSOs, particularly women and youth-led organizations, and left behind populations for advocacy and positive social norm changes

2. Engagement with IFis, private sector and foundations, etc., to catalyse financing for pathways towards 3 zeros.

3. Enhance multi-sectoral approach for collective action and integrated solutions4. SSTC and Centers of Excellence 5. Engage emerging new partners that will sustain transformational changes, e.g.

a. Key stakeholder at sub-national/city/community levels to bolster local action to localize SDG and the three transformative results

b. Social movements for making a positive difference

Current Key expansions under consideration

1. Expand UNFPA reach as global leader for SRH and

other ICPD-related issues

2. Strengthen resource mobilization efforts3. Attract critical brainpower for the delivery of

state-of-the-art solutions and cutting-edge expertise

4. Forge alliances for a conducive environment

Expand and deepen UNFPA partnerships for delivering transformative change, including

Partnerships for specific purpose

Key shifts in Organizational Readiness

05

Improved Programming for Results Organizational Readiness

Our quality programmes will better support accelerated progress towards the 3TRs

● Programming process revised to enhance agility, resilience and programmatic impact

● Institutional capacity strengthened to mainstream ICPD goals within UNSDCFs .

● Learning and adaptability institutionalised into all practices of the organization

● Gender mainstreaming, disability inclusion and youth engagement enhanced within UNFPA-led initiatives, programmes and policies

● Innovation function will be strengthened and mainstreamed in UNFPA programming .

● Institutionalise and build capacity in scenario planning

● Quality assurance mechanism for programming strengthened

Increased Operational Efficiency & EffectivenessOrganizational Readiness

Our enhanced operational agility will better enable programme implementation

● ICT transformation project fully implemented for increased operational effectiveness through digitized processes

● Processes and procedures adapted to enable operational agility to implement with accountability for results and resources

● Resource planning and budgeting unit in the Division of Management Services strengthened to cover the management of the Thematic funds

● Supply Chain Management Unit to be created for more responsive processes to timely reach last-mile beneficiaries with quality assured supplies

● Human resource policies, practices, tools adapted to place the right people in the right place at the right time

● Lines of accountability, preparedness, response, and partnerships with local actors and safety of staff expanded for more effective operational capacity in the humanitarian–development–peace nexus

● Linkage between Enterprise Risk Management system and Enterprise resources planning system strengthened

● Social and environmental sustainability standards to be mainstreamed in programme and operations to become a sustainable and environment-friendly organisation

Expanded Partnerships for ImpactOrganizational Readiness

● Identify centers of excellence in South-South and Triangular Cooperation and leverage them as hubs and train SSTC learning champions in regional and country offices

● Expand multi-stakeholder and innovative partnerships for results

● Expand predictable and flexible funding modalities and increase co-financing to further grow and diversify UNFPA’s revenue in terms of volume and modalities

We will expand our partnershipsto accelerate progress towards the 3TRs ● Apply UNFPA’s new ‘Promote and Protect’ strategy to improve communications and

reach of partnerships, which are new for UNFPA, but very valuable for impact

● Strengthen alliances with youth networks, social movements and women’s groups, development and financial institutions, working together for impact

● Invest and Expand UNFPA Individual Giving Programme, to increase funding from private individuals, and promote awareness building on UNFPA mandate

● Strengthen organization capacity to position and ensure the continuity of SRH services in the context of the COVID-19 relief and recovery efforts, jointly with partners

● New humanitarian partnerships to strengthen UNFPA’s operational and logistic capacity and to expand its reach to the first and last miles of populations in humanitarian emergency

● Taking forward the MCO review: a) Leading UN system-wide policy and technical support to the SIDS; b) Increase support to the MCO countries (Caribbean and Pacifc).

● Partnering with RCs/HCs: a) Supporting RC/HC system to accelerate the progress to and achievement of the three transformative results. b) Supporting RC/HC system through financial and human resources, including supporting more UNFPA staff to become RCs; c) Revising Job Description of UNFPA representatives to align with MAF.

● UN Cooperation Frameworks: a) Analytical support for new generation CCA/UNSDCFs and for IASC through population data and development of national investment cases; b) Alignment of the CPDs with the UN Cooperation Frameworks; c) Improved internal quality assurance mechanism for alignment with UN Cooperation Frameworks;.

● Efficiencies: a) Co-leading UNSDG business innovation task team to measure and report efficiency gains from innovation in the business operations area for 2019 and 2020; b) 72% of our offices housed in common premises; c) fully engaged in the Business Operations Strategies (BOS) roll out, with nine pilots.

● Climate change and environment: a) strengthened thematic focus in the new SP on climate change; b) implementation of UNFPA’s Environmental Efficiency Strategy.

● Coherence between humanitarian, development and peace pillars: strengthening UNFPA’s resilience and preparedness programming, youth/women peace and security dimensions.

● Enhanced engagement and leadership in Humanitarian Response Plans and humanitarian programme cycle at country level

QCPR as a guide to advance the UNDS reform and accelerate the achievement of the 3TRs

The new SP and 2020 QCPROrganizational Readiness