UNDP Strategic Plan APRM 23 April 2008

10 Years of RBM: Achievements and Challenges Achievements: 1.Greater focus in UNDPs areas of intervention 2.Greater attention to value added brought by UNDP 3.Stronger sense of accountability to stakeholders Challenges: 1.Existence of 4 parallel management systems: MYFF Programming arrangements Biennium support budget Administrators business plan 1.BSB not linked to management priorities 2.HD conceptual framework, practices and service lines not aligned 3.Lack of indicators to measure corporate results 4.Regional & global programmes not adequately reflected in RBM instruments

Moving Forward The Strategic Plan introduces the following: A clear and integrated vision of UNDPs corporate priorities for the next 4 years at all levels: country, regional and global Introduction of a single planning mechanism to anchor the budgeting process: programme and operational budgets Measurement of results based on SMART indicators and targets Harmonizing RBM approaches with Ex-Com Agencies

The External Context UN Reform i. Peacebuilding Commission ii.Human Rights Commission iii.Oil for Food iv.Series of Blue Ribbon Commissions In Larger Freedom Unleashing Entrepreneurship Civil Society High Level Panel Report Paris Declaration i. New ODA modalities ii.Africa Initiative Millennium Declaration

Strategic Plan Framework Human Development Paradigm Development PoliciesInstitutions & People Millennium DeclarationMillennium Development Goals Corporate Values Poverty Reduction Governance Environment and Sustainable Development HIV/AIDS Gender Equality and Womens Empowerment Globalization

Purpose of the Strategic Plan The SP provides: Strategic guidance for UNDPs role as UN Coordinator Strategic guidance for UNDPs role as catalizer of Human Development thorough its 4 areas of intervention: Poverty and MDGs Democratic Governance Crisis Prevention and Recovery Environment and Sustainable Development Strategic guidance for UNDPs institutional effectiveness

UN Coordination in the Strategic Plan a.Strengthening UN coherence (GA resolution 59/250) i.UNDP as manager of the RC system b.Clear demarcation between UNDPs role as RC manager and UNDPs specific role as development agency c.Strengthening the management and accountability of the RC system (neutrality of management role – managing on behalf of the agencies that are part of the system) d.Stronger UN coordination in the country: one UN pilots: Albania, Cape Verde, Mozambique, Pakistan, Rwanda, Tanzania, Uruguay and Vietnam

Development Focus in the Strategic Plan 1. Poverty Reduction and Support for the MDGs Promoting inclusive growth, gender equality and achievement of MDGs Fostering inclusive globalization HIV/AIDSMitigating the impact of HIV/AIDS on human development 2. Democratic Governance Fostering inclusive participation Strengthening accountable and responsive governing institutions Grounding democratic governance in international principles

3. Crisis Prevention and Recovery Enhancing conflict prevention and disaster risk management capabilities Ensuring improved post-crisis governance functions Restoring foundations for local development 4. Environment and Sustainable Development Mainstreaming environment and energy Mobilizing environmental financing Promoting climate change adaptation Promoting access to environmental and energy services for the poor Development Focus in the Strategic Plan (cont.)

Intensifying the Focus In line with UNDPs mandate, de-emphasizing: Specialised sectoral activity (e.g. health, education, agriculture, tourism, migration, culture) Infrastructure without capacity building Stand-alone procurement of goods and services Small-scale projects without country-wide impact Over 60% of UNDP projects are under US$100,000

Cross-Cutting Issues in the Strategic Plan Overarching contribution: Capacity Development Human Rights Based Approach Civic Engagement Guiding principles & approaches: National Ownership Effective Aid Management South-South Cooperation Integrating dimension: Gender Equality & Womens Empowerment

Management Results in the Strategic Plan Accountability Framework Strengthening internal and external accountabilities Enterprise Risk Management Including enhanced security risk management Resource Management Improving audit performance Implementing IPSAS Integrating planning, budgeting, performance and human resource management Aligning and simplifying tools and systems for results- based management

Coherent and enhanced RBM system for monitoring and mgmt decision-making Strengthened Evaluation processes and tools Strategic Plan Results Based Biennial Budget Management Workplan Unit Work Planning Enterprise Risk Management Accountability Framework Updated Prescriptive Content Programme and Operations Policies and Procedures Organizational Handbook Managing for Development Results New Corporate Initiatives