AMBASSADOR YUSRA KHAN/ DEPUTY PERMANENT REPRESENTATIVE
AT THE UNDP SEGMENT
THE EXECUTIVE BOARD OF UNDP, UNFPA AND UNOPS
ANNUAL SESSION 2013
New York, 10 June 2013 (10:00 – 13:00)
I would like to align my statement with the statement (to be) made by Fiji on behalf of the G77.
At the outset, I would like to thank Ms. Clark for her statement. It gives useful highlights on UNDP’s progress across its focus areas of development. It was also beneficial to learn of UNDP’s efforts to improve development effectiveness as well as organizational efficiency and effectiveness.
I would like to further thank Ms. Clark and the UNDP team for presenting the Organization’s draft Strategic Plan for the period of 2014 – 2017, and for the intensive ongoing draft consultations with Member States.
It is not, and will never be an easy task to formulate strategic guidance for a UN development entity as big as UNDP, which has to operate and deliver results in an evolving global development landscape and changing development needs.
However, this is not the case with the QCPR, which provides clear guidelines for UNDP and Member States on both substantive and organizational aspects that need to be incorporated in the strategic plan. Indonesia in this regard would like to add voice to the request by Member States to the UNDP to align the Strategic Plan with priorities set in the QCPR.
The QCPR calls for funds and programs to give sustainable development due consideration and mainstream it into each funds and programs mandates, programs, strategies and decision-making process. It also mandated the United Nations Development System to put poverty eradication at their core area of focus.
The Strategic Plan of UNDP should therefore put sustainable development and poverty eradication at the core and integrate the three dimensions of sustainable development into its work. This follows up on the broad agreement by member states that it is only by mobilizing social, economic and environmental action that eradicating poverty for good can arrive at its full realization.
To end poverty and fulfill the needs of the seven billion and secure the needs of billions more in the future, we need to transform the economy for jobs, inclusive growth, and equal opportunities for all to grow and prosper without compromising the sustainability of natural resources.
Towards that end, there are three important things to be taken into consideration.
First, the Strategic Plan should identify and elaborate on how to improve the capacity for development. Improving the capacity for development requires improving human capacities, particularly women and youth; institutional and governance capacity; as well as civil society and private sectors’ capacity.
Second, the Strategic Plan should define the partnership framework that is inclusive, broad ranging, dynamic, innovative and transparent. This may include going beyond an aid agenda and traditional partnership; strengthening coordination and coherence on cross cutting issues; and further enhance South-South and Triangular Cooperation frameworks.
Third, the Strategic Plan should indicate clear directions towards putting UNDP’s house in order. This means further strengthening results-based management and promoting the development of clear and robust results frameworks; increasing the effectiveness and efficiency of operational activities; and, strengthening UN system coordination.
As we are to embark on the next cycle of UNDP’s Strategic Plan, it is always useful to reflect some lessons learned from the implementation of the ongoing Strategic Plan.
The evaluation of the UNDP Strategic Plan, 2008 –2013 assessed UNDP’s performance based on its effectiveness, efficiency and sustainability. The evaluation concludes that despite UNDPS’s continued contribution to development, its efficiency and sustainability remains challenging.
The evaluation also concluded that UNDP did not adequately support country offices in addressing the trade-offs between the approaches and/or priorities identified in the Strategic Plan.
The evaluation further points out that the existing performance monitoring and reporting system is not optimal for a highly decentralized organization working on complex development issues.
Indonesia therefore requests UNDP to reflect the evaluation recommendations, namely: putting in place adequate tools to support and monitor implementation; addressing the trade-offs that occur as a result of the UNDP business model; emphasizing the priority of support at the country level and taking the country program as the unit of analysis, into the 2014-2017 Strategic Plan.
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