57. Please note that the following documents are advance copies subject to change in the final versions. 44. What would it take for UNDP to become an organization that is driven and funded by home-grown ideas and investors from all around the world? Protection against sexual exploitation and abuse and sexual harassment. We learned from monitoring and evaluation, for example, that UNDPs stabilization and economic revitalization and employment programmes in crisis settings did not sufficiently challenge gender stereotypes or address the differentiated needs of men and women. 83. These new digital platformswillhelp to provide the basis tofurtherunlockthe power of UNDPs knowledge, as the forthcoming Knowledge Strategy will set out. It explains how UNDP will develop our six signature solutions powered by digitalisation, innovation and development financing for greater impact. As the technical lead of the UNs socio-economic response, UNDP led impact analysis contributed to response plans, and helped countries to connect the dots between their COVID-19 response and recovery plans and how to finance them. Support 500 million people to gain access to clean energy. These areas are not enough to deliver on the ambition of this Strategic Plan. At the same time, while our Global Shared Services Centre (GSSC) continues to service our colleagues from other agencies and programmes, including through the provision of payroll services to more than 50 different organizations. And our ability to cover increasing costs including those related to increasing expectations around quality, oversight and accountability is limited. 30. A fundamental next step is to secure partners interest to invest differently, moving beyond funding mostly discrete, individual projects to focus instead on scaled-up, complex portfolios with innovative financing instruments. We have invested time and extensive effort to ensure that our risk management mechanisms and due diligence processes are stronger than ever and robust enough to meet the challenges of the new Strategic plan. Many developing countries especially Small Island Development States (SIDS) and Least Developed Countries (LDCs) stepped up and we saw ambition on the front lines from a bold goal to cut emissions by 82 per cent in North Macedonia to Cambodias pledge to cut deforestation by half by 2030. This is why UNDP has been working hand-in-hand with our sister agencies to complement much-needed humanitarian aid. Our research in Myanmar from the first household survey with national coverage since the military takeover on 1 February 2021 - finds that poverty is likely to return to levels not seen since 2005. This will include through working together to support progress on the recommendations emanating from the Our Common Agenda report where, in a quest to uplift the international communitys commitment to multilateralism, the UN Secretary-General has laid out his strategic vision on the future of global cooperation. I am struck, for example, that while donors have committed to sustaining humanitarian assistance to Sudan, all other assistance has been paused since the October military takeover. Our reliance on highly earmarked resources from a small number of partners challenges our ability to respond to countries development needs. Looking to the UNDP family, during this Executive Board Session, the UN Capital Development Fund (UNCDF), UN Volunteers (UNV) and the UN Office of South-South Cooperation (UNOSSC) are each presenting their new Strategic Frameworks. 74. How we will foster innovation and creativity to help change systems and tackle the hardest challenges standing between us and the SDGs. It provides new, actionable insights and possibilities for policy makers to dive into the implications of vaccine inequity for socio-economic recovery, jobs, and welfare. The Plan describes how the combination of our deep local experience and our rich global network, tapping into countries knowledge and shared experience, delivers value to our partners. Informed by strong risk-management frameworks, this work has benefitted 15.8 million people and allowed more than five million IDPs to return home and rebuild their lives, which is a significant contribution to the countrys on-going transition. The institutional and financial investments that we have made since 2018 including rolling out UNDPs first Digital Strategy; our first Data Strategy; and the People for 2030 Strategy; creating the Sustainable Finance Hub, the Global Policy Network, and the Crisis Bureau; and investing in an extensive Accelerator Labs Network across 115 countries demonstrated our ability to innovate and cut through institutional siloes. And it will help in driving forward the United Nations Integrated Strategy for the Sahel, expanding access to clean, reliable and affordable energy, extending UNDPs stabilization portfolio to help communities affected by governance failures, violent conflict and extremism, and climate-related security risks, and empowering young Sahelians to start new businesses through programmes like UNDPs YouthConnekt Sahel initiative. UNDP supported the recruitment of 32,000 new health care workers; protected nearly one million jobs and doubled its partnerships to address discriminatory gender and social norms. Excellencies, this is the development context of today and tomorrow that gives immediate relevance to the three directions of change of our new Strategic Plan -- leaving no-one behind, building resilience, and supporting structural transformation and to its three enablers: digitalization, strategic innovation, and development finance. 60. Our efforts capitalize on UNDPs strengths and connect local and global action. 23. Supporting governments and communities to rebound from COVID-19 and build forward better. 76. Using our convening power to continue building strategic alliances with marginalized voices and empowering local actors. As part of the humanitarian-development-peace nexus and under the Humanitarian Response Plan, UNDP has put forward programmes to work on durable shelters for returnees and Internally Displaced Persons, provide access to energy to vulnerable groups, stabilize livelihoods through cash for work programmes, and enhancing the protection of civilians in Darfur and other hotspots. 33. It did not last. Prepare more intentionally for a decarbonized, digital future. In part, that is because I know what we have achieved together and what we can continue to achieve together, both in development results and institutional progress. UNDP is also working with the Government to share this technology and expertise with other countries. 82. We would not be here without your strong financial backing. The Climate Promise, our series of Deep Demonstrations, and the UNDP Accelerator Labs are examples of doing investments differently using a multi-country portfolio approach. 59. It draws on assessments, evaluations and audits, and on the lessons of experience, including from our COVID-19 response. In phase one, which is now successfully concluded, we did not take the easy path of quickfixes. UNDPs longstanding partnerships leverage the diverse capabilities, resources and knowledge of our partners. All have found employment post fellowship, and we are in the process of bringing a second cohort on board. UNV has deployed over 10,000 UN volunteers for the first time in its history, serving with more than 55 entities across the UN system in 2021. This is a critical outcome, given that, looking across different assessments, evaluations and surveys, UNDPs nature, climate and energy work is most consistently appreciated by development partners from among all our Signature Solutions, according to the AidData report released in 2021. 68. Excellencies, our current funding model constitutes a risk to achieving the goals set out in our new Strategic Plan. I would also like to thank the European Union, Germany, Sweden, Spain, and Italy: early investors in this work -- alongside new partners such as Belgium and Iceland, as well as all UNDPs crucial core financing partners. We look forward to building on what we have achieved in phase two, to ensure we are ready to meet the developmentchallenges of today and tomorrow. What would it take, Excellencies, for you to fund UNDP at the level of our country programmes, as is the case for other development actors? Excellencies, I stress these examples to you today because it is time to find a way to bend the curve on conflict and crisis and that will require doing things differently than before. The next iteration of our People for 2030 Strategy is now being finalized for rollout as part of the new Strategic Plan. They could cleave societies apart, or they could generate the solutions that will enable societies to flourish together. Coming on-line in 2022, thiswill further improve efficiency, risk management,results and resources planning,as well asmonitoring and impact measurement. [CDATA[/* >