Business Model

1. Business Model Consultation with the Executive Board 30 April 2013

2. Current business model • Bull’s eye • Low, lower-middle, upper-middle income countries • What • Where • How • Who • Three tiered structure: HQ, ROs, COs • Implementing partners • Not well articulated • In practice, advocacy, policy, capacity dev., service delivery

3. How and where: modes of engagement A/P = Advocacy, policy dialogue/advice KM = Knowledge management CD = Capacity development SD = Service delivery • To be reflected in Country Programme Documents • Requires shifts in number, level, and competencies of staff • Phased in to minimize disruptions (and no significant reduction in country presence) * physical presence only in select countries

4. How and where: expected benefits of changes • Increased focus in UNFPA’s work, building on the MTR • Improved ability to articulate clear theories of change • More efficient use of resources, improving value for money and UNFPA’s ability to deliver on its commitments • Greater ability to channel resources to people in need, and so more consistent with a human rights-based approach • More consistent communications with key stakeholders about UNFPA’s role and comparative advantage

5. How and where: humanitarian programming • Proposed changes: external • Partner with national authorities in select high-risk countries to increase emphasis on incorporating SRH needs into preparedness planning (including through promoting use of disaggregated data) • Build stronger partnerships with UN agencies and local stakeholders to enable continuity in event of crises • Reassess role in humanitarian cluster coordination to step up leadership in GBV area of responsibility • Proposed changes: internal • Improve resource allocation: factor risk of humanitarian crises into RAS, increase size of Emergency Fund • Strengthen Regional Office capacity to provide support • Bridge divide between development and humanitarian programming more effectively and flexibly • Establish internal cluster on humanitarian programming

6. Who: regionalization • Challenges • Regionalization not achieving full potential • Shifts in the business model at country level will require shifts at regional level • Purpose of regionalization not always clear across organization • Proposed changes • Revise roles and responsibilities, and clarify division of labour • Revisit approach in response to changing demand: from directly delivering support to brokering it • Improve quality assurance function • Strengthen human resources management • Engage more strategically with regional entities • Adapt to new business model, including assuming stronger managerial responsibility for countries without representatives

7. Who: partnerships • Principle • Shift from holding onto the ICPD agenda to letting go of it and supporting others to own it • Proposed changes • Systematize partnership planning at country and regional levels • Particular emphasis on emerging partnerships, such as with BRICs and with private sector • Contribute to One UN • Shared results • Strengthen engagement with Resident Coordination function(e.g., ICPD agenda in induction) • Improve learning from outsiders to strengthen culture of innovation • Build on partnerships with private sector

8. Thank you!