Detailed Information on the
Contribution to the United Nations Children's Fund and Other Programs Assessment

Promoting results-based management in UNICEF meetings, and monitoring progress toward the goals and targets in its Medium Term Strategic Plan (MTSP).

Justifying requested funding for the program on the basis of UNICEF's program and planning documentation.

Measure: Number of countries that have ratified or acceded to the "Optional Protocol to the Convention on the Rights of the Child on the involvement of children in armed conflict." Source: UN Treaty database

Explanation:

Measure: Measles Immunization Global Coverage. (Source: Progress for Children: A World Fit for Children Statistical Review, December 2007).

Explanation:The measure is on a calendar year basis. The measles indicator measures the global percentage of children receiving first-dose coverage of measles-containing vaccines. This indicator is important because measles is one of the leading causes of vaccine-preventable child mortality with 95 percent of deaths occurring in 47 countries. Thus, measuring the prevalence of these vaccines is a good indicator of how well UNICEF is fulfilling its objective of reducing child mortality.

Measure: Number of HIV infected children receiving Antiretroviral Therapy (ART) globally. Source: Baseline based on estimates in the World Health Organization's 3x5 Report.

Explanation:These targets were based on UNICEF's projections of the total number of HIV infected children in 2006. * Source: This figure was presented by UNICEF's Global Chief of the HIV/AIDS Section at the Inter-Agency Task Team Prevention of Mother to Child Transmission Global Partners Forum in Johannesburg, South Africa in November 2007. ** Source: This figure was taken from UNICEF's "Towards Universal Access: Scaling up priority HIV/AIDS Interventions in the health sector 2008 Progress Report." *** Revised WHO recommendations on initiating antiretroviral therapy among children may have implications for calculating the total number of HIV infected children. Therefore, we may need to amend these targets in the near future.

Measure: Diptheria, Pertussis, Tetanus (DPT3) Global Coverage. (Source: UNICEF and WHO Immunization Summary, 2007)

Explanation:The DPT3 indicator measures the global percentage of children receiving the third dose of the DPT vaccine series. DPT3 is the third shot in a three shot series of combined diphtheria, pertussis, and tetanus vaccines. This indicator is important because the vaccine represents the capacity of the health care system to provide a full series of vaccinations that require outreach to the parents and repeated visits to the health care provider. It represents the strength of the system to provide continuing services.

Measure: UNICEF's Management, Administration and Program Support costs as % of total budget

Explanation:Because of the UNICEF calendar, the figures for each fiscal year represent the results of the calendar year before. ** UNICEF reports the proportion of program support costs to its overall budget in its biennial budget submission. An estimate of the actual percentage will be reported at the end of CY 2008, the first year of the current biennium. The final actual percentage will become available at the end of the biennium in CY 2009. The actual percentage reported at the end of the biennium applies to both years. The percentage of program support costs to the overall budget decreases as the organization improves efficiency. It also decreases as the organization experiences periods of rapid growth in contributions causing program support costs to become a smaller proportion of the overall budget, even when program support costs might actually be increasing in real terms.

Is the program purpose clear?

Explanation: UNICEF has adopted five core goals: young child survival and development; basic education and gender equality; HIV/AIDS and children; child protection from violence, exploitation and abuse; and policy advocacy and partnerships for children's rights. These goals are consistent with and supportive of U.S. strategic interests in democracy, prosperity and security.

Evidence: UN decision establishing UNICEF (GA res. 57 (I) (1946)); UN decision making UNICEF a permanent entity (GA res. 802 (VIII)(1953); UNICEF Executive Board decision 2005/18; UNICEF's Medium Term Strategic Plan for 2006-2009

Does the program address a specific and existing problem, interest, or need?

Explanation: The General Assembly created UNICEF in 1946 to meet the emergency needs of children after World War II. UNICEF has broadened its efforts to help children by providing both humanitarian assistance and long-term development aid targeted at children and families. Today, UNICEF is active in 157 countries providing lifesaving programs through low-cost interventions at the national, family, and community levels. Based on the MDGs and in collaboration with national governments to identify the needs of children, programs address children's health, access to water, sanitation, nutrition, basic education, HIV/AIDS, and protection needs. These programs are consistent with U.S. priorities.

Evidence: UN decision establishing UNICEF (GA res. 57 (I) (1946)); UN decision making UNICEF a permanent entity (GA res. 802 (VIII)(1953); UNICEF Executive Board decision 2005/18; UNICEF's Medium Term Strategic Plan for 2006-2009

Is the program designed so that it is not redundant or duplicative of any other Federal, state, local or private effort?

Explanation: UNICEF is the pre-eminent international organization and leading authority on children's issues globally. As a respected authority on children and their well-being, UNICEF typically works through broad partnerships with developing countries, bilateral donors, and non-governmental organizations. UNICEF programs target vulnerable and marginalized children and their families, and are intended to improve the capacity of national governments to respond to their needs. For example, in close partnership with Rotary International, the World Health Organization and CDC/HHS, UNICEF achieved more than a 99 percent reduction in incidence of polio from an estimated 350,000 cases per year in 1988 to under 1900 cases in 2005.

Evidence: UN decision establishing UNICEF (GA res. 57 (I) (1946)); UN decision making UNICEF a permanent entity (GA res. 802 (VIII)(1953); www.unicef.org

Is the program design free of major flaws that would limit the program's effectiveness or efficiency?

Explanation: No known evidence indicates that another approach or mechanism would be more efficient/effective. A variety of evaluations demonstrate improvements in efficiency over time.

Evidence: UNICEF's Evaluation and Research Database; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); UNICEF's Medium Term Strategic Plan for 2006-2009

Is the program design effectively targeted so that resources will address the program's purpose directly and will reach intended beneficiaries?

Explanation: UNICEF reviews and revises its strategic framework every four years to ensure the system of distribution of available resources is in line with organizational priorities and reflects the needs of children and their families. At the country level, UNICEF works with government and civil society to implement and continually assess programs. USG contributions are based on a consideration of the direction and effectiveness of UNICEF's program. In addition to contributing to regular resources, the USG makes contributions to specific projects, for which we provide clear specifications for the expenditure of the funds and closely monitor and evaluate the projects funded. Before the USG disperses funds for specific projects, UNICEF must sign and return a letter accepting the USG's restrictions on use of the funds and financial reporting requirements.

Evidence: UNICEF's Evaluation and Research Database; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); UNICEF's Medium Term Strategic Plan for 2006-2009

Does the program have a limited number of specific long-term performance measures that focus on outcomes and meaningfully reflect the purpose of the program?

Explanation: The Millennium Development Goals (MDGs) apply directly or indirectly to UNICEF's mandate which includes, among other things: eradicating extreme poverty and hunger; achieving universal primary education; promoting gender equality and empowering women; reducing child mortality; improving maternal health; combating HIV/AIDS, malaria and other diseases; and ensuring environmental sustainability. The State Department was key in contributing to and approving the Millennium Development Goals that UNICEF's has incorporated into its planning process.

Evidence: UNGA Millennium Declaration; Millennium Development Goals; UNICEF's Medium Term Strategic Plan 2006-2009; www.unicef.org

Does the program have ambitious targets and timeframes for its long-term measures?

Explanation: The Millenium Development Goals are time-bound goals. For example, goals related to eradication of extreme poverty and hunger, reducing infant mortality, and improving maternal health are to be achieved by 2015. These goals relate directly to UNICEF's core priority concerning young child survival and development.

Evidence: UNGA Millennium Declaration; Millennium Development Goals; UNICEF's Medium Term Strategic Plan for 2006-2009; www.unicef.org

Does the program have a limited number of specific annual performance measures that can demonstrate progress toward achieving the program's long-term goals?

Explanation: UNICEF has adopted five core goals: young child survival and development; basic education and gender equality; HIV/AIDS and children; child protection from violence, exploitation and abuse; and policy advocacy and partnerships for children's rights. All five goals are evaluated annually and are reflected in UNICEF's Medium Term Strategic Plan which includes strategies, key results, key organizational performance indicators, and targets for each of the five core goals. For example, UNICEF's annual Preventing Mother-to-Child Transmission of HIV Progress Report Card will include the number of children who receive retroviral therapy world-wide. Additionally, UNICEF's field level presence and country level process allows for strenuous review, collaboration and assessment to measure performance. These are consistent with both long-term U.S. foreign policy objectives and UNICEF's mission.

Evidence: UNICEF's Medium Term Strategic Plan for 2006-2009; www.unicef.org

Does the program have baselines and ambitious targets for its annual measures?

Explanation: UNICEF's Medium Term Strategic Plan for 2006-2009 includes strategies, key results, key organizational performance indicators, and targets for each of the five core goals.

Evidence: UNICEF's Medium Term Strategic Plan for 2006-2009; www.unicef.org

Do all partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) commit to and work toward the annual and/or long-term goals of the program?

Explanation: The U.S., UNICEF, and other member states are committed to the annual and long-term program goals. One example is the Roll Back Malaria initiative in which UNICEF has partnered with other international organizations (such as WHO, UNDP, and the World Bank) as well as national governments (such as the U.S.) with the goal of halving the world's malaria burden by 2010. The U.S., as the largest donor and member of the Executive Board, plays an active role in setting program and management policies for the organization. In addition to funding for UNICEF's regular resources, the USG also makes earmarked contributions to UNICEF for specific projects (such as the Roll Back Malaria initiative) with specific criteria outlined in letters between the USG and UNICEF. While UNICEF reports on its programs and performance, State continues to work with UNICEF to refine the reporting process to clearly demonstrate whether the goals are being met and ensure that these reports are available to the public. In addition, annual consultations between the U.S. Government (including the Department of Health and Human Services and the Centers for Disease Control, USAID, and the Department of State) and UNICEF have resulted in stronger dialogue and cooperation. Consultations between USAID's Office of Foreign Disaster Assistance and UNICEF have led to a streamlined awards process enabling UNICEF to respond more quickly in humanitarian crises. Consultations between USAID's office of Global Health and UNICEF have improved joint child survival programming, such as the President's Malaria Initiative. During UNICEF's Executive Board meetings, U.S. delegation members hold formal bilateral meetings with UNICEF officials to discuss issues in a constructive manner.

Evidence: UNGA Millennium Declaration; UNICEF's Medium Term Strategic Plan for 2006-2009; UNICEF's annual report The State of the World's Children; UNICEF's annual Humanitarian Action Report; Roll Back Malaria; www.unicef.org

Are independent evaluations of sufficient scope and quality conducted on a regular basis or as needed to support program improvements and evaluate effectiveness and relevance to the problem, interest, or need?

Explanation: All UNICEF programs and activities are subject to evaluation - UNICEF conducts nearly 1000 studies, surveys, and evaluations each year. UNICEF's Evaluation Report Standards creates a transparent tool for quality assessment of evaluation reports. The UNICEF Evaluation Report Standards draw from and are complementary to key references on standards in evaluation design and process increasingly adopted in the international evaluation community. UNICEF's website includes an Evaluation and Research Database that includes reports from 2000 to the present. UNICEF recently issued a report on its evaluation function for the Executive Board's consideration. In addition, the U.S. has an independent representative who sits on the UN Advisory Committee on Administration and Budgetary Questions (ACABQ), which does an annual review of the UNICEF program and budget. In addition, the Government Accountability Office (GAO) issues reports on US participation in UNICEF and the effectivenss of the organization's programs.

Evidence: UNICEF Evaluation and Report Standards; UNICEF's Evaluation and Research Database; Report on the Evaluation Function of UNICEF; Millennium Development Goals; www.unicef.org; GAO rpt 06-147R

Are Budget requests explicitly tied to accomplishment of the annual and long-term performance goals, and are the resource needs presented in a complete and transparent manner in the program's budget?

Explanation: UNICEF's resource programming needs are presented in its biennial budget and individual Country Programme Documents. State Department budget requests for UNICEF are based partly on recent historical levels, partly on the calculation that U.S. funding levels leverage funds from other donors, but largely on the importance of UNICEF's programs to U.S. interests. In addition, the IO Bureau Performance Plan has an efficiency indicator with measurable targets. However, the State Department's request for UNICEF funding does not adequately link with it's program and planning documentation.

Evidence: State IO FY 07 budget request for UNICEF; IO BPP; UNICEF's Biennial Support Budget for 2006-2007; select County Programme Documents; www.unicef.org

Has the program taken meaningful steps to correct its strategic planning deficiencies?

Explanation: UNCIEF conducted a Mid-Term Review of the Medium Term Strategic Plan in 2004, and a similar review is planned for 2008. UNICEF's decentralized system of evaluation is unique within international organizations. UNICEF conducts evaluations at three levels: the local activity or project level; the country programme of cooperation level; and the organizational management level, including the organization's own organizational performance. The Medium Term Plan embodies UNICEF's main program planning process under results-based planning and budgeting principles. The Executive Director reports on evaluation matters in her annual report to the Executive Board. In addition, UNICEF submits to the Executive Board a summary of the outcome of mid-term reviews and major evaluations of country programmes. A Mid-Term Review of the Medium Term Strategic Plan for 2002-2005 was held in 2004, and a Mid-Term Review of the Medium Term Strategic Plan for 2006-2009 will be held in 2008. . Country programme evaluations include, in part, results achieved, lessons learned, and the need for any adjustments to the programme. UNICEF also works with sister UN agencies to forecast trends, adapting programs as needed.

Evidence: Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); Report on the Evaluation Function in the Context of the Medium Term Strategic Plan; 2006 Annual Report of the Executive Director; UNICEF's Evaluation and Research Database; www.unicef.org

Does the agency regularly collect timely and credible performance information, including information from key program partners, and use it to manage the program and improve performance?

Explanation: State has several channels to collect timely and credible information. State uses the Executive Board and bilateral forums to discuss, review, and manage UNICEF policies, programs, and performance. The Executive Board, of which the U.S. is a member, makes decisions on the organization's strategic policy direction and resource requirements. Information that is collected through UNICEF evaluations and key performance indicators system is presented to the Executive Board and is used by management to make decisions regarding the programs and activities and make adjustments as necessary. UNICEF management is also responsible for presenting a response to any evaluations findings regarding how any recommendations are to be implemented. In addition, UNICEF holds regular consultations with various USG agencies (such as USAID, the Department of State, and the Department of Health and Human Services and the Centers for Disease Control). There are formal consultations on an annual basis that cover UNICEF's overall progress, and there are informal consultations on an ad hoc basis that cover individual projects or issues.

Evidence: Report on the Evaluation Function in UNICEF; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); UNICEF's Evaluation and Research Database; www.unicef.org

Are Federal managers and program partners (including grantees, sub-grantees, contractors, cost-sharing partners, and other government partners) held accountable for cost, schedule and performance results?

Explanation: State IO program managers' job elements require them to promote and achieve U.S. objectives for UNICEF (including cost, schedule, and performance results), and their performance ratings are based on how well they fulfill their job elements. Federal managers do not directly manage UNICEF programs, but instead work with UNICEF and through the Executive Board to achieve U.S. objectives. Internally, UNICEF links its annual staff performance evaluation reports directly to performance results related to supporting the agency's mission. In addition, UNICEF and the Executive Board have several other evaluation tools including UNICEF's annual global and country reports, and UNICEF's biannual Mid Term Review, which examines results related to UNICEF achieving its medium term strategic plan. These various reviews are then utilized by UNICEF in its programmatic decision making process. The Executive Board, of which the USG is a member, approves the work plan including performance, schedule, and cost factors. The USG manager of UNICEF is responsible for achieving USG goals related to the implementation of UNICEF's mission, which is reflected in the performance evaluation of the U.S. manager. UNICEF's Executive Board has 36 members, operates by consensus, and is responsible for overseeing the agency's activities and approving its policies, country programs, and budgets. Individual Executive Board members wield significant power over programmatic decisions with their ability to block consensus. As a major donor, the U.S. exercises additional influence in the organization.

Evidence: Job elements for Federal managers; UNICEF Performance Evaluation Report; UNICEF Executive Board documents; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); 2005 Annual Report

Are funds (Federal and partners') obligated in a timely manner, spent for the intended purpose and accurately reported?

Explanation: The State Department obligates the funds in its account in a timely manner, following which payment is made to UNICEF. UNICEF allocates resources to program countries on the basis of a biennial budget and Country Programme Documents, all of which are approved by the Executive Board. UNICEF obligates its funds in a timely manner and for the intended purposes as defined in the biennial budget and Country Programme Documents. Also, UNICEF is required to provide financial reports on all funds the USG contributes for particular projects.

Evidence: UNICEF's Biennial Support Budget 2006-2007 and corrigendum; select Country Programme Documents; www.unicef.org

Does the program have procedures (e.g. competitive sourcing/cost comparisons, IT improvements, appropriate incentives) to measure and achieve efficiencies and cost effectiveness in program execution?

Explanation: UNICEF has procedures, including an internal audit function, to measure and achieve efficiencies and cost effectiveness of programs. UNICEF follows well-established UN procedures for competitive sourcing. In addition, the U.S. has an independent representative who sits on the UN Advisory Committee on Administration and Budgetary Questions (ACABQ), which does an annual review of the UNICEF program and budget. The IO Bureau Performance Plan has an efficiency indicator with measurable targets.

Evidence: Internal Audit Activities in 2004; UN Advisory Committee on Administration and Budgetary Questions; IO BPP; www.unicef.org

Does the program collaborate and coordinate effectively with related programs?

Explanation: As a respected authority on children and their well-being, UNICEF typically works through broad partnerships with developing countries, bilateral donors, and non-governmental organizations. At headquarters UNICEF is a member of the UN Development Group (UNDG). The UNDG includes twenty-five UN agencies and works to improve the effectiveness of UN development at country level. In the field, UNICEF is active within the UN country team and in Theme Groups (such as the HIV/AIDS theme group), which work to ensure a collaborative and coordinated effort amongst UN agencies. UNICEF has played an important role in the UN's new cluster approach to humanitarian crises. Following the South Asian earthquake, for example, UNICEF led the clusters for water and sanitation, education, protection, and data communications. It also shared the cluster lead for food and nutrition with the World Food Programme. The State Department, along with other USG agencies, is monitoring the effectiveness of the cluster approach and of UNICEF's participation in this new approach.

Evidence: UNICEF Humanitarian Response to Recent Crises (9 December 2005); www.unicef.org

Does the program use strong financial management practices?

Explanation: The Federal Managers' Financial Integrity Act (FMFIA) requires agencies to establish management control and financial systems that provide reasonable assurance that the integrity of federal programs and operations are protected. It also requires that the head of the agency, based on an evaluation, provide an annual Statement of Assurance on whether the agency has met this requirement. The State Department evaluated its management control systems and financial management systems for the fiscal year ended September 30, 2005. This evaluation provided reasonable assurance that the objectives of the FMFIA were achieved in FY 2005, and formed the basis for the Secretary's Statement of Assurance. In addition to the evaluation documents discussed in previous sections, UNICEF provides an annual report to the Executive Board on internal audits conducted by UNICEF's Office of Internal Audit (OIA). In 2004, for example, the OIA conducted 35 audits: 29 field audits; 4 headquarters audits; one audit on the termination of UNICEF activities and handover assets related to the Oil-for-Food Programme in Iraq; and one global summary report.

Evidence: Department of State FY 2005 Performance and Accountability Report; UNICEF's Internal Audit Activities in 2004; Strengthening Management in UNICEF; UNICEF's Evaluation and Research Database; www.unicef.org

Has the program taken meaningful steps to address its management deficiencies?

Explanation: In preparation for the Medium Term Strategic Plan for 2006-2009, UNICEF commissioned a report on management issues within UNICEF. That report, Strengthening Management in UNICEF, listed five areas for attention: managing for results; process management; accountability; managing resources; and external environment. UNICEF and its Executive Board considered the report's findings in drafting the Medium Term Strategic Plan, which took effect this year. For example, the report noted that the success of the Medium Term Strategic Plan would depend on improving the human resource base of UNICEF to one that truly manages by results for women and children on the ground. Subsequently, the MTSP included strategies to enhance recruitment and human resources management in a supportive work environment and to strengthen organizational learning and staff development. UNICEF will conduct a Mid-Term Review of the Medium Term Strategic Plan in 2008, as it did for the previous Medium Term Strategic Plan in 2004.

Evidence: Strengthening Management in UNICEF; UNICEF's Medium Term Strategic Plan for 2006-2009; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); www.unicef.org

Has the program demonstrated adequate progress in achieving its long-term performance goals?

Explanation: Progress on the Millennium Development Goals (MDGs) is on-going. UNICEF has demonstrated its commitment to achieving the MDGs throughout its programming. Achieving the MDGs, however, will require a concerted, joint effort by national governments, the entire UN system, other international organizations, and other non-governmental and private organizations.

Evidence: UNICEF Medium-Term Strategic Plan for 2006-2009; Millennium Development Goals; UNICEF's The State of the World's Children 2006; www.unicef.org

Does the program (including program partners) achieve its annual performance goals?

Explanation: UNICEF's Medium Term Strategic Plan for 2006-2009 includes strategies, key results, and targets for each of its five core goals. The document also includes Result Matrices for each of the five core goals. Although this is the first year for this plan, the core goals are tied to UNICEF's on-going mission and the Millennium Development Goals. In 2004 UNICEF issued a Mid-Term Review for its Medium Term Strategic Plan for 2002-2005, and in 2008 it will issue a similar report for the current Medium Term Strategic Plan. In the Executive Director's Annual Report and in The State of the World's Children, UNICEF provides statistical tables on basic indicators (including under-5 mortality rate), nutrition, health, HIV/AIDS, education, demographic indicators, economic indicators, women, child protection, on UNICEF performance and on the rate of progress.

Evidence: UNICEF's Medium Term Strategic Plan for 2006-2009; Report on the Mid-Term Review of the Medium Term Strategic Plan (2004); Millennium Development Goals; The Millennium Development Goals: They are about Children; UNICEF's The State of the World's Children 2006; www.unicef.org

Does the program demonstrate improved efficiencies or cost effectiveness in achieving program goals each year?

Explanation: UNICEF monitors its efficiency and cost effectiveness on an ongoing basis using multiple performance indicators. One such indicator is the ratio of management, administration and program support costs as a percentage of its total budget. The table below demonstrates UNICEF's improved performance by comparing the target percentage with the actual percentage: 2002-2003: Target of 23.5%; Actual of 20.1% 2004-2005: Target of 21.4%; Actual of 17.3% 2006-2007: Target of 18.3% The improvement between the target percentage and the actual percentage for biennia 2002-2003 and 2004-2005 is a direct result of UNICEF substantially increasing its throughput (total regular resources and other resources expenditures) from $2.75 billion in 2002-2003 to $3.81 billion in 2004-2005, while maintaining its support budget costs at or below plan levels. The 18.3% target set for biennium 2006-2007, although higher than the actual achieved in biennium 2004-2005, is considered ambitious. This is because the throughput in 2004-2005 was favorably impacted by the record expenditures related to the tsunami and South Asian earthquake emergencies in 2005. Also, UNICEF's Executive Board has approved a Biennial Support Budget for 2006-2007 with a 10.8% increase in management administration and programme support costs over that in the 2004-2005 budget. At the same time, the regular resources and other resources programme expenditures are planned to increase by 33.8% over the planned 2004-2005 budget. (Note: Above figures have changed from those provided in 2004 to reflect the 2006-2009 Medium Term Strategic Plan. They are the standard key performance indicators for annual reporting to the Executive Board and are for the biennium.)

Evidence: UNICEF's Financial report and audited financial statements for the biennium ended 31 December 2003 and 31 December 2005; UNICEF's Interim financial statement for the year ended 31 December 2004, the first year of the biennium 2004-2005; UNICEF's Biennial support budget for 2006-2007; www.unicef.org

Does the performance of this program compare favorably to other programs, including government, private, etc., with similar purpose and goals?

Explanation: UNICEF is the leading authority on children's issues globally. Active in 157 countries and territories, UNICEF enjoys especially strong name-recognition through programming and fundraising efforts (such as greeting card sales and Trick-or-Treat for UNICEF). Because of its expertise and presence on the ground, UNICEF has played an important role in the UN's new cluster approach to humanitarian crises. In addition, UNICEF has retained a procurement function that supports not only its own programs, but provides rapid and cost-effective delivery of medicines and materials in support of national and international efforts.

Evidence: 2006 Annual Report of the Executive Director; UNICEF's Humanitarian Response to Recent Crises (9 December 2005); Procurement Services; www.unicef.org

Do independent evaluations of sufficient scope and quality indicate that the program is effective and achieving results?

Explanation: UNICEF evaluation documents indicate that the program has improved its efficiency and effectiveness and has taken steps to address deficiencies. For example, in 2004 UNICEF issued a Mid-Term Review of the Medium Term Strategic Plan for 2002-2005. One finding of the Review was that UNICEF should widen the priority area for girls' education to give greater focus to quality education and to address a wider range of equity concerns. In response to this finding, instead of having a priority area for girls' education, the Medium Term Strategic Plan for 2006-2009 has a priority area for basic education and gender equality. In addition, UNICEF continues to work with other UN agencies to improve the UN's overall effectiveness, such as the simplification and harmonization process with UNDP/UNFPA and the cluster approach to humanitarian crises.

Evidence: UNICEF's Evaluation and Research Database; Report on Mid-Term Review of the Medium Term Strategic Plan (2004); UNICEF's Medium Term Strategic Plan for 2006-2009; Background document on Simplification and Harmonization, with a special focus on the programming process (January 2006); UNICEF Humanitarian Response to Recent Crises (9 December 2005); www.unicef.org