Helen Clark:Statement to the UNDP/UNFPA Executive BoardJun 24, 2010
Declaración de Helen Clark
Administradora del Programa de las Naciones Unidas para el Desarrollo
en ocasión de celebrarse el período de sesiones anual de la Junta Ejecutiva del PNUD y el UNFPA
(Ginebra, 24 de junio de 2010)
Members of the Executive Board,
Dear Colleagues and Friends,
I am grateful to Mr. John Ashe, Permanent Representative of Antigua and Barbuda to the United Nations in New York, for his role in guiding the Board as its President since his election.
I am also very appreciative of the hard work and support of the Board’s Vice-Presidents.
This is the first Board meeting since Heraldo Munoz, the new Director for the Bureau for Latin America and the Caribbean, assumed his position. Sigrid Kaag has been appointed Director for the Partnerships Bureau and will assume her post in August. I extend a warm welcome to these new colleagues.
It is more than one year now since I joined UNDP as its Administrator.
Over the past fourteen months I have prioritized getting to know as much as possible, as quickly as possible, about the organization, its global operations, and its many different stakeholders.
The insights I have gained are being applied to position UNDP, and the UN development system at large, strategically to help countries achieve lasting development results.
As the world changes, UNDP and the UN development system must also change to remain relevant. Old approaches and solutions do not work in dealing with 21st century development challenges.
We must adapt to respond more effectively to the desire of programme countries to make transformational change in their development status.
UNDP has many comparative advantages. Through its global presence it can call on vast development expertise, facilitate learning and exchanges between countries, and provide access to cutting edge development ideas and practices.
UNDP as a trusted partner can support capacity development, provide strategic policy advice in support of national development plans, and help mobilize development resources.
UNDP also plays a unique co-ordinating role on behalf of the UN’s development system, working to ensure that the overall effect of all our work is greater than the sum of its parts.
For UNDP to remain a leading development partner in the years ahead, it must continue to build on its core strengths, and be open to change.
A changing UNDP in a changing world
Looking ahead, my vision is for UNDP to be widely acknowledged as a world class, knowledge-based development organization which helps developing countries make transformational change and helps channel the strengths of the entire UN development system to that end.
We must enhance countries’ resilience to cope with whatever challenges they might face. If the experience of the 21st century to date is any guide, resilience is needed to ride through a wide range of shocks.
We must produce and demonstrate real and sustainable increases in human development for our partner countries wherever we operate and across the four inter-connected pillars of our work.
UNDP needs to be flexible, focused, forward thinking, and able to lift the level of its interventions from the small scale to the catalytic and the truly transformational – in support of countries’ own development agendas.
Our programmes must be designed from the outset to be sustainable, and to leave systems in place which lock in and expand the progress made long after our involvement with a programme has ended.
Building capacity is our core business, and cuts across all that we do. It lies at the heart of how we must define and measure our results.
To deliver on this vision, UNDP as an organization must evolve, and continually renew itself.
In January I informed the Board that I was due to have a retreat with senior managers to intensify our implementation of UNDP’s Strategic Plan 2008-2013. To chart this pathway forward, a business action plan has been established.
It is a serious management effort aimed at improving UNDP’s performance as a leading development organization and co-ordinator of the UN development system.
Sustained and effective organisational change always requires more than one turn of the wheel. It needs to be deeply embedded in an organization’s DNA – and that requires both persistence and patience.
Over the next two years, the aim is to demonstrate progress through real gains in efficiency, effectiveness, and impact.
The management group has identified seven key areas which require attention to ensure that UNDP is fit for purpose in the 21st century.
Within each of those areas, workstreams have been established with specific outcomes sought from the work.
Steering groups are working, each involving members of the management group and representatives from country offices, regional centres, and headquarters units.
On 4 June I had an in depth conversation with our staff linked around the world to brief them on our change programme.
Throughout each of the seven workstreams we have established our prime focus is on ensuring that we achieve greater development impact and results.
The seven workstreams focus, in no particular order, on :
1. Positioning UNDP as a world-class knowledge-based organization.
This is central to my vision. We must be better at generating, capturing, and sharing the successes and lessons learned from our work across the organization, in order to inform the support and expand the options we can make available to other countries.
We will be taking further steps to capture and codify our knowledge, put the technology platforms in place to make that knowledge widely accessible, and translate that knowledge into useful and timely policy options, tailored to each country’s needs and circumstances.
By sharpening our knowledge niche, we will also help sharpen our focus on those areas where we have the most to offer.
As I mentioned in January, UNDP’s new knowledge strategy sets a goal of better solution sharing. It is supported by a platform called “Teamworks” which allows for the dynamic and real time capture and application of
knowledge. The first wave of activity is underway, with a more ambitious wave set to begin in September.
We are also investing to make this platform a vehicle for linking together relevant knowledge from across the UN system.
2. Measuring and managing by results.
Work in this stream includes ensuring that we support country offices to re-position their programmes to achieve greater focus and impact; and that UN Development Assistance Frameworks and Country Programme Documents are more strategic, with clear and measurable results frameworks which can be evaluated.
Already we are collecting the lessons learned from those country offices which have successfully moved to a more strategic upstream footing. This will help guide others along a similar path.
We also will be shaping incentives which support results-based management, performance, communication, and reporting.
Our goal is to support countries making the strategic and policy choices and building the capacity which will transform their prospects.
All our interventions must have a significant development impact, and be of scale, or be capable of achieving scale. We need to move beyond projects to cumulative efforts which contribute to meaningful change.
Then, as we operate in this way, we need to be able to measure reliably our contributions to outcomes – not simply outputs.
I know next week you will be discussing with the Associate Administrator our evaluation policy. I attach great importance to evaluations, and we will continue to give priority to responding to their findings and to learning lessons at an organizational level from them to inform our interventions.
In the coming years I expect to see a much stronger results-based management culture, and clear communication and reporting on what UNDP is doing.
3. Building new strategic partnerships.
Many of our largest donors are facing budgetary constraints. Their generosity is vital to UNDP, and I remain firmly committed to maintaining and strengthening further our critical relationships with all of them at all levels.
At the same time, our world has for some time been undergoing profound change, and can no longer be neatly divided into donor and recipient countries. The reality is much more complex.
There is a rising number of middle-income and net contributing countries, which are nonetheless still desirous of continuing our support to meet the persistent development challenges they face.
South-South co-operation is playing an increasingly important role in helping countries meet their development challenges, and will continue to do so.
I am pushing UNDP and the UN development system overall to more systematically facilitate South-South co-operation alongside our traditional role of facilitating co-operation between the North and the South.
UNDP’s 135 country offices and presence in 166 countries gives us an unparalleled ability to support South-South exchanges.
In January I informed the Board about UNDP’s new relationship with the Republic of Korea. We are now working on taking our partnerships for development to a new level of engagement with major South-South contributors.
At the same time we are strengthening further our partnerships with the private sector, foundations, and civil society, and are doing the same with key multilateral and regional institutions.
4. Driving greater effectiveness, internal efficiencies, and realigning incentives.
Our central objectives here are to reduce the heavy process burden throughout the organization without sacrificing accountability, and to find sustainable savings through more effective and efficient ways of working.
We will be articulating key roles, accountabilities and relationships across country offices, regional centres and headquarters to ensure effective programme delivery.
Our common internal clients are the country offices, and we must all work in a well co-ordinated way to support them.
We will also be reviewing and reforming policies and procedures to support more responsive operational programme delivery. This will include streamlining and simplifying procurement and ensuring more effective use of ICT systems.
A good example of the kind of change needed was the strategy for fast tracking UNDP’s crisis response. This has been important for making sure we can respond more quickly and effectively to meet the needs of crisis-affected countries.
We have already applied the policies and procedures in nine countries. We are reviewing the experience, with the aim of rolling it out across a broader range of countries.
5. Managing performance and developing staff capacity.
Our dedicated staff forms the backbone of UNDP. It is their efforts, often in very challenging and high-risk locations, which allow us to produce results for those we serve.
That makes it so important that we have a human resource system which allows us always to move swiftly, attract and select those with the best possible and most appropriate skill sets, and get those staff to where and when their talents can be most usefully applied.
We are working to achieve more effective, flexible, and efficient recruitment, placement, and succession planning; staff and career development; and reward and recognition systems. Human resource policies need to be streamlined to give better support to the operational needs of the organization, and to strengthen the human resource management function in country offices.
We are developing a simplified performance appraisal system to ensure we provide better incentives for staff to support strategic results, and also be less time consuming for all concerned. It is expected to be rolled out shortly.
We will also be enhancing the learning opportunities offered to deepen staff competencies to support the effective delivery of UNDP’s programmes. Leadership development and management skills programmes for senior, middle, and entry-level managers will be launched soon. The one for senior managers was already piloted at leading universities.
6. Strategic communications.
We must get better at communicating to wider audiences what it is that we do, how we do it, and what our interventions help achieve.
I have seen for myself many of the wonderful stories UNDP has to tell. But these are not shared widely enough or lucidly told, so that too often our partners are left wondering what we are up to.
We are strengthening our strategic communications with different external partners, and preparing better communication products. To tell our story to diverse audiences in a variety of accessible ways, we are upgrading our website and expanding outreach through multiple channels, like Facebook, Twitter, and YouTube. The positive reaction from the more youthful audiences for these outlets is most encouraging.
We are also continuing to improve how we communicate internally, and will be revamping our intranet.
7. Driving greater UN development co-ordination.
For the UN development system to stay relevant in programme countries, we all have to scale up our activity drawing on the strengths of the whole country team.
We will be reviewing and strengthening our strategic management of the Resident Co-ordinator system, ensuring that we continue to be a trusted leader for the UN development system.
UNDP will do whatever it can to support the coherent and effective engagement of the UN development system in achieving the MDGs and other internationally agreed development goals.
We will provide systematic support to the eight Delivering as One pilot countries, as well as to those voluntarily proceeding down this path, and we will enhance the incentives which encourage UNDP staff to support UN reform.
The seven workstreams in our business action plan are closely connected. An implementation group based in my executive office maintains oversight of them. It identifies emerging issues which need to be addressed, and provides regular updates to the management group.
I look forward to keeping the Board regularly informed about our progress.
The workstreams I have outlined come on top of changes which were already underway, such as those related to contractual reform and preparing UNDP for the introduction of IPSAS.
To promote greater transparency, comparability, and focus on results, we are also working to harmonize the classification of activities and associated costs between UNDP, UNFPA and UNICEF, and to present an integrated budget for UNDP.
As outlined in the Annual Report, important steps have been taken over the past year to improve the safety and security of UNDP’s staff and premises. That will continue to be given top priority.
Next year we will present to the Board a mid-term review of the Strategic Plan. It will take a cross-cutting and in-depth look at evaluations and other reviews related to UNDP’s contribution to development results.
Its findings will feed back into the relevant workstreams underway to ensure that UNDP takes the action required over the remainder of the Strategic Plan period to maximize its development impact.
Resources and Results
The responsibility to lead on UNDP’s change agenda and deliver results ultimately rests with me and with senior management. But we need your support politically, and to ensure that we have the right level of predictable resources to get our job done properly.
To bring about the qualitative change we seek through this action plan, and to meet partners’ expectations of us, it is essential that UNDP has a critical mass of “core” funding.
I am troubled that contributions to our “core” resources decreased in 2009. Current projections for 2010 suggest a continued downward trend. Core contributions reached $1.01 billion in nominal terms, 25 per cent belowthe 2009 annual target set out in the Strategic Plan. The approved resource framework agreed by the Board in 2007 – prior to the economic crisis - seems increasingly illusionary.
By contrast, “non-core” resources entrusted to UNDP remained at a high level, reaching a total of $3.7 billion in 2009. This shows that UNDP continues to be a partner of choice for donors.
Despite tough economic projections, it is important that we meet our income targets for 2010 and beyond. I appeal to all our partners to commit increased core contributions for this year and the remainder of the Strategic Plan.
We look forward to engaging with each of you to discuss concrete measures which can be taken to achieve our core resource targets.
I am enormously grateful to all those partners who have already contributed to UNDP’s core resources and that of its associated funds and programmes for 2010. I extend my particular appreciation to all who were able to pledge on a multi-year basis.
UNDP will continue to ensure the highest standards of accountability and transparency, and will work to ensure that the best use is made of the resources entrusted to us.
Demonstrating results - The Annual Report
I continue to maintain an unyielding focus on results. We must help countries develop sustainably; prevent and recover from crises; promote democratic governance; and reduce poverty and meet the MDGs.
Our cross-cutting and other contributions are also vital to our mission. This applies to South-South co-operation, which I have already mentioned.
It most certainly applies to our work promoting gender equality, including helping to expand women’s economic opportunities; strengthen the legal status of women; and ensure that women’s voices are heard in decision-making. Gender equality is not just an MDG in its own right. It is a crucial means for achieving the other Goals too.
As the Annual Report before you demonstrates, UNDP is contributing to meaningful development results around the world.
We support governments to analyze and understand their national human development challenges. We help them to develop and use diagnostic tools to improve national planning and budget allocations supportive of achieving development results. We partner with countries to implement programmes which test approaches and apply and learn practical lessons.
And, most important, we support the development of national capacities which can help sustain positive outcomes and increase resilience to withstand shocks.
Results like these take years and multiple partners to mature. In response to the Board’s request for outcome level reporting, this year’s Annual Report adopts a new approach.
It combines a high-level account of UNDP’s results across all focus areas with an in-depth analysis of UNDP’s contribution to the achievement of six specific outcomes over a number of years.
Over the course of the entire Strategic Plan period we will be able to cover all the outcomes.
Overall, the pattern of national demand and response by UNDP is broadly consistent with that of last year. Provisional programme delivery remained stable at $4.11 billion in 2009. Delivery to least developed countries increased to $1.7 billion in 2009, or 42 per cent of overall expenditure.
High on my priorities since my appointment has been sharpening UNDP’s focus on poverty reduction and achieving the MDGs. Expenditures in this area stood at $1.18 billion last year, or 29 per cent of overall expenditure.
Over the last decade, UNDP has helped to build popular support for the MDG agenda globally and nationally through development dialogues and advocacy campaigns.
The Annual Report highlights three outcomes of UNDP’s work in this area.
The first relates to supporting national partners in their MDG assessment and planning efforts.
Since 2005, with the support of UNDP, more than sixty countries have prepared MDG-based development plans or Poverty Reduction Strategy Papers. This has helped to transform “vision” documents into strategies with targets and indicators.
MDG-based costing methodologies have been used to identify the resources needed to achieve the Goals and galvanize national support around sectoral plans. For example, Ethiopia’s development plan used a UNDP-supported needs assessment which helped determine the allocation of resources.
The second outcome relates to the implementation of inclusive national development programmes. Strengthening capacity for local development and MDG achievement involves working with sub-national levels of government and civil society.
In Mongolia, as just one example, UNDP and UNCDF have helped develop microfinance institutions, benefiting thousands of rural entrepreneurs and people living in poverty. More than half the clients are women.
UNDP also works to safeguard countries’ development progress in the face of internal and external shocks.
The UNDP-Government of Brazil International Policy Centre for Inclusive Growth, for example, supported Timor-Leste to scale up its social protection schemes.
In March I was able to see India’s Mahatma Gandhi National Rural Employment Guarantee Scheme in action. It provides a right to a minimum of 100 days work a year, benefiting some 46 million eligible households, and has helped to protect the vulnerable during the economic crisis.
UNDP helped design and implement the scheme, and is helping to share this experience with others in the South.
Indeed, as I said earlier, we are endeavouring to support South-South exchanges more systematically across all areas of our work, leveraging from our role as a major development knowledge hub.
The third outcome highlighted relates to UNDP’s important role in halting and reversing the spread of HIV/AIDS.
In more than thirty countries UNDP has helped to create enabling legal environments for scaling up and sustaining effective responses to the HIV epidemic, combating stigma and discrimination, and empowering women.
Between 2003 and 2008, UNDP was a principal recipient for Global Fund programmes in 34 countries. Through these programmes, HIV counseling and testing was provided for 3.5 million people; 100,000 people living with HIV received antiretroviral treatment; and almost seventeen million people were treated for malaria.
UNDP has been able to transfer the principal recipient role to national institutions in 10 countries. Our responsibility is not just to achieve immediate public health outcomes, but to strengthen the national capacity to do so, with the aim of exiting our role as principal recipient when that capacity is in place.
UNDP continues to focus intensely on helping countries deal with a range of environmental threats, including that of climate change.
We continue to call for policies to achieve development goals to be well integrated with those required to address climate change.
This is especially important given the significant financial resources it is estimated that developing countries need to tackle climate change.
The initial $30 billion agreed to in Copenhagen for 2010 – 2012 is a start. If fully materialized and spent wisely on adaptation and mitigation, it can help both tackle climate change and achieve long-term development goals.
While the international climate negotiation process continues, UNDP continues its practical work to help countries address the climate challenge.
The Annual Report examines the outcome of our work to strengthen the capacity of local institutions to address climate change, manage the environment, and expand environment and energy services.
Over the last five years, for instance, funding of more than $90 million has been leveraged by UNDP for the Pacific to support the design and implementation of adaptation initiatives.
In addition to expanding access to energy for the poor, our interventions include helping developing countries to use greener energy sources and cleaner technologies.
With UNDP support for policy frameworks and financial mechanisms which promote energy efficiency, 44 countries avoided about 26 million tons of CO2 emissions last year.
In Croatia, for example, UNDP helped the country improve energy efficiency in the residential and service sectors. That approach is now being replicated in Montenegro.
The UN-REDD Programme, in which UNDP partners with UNEP and FAO, has helped prepare countries like Panama and Viet Nam to benefit from forest carbon financing.
Last month I attended the “Oslo Climate and Forest Conference”. A new interim REDD+ partnership was agreed to by 58 countries. It aims at the rapid implementation of transparent and co-ordinated measures which would reduce deforestation and forest degradation.
Programme countries will look to UN-REDD and the World Bank to help them participate in REDD+, so that they can reduce greenhouse gas emissions from their forests today and achieve development goals in a climate-compatible way.
Underlying all development is the attainment of stability and security.
On our crisis prevention and recovery mandate, the Annual Report focuses on outcomes related to helping countries prevent and cope with natural disasters, and supporting post-crisis recovery.
As natural disasters over the last few months have demonstrated, UNDP’s work to promote disaster risk reduction, build resilience, avoid catastrophic losses, and secure development gains is so vital.
Take the case of Bangladesh, where UNDP and other partners have been working to strengthen national capacities to reduce the risks from disasters. In 1991, 140,000 people lost their lives when a deadly cyclone hit. In contrast, when Cyclone Sidr of similar magnitude hit in 2007, an estimated 4,000 people were killed. While the number of deaths is still considerable, progress has been made.
When a crisis unfolds, UNDP supports government capacity at all levels, socio-economic development, and the co-ordination of the recovery effort.
Last year we provided early recovery assistance to 29 countries. In Afghanistan, Somalia, and elsewhere, we helped create livelihoods and support mechanisms to assist hundreds of thousands of displaced and crisis-affected people to improve their circumstances.
UNDP also takes very seriously its work to support the involvement of women in peacebuilding processes, as we have done, for example, in Colombia and Lebanon, and in combating sexual violence, as we have done in the Democratic Republic of the Congo.
Looking ahead, our challenge is to become more effective at identifying and resolving stresses as they emerge, before they turn violent, and to work more strategically with our partners to build national capacities for crisis management.
Our recovery work in Haiti, not covered by the Annual Report’s timeframe, deserves a special mention.
Within days of the devastating earthquake, UNDP launched a series of early recovery initiatives. Our cash-for-work programme has so far provided short-term jobs to around 100,000 Haitians, 40 per cent of them women. We also supported the post-disaster needs assessment, the development of an aid management system, and the organization of the very successful donor conference in New York on 31 March.
Working together with all our partners, we will continue assisting the government there to realize its vision for a new and better Haiti.
Democratic governance is not one of the six outcomes reviewed this year, but it is a major component of UNDP’s work.
While it is an end in itself, democratic governance also underpins the achievement of the MDGs, the management and prevention of conflict, and the ability to respond to climate change. This area of our mandate claims the largest share of expenditures, 36 per cent, at $1.47 billion.
Around the globe, UNDP supports countries in their efforts to be more accountable and responsive to their citizens.
Our work to improve and sustain electoral systems and processes is well known. Since 2008, we have done so in 58 countries, often with the support of UN Volunteers.
In recent years, UNDP has worked with over ninety countries, at their request, to strengthen their national human rights institutions. We also implement initiatives to support the rule of law and access to justice in a similar number of countries.
In Morocco, for instance, UNDP and UNIFEM are helping to strengthen national judicial capacities to enforce a family code law which granted women greater equality and protection of their rights.
Later this year the twentieth anniversary Human Development Report will be published.
It aims to set out an agenda for keeping the human development concept relevant in our changing world, and will provide valuable insights as we seek to help countries achieve their development results in the years ahead. The indications are that this will be a stimulating report.
To remain relevant going forward, the UN development system needs to draw on its collective strengths to maximize the development impact of its work.
Important in this regard has been the development and recent endorsement of the UNDG’s Strategic Priorities for 2010-2011.
They guide the funds, programmes, and specialized agencies to work more at the policy, sector, and programme levels in all countries.
They prioritise support for the achievement of the MDGs and other internationally agreed development goals.
They highlight the importance of the UNDG’s support to the ninety countries rolling UNDAFs over the next three years, where we can clearly position our support behind national development priorities; to countries which are in or coming out of crisis; and to the Delivering as One countries and those which are voluntarily adopting that approach.
They also prioritise maximizing operational efficiency through harmonizing business practices and making more effective use of common services.
On behalf of the UN system, UNDP administers funds operating in various crisis and development contexts to support coherent and effective UN operations at the country level. The Multi-Donor Trust Fund Office is currently administering $4.5 billion across 32 multi-donor trust funds and more than twenty UN joint programmes in an accountable and transparent manner.
Since the last Board meeting, I have visited two Delivering as One Pilot countries, Tanzania and Viet Nam, and also Papua New Guinea, which has voluntarily adopted this approach.
At the third intergovernmental meeting on Delivering as One last week in Hanoi, country-led evaluations prepared by the pilot countries were presented for the first time.
Recognizing the progress made and the remaining challenges, the Hanoi outcome document states that : “Delivering as One is the future for UN development activities.”
For that to be so, Delivering as One would require the full and unequivocal support of member states and the full UNDG.
We now need to learn the lessons from the pilots and the voluntary adopters, and, consistent with our mandate, allow other countries to benefit from them too. Additional countries continue to come forward to adopt this approach.
The independent evaluation of the Delivering as One pilots as a group should begin soon. Its findings will inform inter-governmental discussions on the future course of UN support to programme countries, including the General Assembly’s comprehensive policy review in 2012.
On the UNDG’s Management and Accountability System, by the end of 2009 UNDP had fulfilled each of its agency-specific commitments in the Implementation Plan.
For instance, UNDP undertook and finalized the revision of the roles and responsibilities of both the Resident Representative and the Country Director functions. It has also put 52 Country Directors in place.
Within the UNDG we are working to ensure that all agencies implement their commitments. The UNDG will be commissioning an independent review to identify where we could all do better.
In the meantime, if any issues relating to the implementation of this System are brought to my attention, I will act to address them.
I know that Member States have been working hard to reach agreement on the different components now being negotiated on system-wide coherence.
The resolution, when adopted, will be of great importance to the UN’s operational activities for development, and we hope that Member States can find common ground to move forward.
The MDG Summit
Let me now say a little about the MDG Summit this September. UNDP has a positive, can-do message : the Goals can be met. There is a range of tried and tested policies which ensure MDG progress. If they are backed by strong global partnerships, the world can achieve the MDGs.
Now, with the 2015 deadline only five years away, political support is needed to re-energize the global MDG effort. I urge you to ensure high level participation from your respective Governments.
The world also needs a concrete MDG action agenda to accelerate progress and reach the Goals.
Over the last few months UNDP has been preparing a strong evidence base for the Summit on what is working to achieve the MDGs. Together with other UN agencies, we have helped over thirty governments prepare in depth national MDG reports.
Drawing on them, we have prepared an “International Assessment” of what it will take to achieve the MDGs by 2015. Released last week, it highlights common MDG success factors, and recurring national and international constraints on MDG achievement. It suggests ways in which all countries can support faster MDG progress and respond effectively to shocks and build resilience.
While any action agenda must be adapted to each country’s unique context, our analysis and experience, thus far, highlights eight common areas and opportunities for priority action.
1. We all need to support country-led development.
To accelerate and sustain progress, development strategies must be locally-owned and based on broad national consensus. Development can thrive when a country’s institutions are responsive and accountable, with the right capacities to implement MDG policies and programmes.
2. We need to foster inclusive economic growth.
Economic growth which is job-rich, and driven by increases in agricultural productivity and rural development, results in rapid reductions in poverty and hunger. A fair distribution of income, assets and opportunities is important, as is a global trade deal which works for poor people and poor countries.
We are also responding to the Board’s call for UNDP to integrate into its work the ILO’s Global Jobs Pact.
3. Expanding opportunities for women and girls is essential, and a key part of the MDG breakthrough strategy the world needs.
Investments in women and girls are not just the right thing to do. They also have intergenerational benefits, and will drive progress across all Goals.
4. We need to target investments in health and education, in clean water and sanitation, and in the professionals who run these services.
This not only saves lives. It lays the foundations for inclusive and sustained economic growth. Healthy and educated people are simply better able to improve their own lives.
5. We need to scale-up social protection and employment programmes and other targeted interventions. These can be enormously helpful in fighting poverty and developing resilience to present and future shocks.
6. Expanding access to energy is so important. As well, in today’s world, growth based on reduced carbon footprints is also vital for our shared planet. To achieve that, a climate deal which generates significant funding for
low-carbon energy and development solutions is essential.
7. Many of the resources needed to achieve the MDGs have to be raised and allocated effectively within developing countries. Scarce resources must be spent well.
8. The international community must deliver on its ODA commitments, and improve the predictability and effectiveness of aid.
Well targeted and predictable ODA is a critical catalyst for meeting the MDGs, and for helping countries to develop the capacities and programmes needed to meet the Goals and to attract private investment and the new sources of climate finance.
Unfortunately, adjusted for growth, ODA delivery by the end of 2010 is projected by OECD to be 38 per cent short of the increase promised at the G8 Summit in Gleneagles.
We hope that Member States negotiating the Summit’s outcome document will agree on an action agenda which reflects the evidence of what works and includes bold initiatives in these priority areas.
UNDP has developed a new diagnostic framework to support MDG breakthrough strategies, and it is now being piloted in a number of countries. It can guide governments and development and UN Country Team partners through a process to identify both constraints on MDG achievement and solutions to speed up and sustain progress.
To reach the MDGs by 2015, we must together embark on five years of accelerated progress.
I thank all Members of the Board for their support in sustaining and guiding UNDP as we advance our change agenda.
With your help, I am confident that we can be an even more relevant, responsive, effective, and efficient organization and trusted leader of the UN development system.