(2nd meeting) Executive Board of UNDP, UNFPA and UNOPS (Second regular session 2026)
Economic and Social Council
Date: 24 August 2026
Language: English
Transcript: https://transcripts.un.org/en/asset/k17/k17fex6nlu
Transcripts available through this tool are created by using automatic speech recognition and are not official records nor official documents of the United Nations. Official records and official documents are available on the Official Document System of the United Nations.

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Executive Board Secretariat · Secretariat [16:17]:

Distinguished delegates, colleagues, please take your seats. The session will resume immediately. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [17:01]:

Good afternoon, colleagues. I declare open the second meeting of the regular session 2026 of the Executive Board of UNDP, UNFPA and UNOPS. We will now proceed to agenda item three, UNDP structured funding dialogue. Under this item, the Board will consider the structured dialogue on financing the results of the UNDP strategic plan and the annual review of the financial situation of the United Nations Capital Development Fund for 2025. I am very pleased to welcome to the podium Ms. Suzanne Brown, Assistant Administrator and Director, Bureau for External Relations and Advocacy of UNDP, Ms. Linda McGuire, Assistant Administrator and Director, Bureau for Management Services, UNDP, Mr. Pradeep Kurukula Suriya, Executive Secretary, UNCDF, and Mr. George Kuriakou, Chief Financial Officer for UNDP. Colleagues, this item is scheduled to conclude at 4:00 PM. I'm therefore encouraging delegations to keep their interventions concise so that we may accommodate as many speakers as possible. Delegations unable to take the floor may submit their statements through e-statements. Any outstanding questions may also be shared with the Executive Board Secretariat for transmission to UNDP and UNCDF as appropriate. We move straight into the presentations. I give the floor now to Ms. Brown.


UNDP · Assistant Administrator and Director, Bureau for External Relations and Advocacy · Suzanne Brown [19:10]:

Thank you, Chair. Excellencies and colleagues, welcome to this year's Structured Funding Dialogue. As we know, the development finance landscape is undergoing a structural shift. In 2025, official development assistance fell by a record 23.1%, with a further decline expected in 2026. The UN system is particularly exposed. Core funding to the UN system fell by 27%, but development and humanitarian needs continue to grow. At the same time, there are new pools of capital emerging through MDBs and vertical funds. And for UNDP, this creates a dual imperative to protect the flexible funding, the core funding that sustains our capabilities and position ourselves to access new sources of finance. Despite these pressures, UNDP has continued to deliver at scale. Over the 22 to 25 strategic plan, we mobilized together, you and us and partners, $19.6 billion for sustainable development, reaching 91% of our resource plan. And most importantly, the resources translated into results from jobs and livelihoods to stronger governance, women's empowerment and digital transformation. None of this would have been possible without strong and trusted partnerships, and we want to thank all of you. Your continued confidence and support enabled UNDP to sustain delivery through an exceptionally difficult year for development financing. Our funding partnerships are broad and diverse. They span core contributors, program countries, vertical funds, UN pooled mechanisms, and many others. And that diversity is a very important source of resilience. We're especially grateful to our core contributors and partners with multi-year agreements. This flexible and predictable support allows us to respond when needs are greatest and provides the institutional foundation on which our wider partnerships depend. We're also very grateful to UNDP's program country partners who in 2025 increased their own development financing to $1.588 billion. This is little remarked, it's little noticed, but it's immensely important. And I'll give you a comparison. Donor countries made up around 36% of the 2025 annual contribution. and programme countries made up around 32% of the 2025 contribution. We recognise that difficult fiscal choices are facing many member states and our appeal is therefore not just for more funding, but for better funding. Where additional resources are not possible, we ask partners to consider prioritizing core and to give greater flexibility within existing contributions rather than the trend to tight earmarking. Turning now to my colleague Linda McGuire, who'll take us through the UNDP financial position and show you why the quality of that funding matters for our ability to sustain delivery. Thank you, Chair.


UNDP · Assistant Administrator and Director, Bureau for Management Services · Linda McGuire [22:44]:

Thank you, Susan. Mr. President, distinguished members of the executive board, colleagues, UNDP continues to deliver at scale. In 2025, program expenses exceeded 4.9 billion US dollars, the highest level in more than a decade. But the most consequential financial issue facing UNDP today is a continued decline in core resources. In 2025, core contributions fell to 442 million, just 9% of total contributions. This marks the first time in UNDP's six decades of existence that core's share has fallen below 10%. UNDP is still mobilizing and delivering approximately $5 billion each year, but the flexible funding that sustains this scale is eroding. core enables UNDP to maintain a universal country presence, provide policy and crisis response capacity, and safeguard independent oversight and quality assurance. Even with further reductions to UNDP's central and regional footprint, closing the remaining institutional funding gap would require nearly doubling either the effective cost recovery rate or our delivery. Funding quality therefore directly affects our presence, institutional integrity and ability to deliver at scale. UNDP has taken action to address this challenge. Most consequentially, we reduced 354 personnel across headquarters locations, representing 11.5% of our active workforce. We have also imposed tighter controls travel events recruitment and vacancies relocated functions and invested in broader operating model and footprint reforms these measures strengthen efficiency but efficiency gains and cost recovery cannot replace predictable core funding sustaining country presence is also a shared financing responsibility as you will see Annex 4 sets out the proposed Glock plus solution to clarify contributions, build predictability through country program planning, and strengthen collections. Turning briefly to UNDP's 2025 financial results, to note that the $0.2 billion gap between total expenses and revenue reflects implementation of activities financed from earlier contributions, not a structural operating deficit. Accumulated balances remain largely committed under signed agreements, not unrestricted cash. And further detail is in annex one. In conclusion, UNDP can continue delivering, but only if institutional platform beneath that delivery remains viable. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [25:48]:

I thank both Ms. Brown and Ms. McGuire for their presentations. I move straight on to give the floor to Mr. Kurukula Surya for his presentation. Thank you.


UNCDF · Executive Secretary · Pradeep Kurukulasuriya [25:59]:

Excellencies, distinguished members of the board, I'm pleased to offer a statement in view of the review of the financial situation of UNCDF in 2025. Let me be candid. UNCDF has reached a moment of consequence. FFD4 made clear the need to mobilize capital for LDCs perceived as high risks. It also recognized the unique role that UNCDF has to play in financially risking underserved markets. And that was done because of the recognition that without that type of financial de-risking, no amount of pipeline development will be sufficient to crowd in private sector capital that severe called for. The evidence for that is clear. Now, four years ago, confidence in this organization began to wane. When I came in two years ago, I understood why. we responded with actions. And the result today is an organization with two years of audit, performance audit, clean performance audits, balanced books, a renewed focus to address the capital gap that is essential to meet the market development and capital flows necessary for LDCs to meet their development needs. In 2025, we began to function true to mandate. The proportion of capital deployed to LDCs grew. We answered the call to support the UN development system. the MPTF is the largest single funding instrument. We're scaling up our partnerships with other UN organizations. That said, co-funding is not moving in the required direction and I would fail in my responsibility if I did not sound the alarm. Co-funding today is below five million against an annual requirement of 15 million. Six member states have responded to date. Six. To Switzerland, Luxembourg, the Netherlands, Austria, China, and Thailand. Thank you. However, the limited amount of core we currently have risks undermining governance. I cannot make it clearer. The remaining resources we do receive largely arrive as earmarked, and as that share grows, priorities increasingly follow those resources. What that means is that the board risks having less room to shape the institution it governs. Now I do not believe that that is the future you intend, yet without action it is certainly the future we are shaping. And I have to admit it is challenging to meet needs of the underserved with this type of limited core. If barriers remain, please name them. If doubts remain, test us. And if further changes are required, guide us. We are ready. So please take this proposition back to your capitals, Join the six who have already shown support. For if you want UNCDF to effectively function in support of F2D consensus, fund the part that makes it yours. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [29:03]:

I thank Mr. Kurucu Lasaria for his presentation. A sobering one it was. Colleagues, the floor is now open for statements or questions. And I remind you, given the limited time available, Please keep your interventions concise. I will give the floor first to the distinguished Deputy Permanent Representative of Nepal on behalf of the LDC Group. You'll be followed by Chad and then Switzerland.


Nepal · LDCs · Deputy Permanent Representative [29:36]:

Thank you, Mr. President. I have the honor to deliver this statement on behalf of the group of least developed countries. The group thanks the executive secretary for presenting UNCTFs financial situation for 2025. We welcome the progress made in restoring the organization's financial position and program delivery after a difficult period. For LDCs, this recovery does matter. Our countries are facing declining development assistance, growing debt burdens, and repeated climate and economic shocks. Private investment remains limited, particularly outside major cities and established sectors in many of our countries, even sound enterprises and even important local investment struggle to obtain finance on reasonable terms, even CDF was created to work in precisely these conditions. Its ability to provide grants, loans, and guarantees gives the United Nations a practical means of supporting markets where risk is high and finance remains scarce. The group therefore welcomes the renewed emphasis on UNCDF's capital mandate. We also welcome 40% increase in revenue reported for 2025. At the same time, much of this funding is earmarked and linked to multi-year agreements. Only 4.2% of contributions received directly by UNCDF were core. These figures show that the improvement in overall revenue has not yet given UNCDF sufficient flexibility to respond to demand from program countries. Mr. President, preparing investments in LDCs requires sustained engagement with governments, local financial institutions, and enterprises. It also requires staff on the ground and resources to develop proposals into transactions. This work cannot depend entirely on short-term or narrowly earmarked projects. The group therefore encourages partners to increase core funding for UNCDF, we also call for contributions that UNCDF can deploy through guarantees, consistent loans and other financial instruments, these two forms of support serve different purposes and both are needed. We underscore that the new strategic framework's commitment to serve developing countries, particularly LDCs, must be reflected in resource allocation and capital deployment. The group welcomes the policy to capital investment facility being developed by UNCDF and UNDP. UNDP's country presence can help identify priorities and support the policy environment, while UNCDF can structure and deploy the financing instruments needed to take those priorities forward. In this regard, we would like to hear from the Executive Secretary how will the policy to capital investment facility work through UNDP country offices to identify and develop investment opportunities in LDCs and what support is now required from board members to ensure that it has capital to deploy. We would also stress that access to the facilities would be straightforward for LDC governments. It should respond to nationally determined priorities and complement rather than create another layer alongside existing country processes. The group further welcomes UNCDF's commitment to provide tailored support to countries graduating from LDC category. Graduation reflects an important achievement, but it does not immediately remove structural vulnerabilities. Hence, UNCDF can help ensure that investment, financial institutions, and local markets are strong enough to sustain progress after graduation. In closing, Mr. President, the LDCs stand ready to work closely with UNCDF, UNDP, and other partners to develop country pipelines and bring forward investment opportunities. for this, we need the resources to match that demand. We call upon Member States and development partners to support UNCDF with core resources and deployable capital so that its recovery can translate into greater investment in the countries it is mandated to serve. I thank you.


UNDP/UNFPA/UNOPS Executive Board · President [33:18]:

I thank the distinguished representative of Nepal. I now give the floor to Chad.


Chad · African members of the Executive Board [33:25]:

Mr. Chair, I have the honor to deliver this statement on behalf of the African member state of the executive board, namely, Cote d'Ivoire, Madagascar, Mozambique, Nigeria, Rwanda, Tunisia, Zambia, and my own country, Chad. African member states are following this dialogue with particular attention as it takes place just as we have begun to implement the 2026-2029 strategic plan in a global context marked by budgetary constraint and multiple crises. We welcome the publication of the report, which provides a transparent and candid assessment of our programme's financial situation, offering up-to-date information on the structured dialogues on financing, an overview of resource trends and progress made under the previous strategic plan, and estimates of projected resource for the current strategic plan. The African member state commands the effort made by UNDP to achieve 91% of the commitment made under its funding pact for the previous strategic plan and to promote reform of the UN development system within the framework of the UNAT initiative. However, African member state express serious concern regarding the predictability, stability, and quality of funding. The data presented in the report are striking. For the period covered, the report indicates a 24% decrease in regular resources, bringing them down to just 9% of total contributions and falling short of the 30% target set in the funding compact. African member states note that in addition to this particularly alarming trend, there is an increasing need for resources to address the many multidimensional and interconnected challenges facing countries, particularly on the African continent. In this context, UNDP remains an indispensable strategic partner for our countries. To enable UNDP to effectively fulfill its mandate, specifically the 2026-2029 strategic plan, African member states emphasize the strategic importance of financing and the central role of this dialogue in addressing challenges related to the financing architecture of the UN development system, with a view to improving the quality, predictability, and transparency of financing. The current strategic plan and the integrated resource plan, as well as the integrated budget, were developed taking into account lessons learned from the implementation of the previous strategic plan, as well as economic outlooks. Despite the realistic ambition and budgetary prudence that characterize the current strategic plan, challenges remain. With total available resource estimated at 23.8 billion, of which only 1.9 billion comes from regular resources, we remain far from the goals of the funding compact. We call for regular resource to account for 30% of total contribution. African member state remain convinced that our discussion will help clarify the concerning funding situation and build confidence. In this regard, we call on all member states to reverse the current trend by significantly increasing their contribution to NDP's regular resources, a prerequisite for honoring the commitment made under the financing compact. With this in mind, we command the donors who have honored their commitment and concluded multi-year funding agreements. African member states support and encourage UNDP to continue and intensify its resource mobilization strategy, as well as its efforts to stabilize and increase regular resources. These efforts to improve quality and predictability must be carried out while preserving the intergovernmental nature of UNDP, as well as its independence and neutrality. African member states also emphasize that funding windows remain the UNDP's primary instrument for flexible financing after regular resources. However, they also note a downward trend in this contribution. African member state commands the UNDP for its efforts to overhaul the architecture of the funding windows and encourage it to redouble its efforts in this regard in order to further adapt this mechanism to the realities and priorities of recipient countries. Indeed, as we discuss ways and means to stabilize funding, improve its quality and strengthen political confidence in resource mobilization, the question of how well they align with the priorities of the 2026-29 strategic plan is particularly pressing. In this regard, we call for greater coherence between UNDP strategic objectives and the resources allocated to them. In closing, African member state reaffirms their


UNDP/UNFPA/UNOPS Executive Board · President [38:49]:

-- Can you just press your button once more, just so you can finish. Thank you.


Chad · African members of the Executive Board [38:56]:

It's difficult to chart a path toward development amid economic instability, geopolitical tension, and accelerating technological and social change, African member state remain convinced that Through structured dialogue, collective mobilization, and a surge of solidarity, we will collectively be able to overcome the key financial obstacles that hinder the effective implementation of the UNDP's mandate. African member states are ready to work with all partners to meet this challenge. Thank you for your attention.


UNDP/UNFPA/UNOPS Executive Board · President [39:28]:

I thank the distinguished representative of Chad. I give the floor now to the distinguished representative of Switzerland.


Switzerland [39:37]:

Excellencies, have the honour to deliver this statement on behalf of China, France, Germany, Luxembourg, the Kingdom of the Netherlands, Turkey, and my own country, Switzerland. We thank Executive Secretary Pradeep Kurukulasuriya for presenting the annual review of UNCDF's financial situation and wish to offer the following observations. On a positive note, we commend UNCDF for its engagement in 40 joint initiatives with United Nations partners, and for mobilizing 46.8 million from UN pooled funds and entities, a significant increase from 21 million in 2024. We encourage UNCDF to continue strengthening collaboration across the UN development system while maintaining a clear focus on context where its unique instruments, expertise and capacities deliver the greatest value added in line with its strategic framework. Furthermore, We acknowledge the continued programme and institutional support provided by UNDP to UNCDF in 2025. We express our appreciation to UNDP for its strong commitment and for its recognition of UNCDF's strategic and unique mandate within the UN development system. UNDP contributions to UNCDF core resources are invaluable and we hope that the level of these contributions can be maintained despite the current constrained funding environment. We also note the gradual increase in the volume of loans and guarantees arranged by UNCDF. In this regard, we take note of its intention to substantially scale up investment transactions across loans, guarantees and grants during the 2026-2029 strategic framework period beginning in 2026. We acknowledge that UNCDF maintained an overall positive financial position in 2025, while noting with concern that annual contributions remained below expectations and that the ratio between regular and other resources continue to be challenging. In this regard, we encourage UNCDF to continue its efforts to broaden and diversify its partner base and to advocate for increased regular and flexible funding. In conclusion, we recognize that UNCDF has evolved into a more focused and efficient organization. We look forward to continued collaboration and partnership and to seeing tangible results delivered under the strategic framework. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [42:17]:

I thank the distinguished representative of Switzerland. I now give the floor to Nepal and the USA as executive board members.


Nepal · Deputy Permanent Representative [42:31]:

Thank you, Mr. President, again. Nepal appreciates a comprehensive report on the structured dialogue on financing the results of UNDP strategic plan. We quote the reports concern that geopolitical tensions, fiscal constraints, and competing priorities are placing unprecedented pressure on global development financing. While UNDP has demonstrated remarkable resilience in sustaining delivery, we are concerned by the fact that the quality of financing is deteriorating. In 2025, regular resources declined by 24%, reflecting only 9% of total contributions and far below the 30% funding compact target. On a positive note, UNDP mobilized 91% of planned contributions during the 2022-2025 strategic plan and leveraged approximately $10 in other resources for every $1 of core funding. Yet they reveal a fundamental challenge, we increasingly expect Flexible resources to do more while providing less of them, reduce flexible funding can result in constraining country programming, crisis response, prevention, innovation and upstream policy support, Nepal therefore underscore three priorities, first is strengthening country level delivery and national ownership is indispensable. Indispensable, UNDP must preserve its universal country presence and ensure that support remains responsive to national priorities, cooperation frameworks, and country-specific circumstances. Second, ensuring balance, predictability, and flexibility in the funding architecture is essential. Regular resources must remain the bedrock of UNDP's ability to deliver integrated solutions, maintain robust oversight, and respond with agility. We encourage greater use of multi-year contributions, thematic funding windows, and pooled funds while reducing excessive earmarking. Third, we welcome UNDP's efforts to diversify its financing base, deepen cooperation with international financial institutions, and leverage blended and sustainable finance. Such innovation, however, should complement, not substitute concessional and core development financing, particularly for the countries in a special situation and climate vulnerable countries. Nepal highly values its longstanding partnership with UNDP, closely aligned with our national development priorities and SDGs. Our current development plan and Vienna 2024 underscore the need for integrated and transformative solutions that extend on national capacities and deliver tangible results. We look to UNDP to continue leveraging its country presence, policy expertise, and partnership to support Nepal's sustainable and inclusive development. For countries like Nepal, concessional and climate financing is clear investment in productive sectors, debt sustainability measures, technology transfer, capacity building, and sustainable graduation support remain indispensable for accelerating SDGs. Nepal remains firmly committed to working closely with all member states and UNDP to build a financing model that is fit for the challenges of our time while ensuring that resources follow national priorities and reach those furthest behind. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [45:23]:

I thank the distinguished representative of Nepal. I give the floor now to the United States.


United States of America [45:29]:

Thank you very much, Chair, and thank you to the presenters for the information. The United States welcomes UNDP's renewed focus on developing new streams of revenue, especially from private sector partnerships, civil society, and individuals. However, this has been a common theme in these strategic funding dialogue sessions over a few years. We encourage UNDP to develop innovative programs to engage with the private sector that will generate tangible results. We further encourage UNDP to develop more detailed tracking of these initiatives and provide the Board with regular updates. We also express concern that it does not provide enough details about details related to how other streams of revenue can contribute to a more balanced and sustainable financing model. The United States additionally wanted to take the opportunity during this dialogue to acknowledge that the current financial situation compels the executive board to revisit the current resource allocation formula to make sure that the limited resources go where they are most needed. And finally, we have a question if UNDP and UNCDF are considering some common sense cost saving measures like eliminating business class travel. For UNDP alone, we understand this could free up $7 million. So we'd like to hear because I did hear some talk of tightening travel. I'd like to hear if this is something you've considered. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [46:51]:

I thank the distinguished representative of the United States. I'll give the floor to the distinguished representative of Tanzania to be followed by the Kingdom of the Netherlands and Ethiopia as observers.


United Republic of Tanzania [47:04]:

The

Republic of Tanzania welcomes the presentation of the annual review of the financial situation of the United Nations Capital Development Fund for 2025. We commend UNCDF for the progress made in consolidating its reform. For Tanzania, the significance of these reforms will ultimately be measured by UNCDF ability to put capital behind the ambitions of program countries. Tanzania considers UNCDF role as a very potent as we're embarking on our journey to graduate from LDC to middle income country and also given the reality that aid has been shrinking. This is the only United Nations entity with a dedicated capital mandate and capital is what we need most. UNCDF has proven ability to unlock that capital, some of which already existing domestically. Through grants, loans, and guarantees, and blended finance solutions, UNCDF helps mobilize investment in sectors and communities that are often underserved by traditional finance. One vivid example is the water utility bond in my country, Tanzania. It's a sub-regional bond that UNCDF helped structure the financing. 65% of the capital was raised domestically, actually. So we value the constructive engagement between Tanzania and UNCDF that is going and welcoming ongoing discussion or strategic partnership focus on the following areas. First, guarantees and access to finance. Second, clean cooking energy. Third, youth entrepreneurship. Fourth, subnational and climate finance. And number five, digital finance. So these areas align closely with Tanzania development priorities and our ambition to create opportunities for young people, strengthen local communities, economies and build resilience to climate change. We look forward to identifying where UNCDF instruments can add the greatest value within these areas. There's a near belief that access to finance remain one of the most significant constraints in unlocking economic potential. We are particularly interested in how UNCDF risk sharing mechanisms and guarantees could encourage financial institutions to direct more capital towards productive sectors, including micro, small and medium sized enterprises. particularly those led by women and youth and serving underserved communities. As UNCDF advances its partnership with UNDP through the Policy to Capital Investment Facility, Tanzania sees an opportunity to connect UNDP policy and country-level engagement with UNCDF investment capabilities. We would therefore welcome information on how the facility could help move Tanzania's Identify priorities from policy dialogue to a pipeline of investable transactions and what will be required from governments and partners to make that happen. In conclusion, Tanzania RFM is support for UNCDF and looks forward to deepening our partnership. Our interest lies in moving beyond pilots towards solutions that can be financed, demonstrated, and expanded. We invite partners to provide UNCDF with the flexible and deployable capital required to make this possible. and to help Tanzania develop priorities into investment into.


UNDP/UNFPA/UNOPS Executive Board · President [50:15]:

I thank the distinguished representative of Tanzania. I give the floor now to the distinguished representative of the Netherlands.


Netherlands (Kingdom of the) [50:22]:

Thank you, Chair. The Kingdom of the Netherlands commends UNIB for the results achieved globally and its efforts to improve efficiency. We note that 91.4 cents of every dollar are directed towards development activities and welcome UNDP's strong performance on the funding compact commitments. While the discussion here today is about funding and efficiencies, it ultimately is about people, whether UNDP can continue to reach those who need its support most. For that reason, we are concerned about the sharp decline in core funding. The Netherlands has consistently provided a relatively high share of core funding in recent years and remains committed to supporting UNIP. We are pleased to have signed a new multi-year core contribution of 40 million euros for the next four years. Beyond core funding, we provide targeted support in areas where we see clear added value from UNIP, including security, rule of law, and effective governance. Against this challenging funding context, we would like to ask two questions. First, how has UNDP adapted so far? In the informal briefing last week, UNDP indicated that workforce reductions have reached 8%. Where have most of these reductions taken place and what are the implications for UNDP's capacity to deliver? Second, what is UNDP prioritizing? You indicated that further reductions in core funding could affect country offices and program delivery, particularly in LDCs and fragile and conflict affected settings. We appreciate the transparency and would welcome more information on how UNDP is currently determining where its resources can have the greatest added value. The Kingdom of the Netherlands wants to be a strong champion for UNDP. To do so, we need to better understand how UNDP is reforming and where it is choosing to prioritize its resources. We look forward to continuing this dialogue and working with UNDP to ensure that the organization remains effective, focused, and able to deliver for the people who need its support most. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [52:26]:

I thank the distinguished representative of the Kingdom of the Netherlands, and I now give the floor to the distinguished representative of Ethiopia.


Ethiopia [52:34]:

Thank you, Chair. Ethiopia welcomes the presentation of the annual review of the financial situation of the United Nations Capital Development Fund for 2025. We appreciate the clarity with which UNCDF's financial position has been presented and commend its management and staff for steering the organization through a period of restructuring and constrained resources. The 2025 results suggest that the reforms undertaken in recent years are beginning to take hold. These gains remain at an early stage and must now be consolidated. We encourage UNCDF to maintain its strategic discipline and its focus on measurable development impact, particularly in least developed countries. Ethiopia attaches particular importance to UNCDF's distinct role within the United Nations development system. At a time when the SDG financing gap is widening and official development assistance is under increasing pressure, this function is more important than ever. Ethiopia therefore welcomes the establishment of the joint UNCDF UNDP policy to capital investment facility and looks forward to its full operationalization. By bringing together UNDP's policy expertise and country reach with UNCDF's ability to structure and deploy capital, the facility can help turn national development priorities into investable opportunities. to encourage partners to provide the flexible and pooled resources needed for it to operate on a meaningful scale, supported by strong governance, transparency, and accountability. For Ethiopia, the partnership with UNCDF has practical value. Its support for digital financial inclusion, financial capability, and MSME finance contributes directly to our national development priorities. This work is helping to strengthen Ethiopia's inclusive financial ecosystem and expand opportunities for women, young people, rural communities, and underserved enterprises. We would also like to acknowledge the UNCDF for its partnership in organizing high-level side events that focus on sharing Ethiopia's experience in digital financial inclusion as a tool to accelerate the implementation of the SDGs with the broader UN membership during the upcoming high-level week. These ambitions, however, require a stronger and more predictable financial foundation. Even though earmarked resources are important for delivering specific priorities, adequate core and flexible resources are what allow UNCDF to maintain country presence, retain technical expertise, and originate the next generation of investments. In this regard, Ethiopia would welcome further clarification on how its strengthened partnership with UNDP will bring more investment to LDCs, including through policy to capital investment facility. In conclusion, Ethiopia reiterates its support for UNCDF. We will also call upon partners to match their confidence with the resource.


UNDP/UNFPA/UNOPS Executive Board · President [55:36]:

I thank the distinguished representative of Ethiopia. Let me now invite Ms. Brown, Ms. McGuire, and Mr. Kurucu-Lasaria to respond to the interventions and to the questions asked.


UNDP · Assistant Administrator and Director, Bureau for External Relations and Advocacy · Suzanne Brown [55:55]:

Thank you. So on the recognition of core funding that many of you raised, yes, this is something that concerns us and we are really pleased that it concerns you. As we said in the informal dialogue, it does have an impact. Core supports many of our offices and a lot of our results and we don't want to see any of this go and we know that you don't want to see any of this go as well, so we really ask all of us to work together on and look for solutions, creative solutions. Just in answer to some of the points from Chad, thank you very much. Yes, reversing the funding trend is something of germane importance to us as well, but as I said earlier, if you can't give more, give core. So if you can switch some of that tight earmarking into core, for those of you who can in the way that your budget lines work, it would help ease the pressure on us. So that's our call for today. If you can't give more, give core. We're intensifying the resource mobilization strategy and we are looking at other areas and where other funds may be available for development. And as I said, program countries are also investing more each year in their own government development financing. This is a trend that we want to see. It's why we're all doing this together. together. And so to be able to continue this trend instead of facing the potential for going in the opposite direction is something that we wish to continue. We also recognise the call for funding windows as well and echo this. So on Nepal, yes, we value the partnership and we want to build that fit for purpose financing model and we're certainly open to ideas and working together on this. For the US, we appreciate the comment on the need for diversification, including developing innovative approaches. We are prioritizing engagement with the private sector. We're doing critical work to scale up technical support, investor facilitation and advisory services to expand partnerships with the private sector. We know that our work on governance helps this. Thank you for the Netherlands who invest heavily in this work, but that governance support is something that many of you recognise through the consultation for our new strategic plan is a very high priority. In 2025, we supported 5,000 private sector actors carrying out due diligence and helping to de-risk investments and strengthen responsible business practices. We're also setting up an investment accelerator. looking overall at how we can make a platform for investment support and technical assistance. And finally, for the US, thank you for your call for revisiting allocation formulas. This is actually very helpful advice, and I think it would be good for us to think more creatively about this. The Netherlands, thank you for the multi-year funding. We are also concerned on the tight earmarking. I'll let Linda talk about how we've adapted so far. I believe that was it from my end, so I'll turn to my colleague Linda. Thank you.


UNDP · Assistant Administrator and Director, Bureau for Management Services · Linda McGuire [59:30]:

Thank you, and thank you for the the excellent comments and questions. So I'll pick up where you left off. You know, we take good note and appreciate the reference by the U.S. of looking at the allocation formulas. And, you know, between now and the midterm review of the strategic plan, this will be a consultative process with the executive board. On business class travel, yes, I mentioned, you know, travel in general as a -- and specifically business class as measures that we're looking at. So I do have some figures because this is something that, you know, we monitor quite closely, including through a new travel performance report that we've just -- it's actually a dashboard where you can see in real time what we're spending and on what related to travel. So we have seen that overall ticket expenditure, so of all classes, fell by about 20% in the last year from '24 to '25. And that reflects our push to try to make meetings virtual wherever they can be, new ways of working that don't have to depend on travel. But that being said, economy class travel accounted for more than 95% of all of our travel. And then the rest is actually split tickets, so where part of it is in economy and part of it is in business. So business class alone these days accounts for less than 2.5% of travel requests. Business class tickets have decreased by more than 50%, and the associated expenditure has fallen by 62%. So that is actually a reduction already of 7.4 million US. So you're correct there that we can get gains here. That being said, we have quantified business class travel in 2025 was 4.5 million altogether. So if we were to eliminate that, yes, we could get some savings. But it would be limited in the sense that the travel would likely still take place, albeit in a different class. So what we're also trying to do is really focus in on early bookings, which get us reduced fares as well. But that being said, to your question, we are still using the UN common system standards, staff rules, and UNDP policies. So in that sense, we've gone beyond the baseline. and proactively limited travel wherever we can. But we will continue to look at it and quantify the savings that we can make by voluntarily changing the policy internally. And then just to the Netherlands question on the reductions and where those have fallen more in terms of capacity and and capabilities and location. So as George mentioned, the chief financial officer in the informal since January 2025, we've reduced by 8.5%. So that's almost 2000 positions. This is active workforce. These are not vacancies, for example. The majority of that, or let's say the greatest cut of that, that 11.5 percent, is in HQ. So those are headquarters functions, whether they are, for example, in our own bureau that deals with operations, you know, how can we reach greater efficiencies by consolidating, using AI more, and systems approach. But 8.76 or so percent was in country offices. So you are seeing a potential, you know, beginning of an erosion of our capacity to really be everywhere and be the UNDP we need to be on the ground in crisis countries and to offer that support platform that we do to the rest of the UN system to help them, you know, reap their efficiencies as well. So just on the prioritization question, if you allow, George had an additional point.


UNDP · Chief Financial Officer · George Kuriakou [1:03:43]:

Thank you very much, Linda. Thank you very much, Mr. President. Just to respond on this question regarding how we prioritize, I think it's quite important to understand how UNDP is financed. If I look at the core programmatic budget that we have for 2026, that amounts for 321 million. And I should say that's a plan of a budget for 2026. At this point in time, we only have $130 million that has been collected against the core for 2026, which is actually just above the two-month threshold in terms of our ratio, whereas we have an agreement with the board that we should be staying basically between three to five. So we're already below that particular threshold. But within that overall number, Executive board resolutions determine how the financing is used. So within the 321 million, 170 million is distributed under the track one program, which gives certain allocations to countries based upon the predetermined formula. So when you go through and you look at those where UNDP has managerial discretion, where the resources can be allocated. It's actually only in the track two and development effectiveness lines, which in aggregate for 2026, assuming that the funding is coming through, that's 85.4 million. There's an additional 24.1 million which goes to crisis, otherwise known as track three. And that is not predetermined by an executive board determination. It's based upon management priorities for an emerging crisis. So there is obviously some variability there in terms of where it's allocated, but not for the purpose. The purpose has been well defined by the executive board. So when you put this in the context of our overall financing, When we have a level in 2025, 9% of our funding is core, that doesn't mean 9% is subject to management discretion, because within that, that 9% includes 200 million which goes to the institutional budget, that only leaves 321 to the core programme, and when you look at the core programme, it's only 85.4 within that that falls in determination that I would call management discretion. Thank you.


UNCDF · Executive Secretary · Pradeep Kurukulasuriya [1:06:10]:

Thank you, Ambassador. To the questions on the policy to capital investment facility, this is an important mechanism through which UNCDF is able to, as part of its support to the UN development system, and in this case, in particular UNDP and UNDP's investment accelerator flagship, to effectively enable the deployment of financial instruments via UNCDF's books in support of what UNDP is trying to do to help crowd in private sector finance. This is an important element of complementarity to the policy de-risking work that UNDP leads on the ground and in response to support with the deployment of financial instruments, the policy to climate capital investment facility has been set up. It's now being operationalized. The administrator, also our managing director, had a meeting with PRs in June to launch the MPTF. It's the singular most efficient way to enable both UNDP and UNCDF to work together synergistically without otherwise ending up in all kinds of convoluted knots given the policies that we both have to adhere by. So further details on this will be coming very soon in terms of how the facility will be sort of rolled out, including terms of references, standard operating procedures, and so on and so forth. And we're already making headway in a number of countries. Thank you, Switzerland, for the vote of confidence. We are excited to also see the report that will come out very soon. did an extensive assessment of UNCDF. And I'm pleased to report that, you know, most of the indicators, KPIs, we scored positively satisfactory, I think nine out of the 12 and possibly 10 out of the 12 if our comments are taken on board. So it is certainly further confirmation that CDF has come a long way over the last couple of years and it's very much a very different organization to what perhaps people are familiar with in the past. To the question from the US, you know, with $4 million of core, we've had to take very dramatic steps in order to live within our means. And this has included eliminating seven D1 positions, which were in New York, going down to two in New York, moving one out to the field. We've had to reduce the footprint of CDF by nearly 30, 35% over the last couple of years. The travel budget right now is under 5 percent. Most of it is actually incurred at the regional level, and that's another way in which we brought down these costs of travel by moving 95, 96 percent of UNCDF's personnel closer to the field, whether they are in a country or regional hub. So all of this has certainly helped to keep costs down. And as Linda said, you know, this is the best thing we can do given policies and other things that are in place, move colleagues close to the field and ensure that travel is well within the limit where economy travel is more the norm than anything else. So these are some of the steps that we're taking, but ultimately $4 million of core is a reality that we face. So anything we can do to increase that would be very, very helpful, particularly to ensure that the call for action in least developed countries through capital deployment is able to take place. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:10:09]:

Thank you so much to all of our colleagues, Susan, Linda, George, and Pradeep. for your responses to the questions and for your presentations. Colleagues, this concludes the consideration of agenda item three, UNDP structured funding dialogue. I want to inform you that a draft decision on the agenda item three is under preparation and will be presented for the board's consideration later in the session. Before we proceed to agenda item five, I crave your indulgence to make a quick change at the podium.


Speaker 31 [1:10:47]:

Thank you, Chair. Thank you so much. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:13:26]:

Colleagues, may I invite you to retake your seats?


Executive Board Secretariat · Secretariat [1:13:35]:

Distinguished delegates, colleagues, please take your seats.


UNDP/UNFPA/UNOPS Executive Board · President [1:14:11]:

We will now proceed to agenda item five UNFPA structured funding dialogue under this item the board will consider the UNFPA report on the structured funding dialogue 2025 to 26 for that I am we pleased to welcome to the podium Mr. Andrew sabaton Deputy executive director of management at UNFPA Mr. Samuel choritz Director, Division for External Relations at UNFPA; and Ms. Eva Gorichnik-Christian, Comptroller and Director, Division for Management Services at UNFPA. Colleagues, this item is scheduled to conclude at 5:00 p.m. And I encourage delegations to keep their interventions concise so that we may accommodate as many speakers as possible. Those delegations who are unable to take their floor in this segment may submit their statements through e-statements. Any outstanding questions may also be shared with the Executive Board Secretariat for transmission to UNFPA. We go straight into it. I give the floor now to Mr. Sabaton for his presentation.


UNFPA · Deputy Executive Director, Management · Andrew Saberton [1:15:21]:

Thank you, Mr. Chair. Mr. Chair, distinguished members of the Executive Board, it is a privilege to welcome you to the 2025-2026 Structured Funding Dialogue. The global landscape is defined by intersecting conflicts, escalating humanitarian crisis, and fiscal constraints that are placing unprecedented strain on official development assistance. The United Nations is also navigating major structural transformations, including the UNAT initiative and the Interagency Standing Committee's humanitarian reset. UNFPA is actively engaging in these processes while advancing our own internal business model review to maximize organizational agility, efficiency, and operational impact. UNFPA remains entirely dependent on voluntary contributions, a model whose inherent volatility was demonstrated this past year. While our overall income exceeded our strategic plan target, this headline masks a troubling contraction in our core funding base, which dropped from 379 million US dollars in 2024 to 340 million US dollars in 2025, and remains heavily concentrated among a small group of government partners. Compounding this challenge, total non-core funding also declined, leaving our core to non-core ratio at 24% to 76%, and with core well below the 30% target established in the United Nations funding compact. Earmarked funding continues to dominate our financial landscape, and when rigid conditions are attached to resources, it restricts our operational nimbleness, elevates administrative burdens, and risks fragmenting program delivery on the ground. The real world consequences of funding volatility fall directly on the vulnerable populations we serve. A 31% drop in humanitarian resources in 2025 forced difficult trade-offs and led to the closure of over 1,000 health facilities and 250 safe spaces in fragile settings. Furthermore, humanitarian resources remain heavily concentrated in a handful of high profile crisis, like Afghanistan, Sudan and Palestine, leaving many protracted emergencies critically under-resourced. Thus far in 2026, the humanitarian landscape continues to shift and humanitarian funding is down 46% year on year, a concerning trend as needs are rising and one with real world implications. UNFPA remains a safe harbour for work on GBV and SRHR in crisis settings, and we appeal for strong support for their lifesaving work. To protect our organisational resilience and ensure we deliver where needed is greatest, UNFPA urges member states to prioritise quality and predictable multi-year core and flexible funding. I will now hand over to Sam to share the findings of the report.


UNFPA · Director, Division for External Relations · Samuel Choritz [1:18:41]:

Thank you, Andrew. Mr. Chair, distinguished delegates, allow me to thank all of our partners. The work UNICEF does on the ground brings real results to people, communities and countries, and that is only because of your support. 2024 saw record income. Our overall funding decline in 2025 stems primarily from the termination of contributions from a major partner. Funding across our broader donor base, however, remains stable. That stability extends to 2026, where we project surpassing our core target, albeit at a lower target than was previously set. Despite the wider contractions, quality non-core funding showed bright spots. Thematic funds expanded 16% to $280 million, anchored in the UNFPA Supplies Partnership, and a record $64.5 million for the Humanitarian Thematic Fund. UN Interagency funding also grew 5% to $177 million, a reflection of UNFPA's strong commitment to efficiencies and to United Nations reform. To build long-term stability, and as we heard this morning from the executive director, UNFPA is shifting towards a funding and financing approach focused on domestic financing, partnerships with foundations, IFIs, individual giving, the private sector, in addition to traditional ODA. To give one example of our work on domestic financing, across UNFPA supplies partnership countries, domestic government spending on contraceptives saw a six and a half fold increase between 2020 and 2025. Our IFF partnerships accelerated significantly in 2025 as well. We signed 13 new agreements worth $46 million, including $37 million in Bangladesh. In 2026, this year, we've signed a landmark memorandum of understanding with the African Development Bank on improving maternal health and our co-design and guarantee mechanisms with the European Investment Bank to prevent commodity stockouts. On private sector engagement, foundations contributed 85% of our more than 63 million US dollars mobilized in 2025. Meanwhile, our individual giving program raised almost 10 million US dollars, a 36% increase in core contributions coming directly from citizens and individuals around the world. We also pursue innovative finance. We successfully wrapped up our Kenya development impact bond, which far exceeded targets by reaching over 800,000 adolescent girls. And we are exploring innovative financing opportunities in other countries as well. While UNAT discussions are underway, UNFPA continues to demonstrate solid funding levels and strong results, remaining the champion for rights and choices for women and girls and young people around the world. UNFPA will continue to deliver to deliver quality programmes while pursuing efficiencies and prudent budgeting. We call on all Member States to match this realistic planning with flexible multi-year commitments. I thank you, Mr Chair.


UNDP/UNFPA/UNOPS Executive Board · President [1:21:31]:

I thank both Mr Choritz and Mr Sabaton for their presentations. Colleagues, the floor is now open for statements or questions. Given the limited time available, I ask delegations to please keep your interventions concise. I give the floor first of all to the distinguished Deputy Permanent Representative of Finland. You'll be followed by Cote d'Ivoire.


Finland · Deputy Permanent Representative [1:21:57]:

Finland welcomes, Mr. President, Finland welcomes UNFPA's report for the structured funding dialogue. It provides a solid basis for discussing the organization's current funding situation and the way forward. Despite the challenging operating environment, UNFPA continues the critical work in advancing sexual and reproductive health and rights, gender equality and population data for sustainable development. While we are concerned about the decline in core resources, both in terms of absolute volume and as share of total funding, we would like to commend you for actively exploring innovative approaches and partnerships to mobilize funding to meet the needs of those who need it the most. Mr. President, Finland notes the significant reductions in humanitarian funding. Women and girls continue to bear the disproportionate burden of conflict, displacement, and humanitarian emergencies. Access to sexual and reproductive health services and protection from gender-based violence are life-saving interventions and should remain integral to humanitarian responses. We must ensure that the quality of our humanitarian aid is not lost so that it reaches those that need it most. We welcome UNFPA's efforts to diversify its funding base and strengthen partnerships with program countries, international financial institutions, and through pooled funding mechanisms. We are committed to our collaboration with UNFPA, private sector, and research institutions in seeking solutions to women's health challenges. We were honored to have the executive director and her team for a visit in Finland and the Women's Health Hub in the city of Turku earlier this year. The hub plays an important role in enhancing women's health outcomes and well-being through increased awareness, research, and innovative solutions that address unmet needs that are specific for women around the world. Finland was also proud to become the first country to join the Coalition for Reproductive Justice in Business. To conclude, we support the Secretary-General's UNAD initiative and efforts to streamline and improve the effectiveness of the United Nations development system. We would also like to thank UNFPA for the active engagement in the process and the constructive dialogue with Member States. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:24:25]:

I thank the distinguished Deputy Permanent Representative of Finland. I will go now to the distinguished DPR of Nepal.


Nepal · Deputy Permanent Representative [1:24:40]:

Uh, thank you, Mr. President, uh, Nepal thanks Madam Executive Director for her substantive remarks delivered in the morning and comments her dedicated leadership at a time of heightened global uncertainty, I also thank Deputy Executive Director for the presentation. We recognize UNFPA's important role in translating its strategic plan 2022-2025 into tangible progress towards ending unmet need for family planning, preventable maternal deaths and gender-based violence and harmful practices. Nepal deeply values its longstanding partnership with UNFPA. With UNFPA's support, we continue to advance sexual and reproductive health and reproductive rights and accelerate progress towards SDGs, particularly goal three and five. Our partnership has helped improve access to quality reproductive health services, implement national policy frameworks, expand digital civil registration and vital statistics system, provide humanitarian assistance during emergencies, and strengthen demographic data and preparations for the next population census, among others. Mr. President, Nepal underscores five priorities. First, Predictable, timely, flexible and multi-year core resources must remain at the center of UNFPA's ability to deliver on its mandates where they matter the most. We are concerned over UNFPA's declining core and non-core resources. This funding reductions mean fewer health facilities, fewer safe spaces, reduced humanitarian reach, and ultimately fewer women and girls able to access life-saving services and exercise their rights. Growing reliance on earmarked resources also risk fragmentation, higher transaction costs, and reduced flexibility in program delivery. Second, as the report emphasized, traditional ODA remains indispensable, while partnership with emerging donors and international financial institutions alongside innovative financing and domestic resource mobilization should complement, not substitute, member state commitments. Third, sexual and reproductive health services and protection from gender-based violence are life-saving services and must remain integral to humanitarian financing and response. Fourth, the scale of investment in SRHR and gender equality, the assessment shows that every additional dollar invested can generate $8 in benefits from ending unmet need for family planning, $10 from ending female genital mutilation, and $34 from ending child marriage. Finally, UNAD initiative must extend the UNFPA's country level delivery and accelerate progress on sustainable development goals. Efficiency gains must mean less duplication, lower transaction cost, stronger accountability, and more resources reaching programs and communities. Nepal remains committed to working with UNFPA and all partners to turn our collective commitments, including ICPD program of action and the strategic plan 2026, 2029 into empowered women and girls, more resilient societies, and improved lives for our people. Let me conclude with a question to Deputy Executive Director. In view of the decline in both core and non-core resources, how will UNFPA ensure that funding constraints do not weaken country level delivery under strategic plan 2026-2029, particularly in countries for this fund? Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:27:36]:

I thank the distinguished Deputy Permanent Representative of Nepal. I now give the floor to the distinguished Permanent Representative of Cote d'Ivoire.


Côte d’Ivoire · African members of the Executive Board · Permanent Representative [1:27:47]:

Thank you, Mr. Chairman. It is an honor for me to deliver the statement on behalf of the African members of the UNFPA Executive Board, Madagascar, Mozambique, Nigeria, Rwanda, Chad, Tunisia, Zambia, and my own delegation, that of Cote d'Ivoire. Mr. Chairman, the Africa Group would like to thank you for convening this structured dialogue. We've taken good note of the detailed information provided by the UNFPA. regarding the financial situation of this body and the prospects for resource mobilization. We welcome the ongoing efforts of the UNFPA so as to achieve the action program of the International Conference on Population Development and the Sustainable Development Agenda 2030 against a backdrop, an international backdrop characterized by myriad crises. UNFPA action is more relevant than ever. According to recent UN estimates, the global population stood at 8.2 billion people in 2025, and sub-Saharan Africa was one of the regions which saw the greatest, the fastest demographic growth. Now, this trend is an opportunity, an unprecedented one. to develop the continent on the proviso that it goes hand in hand with appropriate investment in human capital and social inclusion. The Africa Group notes, however, with concern that the financing needs continue to grow at a time when the available resources are under strong pressure. On this note, we reiterate the importance of predictable, flexible and sustainable funding, in particular through an increase in contributions, core contributions to the UNFPA. These resources are essential to ensure the operational presence of the organization across countries, strengthen national capacity and support the priorities set by governments. We believe that despite the progress made over the last decades, maternal mortality remains a serious challenge in many developing countries. The latest joint estimates published by the WPF, UNICEF, UNFPA, the World Bank Group and UNDESA, there is an urgency to step up investment in health systems, maternal health services, reproductive health services, and universal access to basic services. Furthermore, the UNFPA strategic plan 2026-2029 calls on us to leave no one behind. It requires mobilizing not just regular resources, but also broadening strategic partnerships. This is why the Africa Group encourages the fund to continue its efforts so as to diversify its financing sources and craft innovative partnerships with IFIs, regional development banks, the private sector, as well as philanthropic foundations. We would like for these partnerships to make greater contribution to achieving the priorities of African countries, in particular, strengthening health systems, producing demographic data and quality statistics, the economic empowerment of women, youth employment, harnessing the demographic dividend and the resilience of vulnerable groups in the face of multiple crises. For the Africa Group, investing in youth, women and vulnerable groups is one of the most effective ways of achieving the SDGs. While a growing portion of the global population that is young people will be living in Africa over the next decades. Fully harnessing the demographic dividend will require heightened investment in education, reproductive health, employment and the economic empowerment of women and girls. We welcome FNUREP's efforts and congratulate the UNFPA. It's achieved a great deal despite the international context, which is particularly testing their humanitarian crises, geopolitical tensions and financing is shrinking. These results attest to the added value and the concrete impact that the fund provides on the ground. Furthermore, the Africa Group would like to underscore the importance of strengthening alignment between UNFPA interventions and national development plans, UN cooperation frameworks, and the priorities set by member states so as to maximize the impact generated by mobilized resources. We are five years away from 2030. We therefore urge the international community to double its efforts to close the funding gaps, funding development, funding sustainable development to ensure that women, girls, young people and the most vulnerable are not left behind. By way of conclusion, the African Group would like to reiterate its commitment to work with all partners so as to ensure sustainable, predictable and sufficient funding for the UNFPA. Investing in women, young people and girls is one of the most effective ways of achieving inclusive growth, strengthening the resilience of our societies and accelerating the implementation of the SDGs. The Africa Group would like to reiterate its support for the UNFPA's mandate. We remain determined to continue constructive dialogue with the organization so as to bolster its impact in the interests of sustainable development, human dignity and the prosperity of African populations. I thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:32:36]:

I thank the distinguished Permanent Representative of Cote d'Ivoire. And I now give the floor to the distinguished Representative of Spain. Spain, you have the floor. Colleagues, I will now invite Mr. Saberton and Mr. Shoritz to respond to the interventions and questions raised.


UNFPA · Deputy Executive Director, Management · Andrew Saberton [1:33:29]:

Thank you very much, Mr. President. And I will do some initial responses and I'll hand over to my colleague, Mr. Tzitzis. Thank you, and in the order they received, thank you very much for the permanent representative of Finland. and for the support, past and present, in the work of UNFPA, both financially and also as regards the pursuit of our mandate. Two things I would also like to congratulate you as the executive director did this morning for being the first national government to become a member of our coalition for reproductive justice in business, which actually is an indication that we can actually achieve results and we can actually change behaviours and we can actually pursue our mandate even when we aren't necessarily using resources to do so. I would actually at the same time, and you all illustrated the funding situation we face at the moment. And I listened to the previous session as well. Very familiar with UNDP, so some of the notes are familiar. But what I should actually just say for clarity as well as we talk about the increased earmarking and the reduced core, both in absolute and percentages, is also to reflect that actually some of the core is actually used for humanitarian crisis as well. We don't just rely on earmarked funding, either soft earmarked or tightly earmarked, for our actual humanitarian response. An example would be the emergency fund, which you approve in the integrated budget and strategic plan. Moving on to Nepal and particularly the question, just to kind of clarify really that although in 2025 both core and non-core were lower than in 2024, both were still above the strategic planning target for 2025. So we exceeded the actual integrated budget target related to that year. It just wasn't by as much as the year before. and how does that actually affect going into the new strategic plan 2026-2029, we actually have allowed for that reduced contribution during our planning cycle. So if you look at the actual contributions planned over the next four years, 2026 to 2029, they're in the region of about 20, contributions are in the region of about 20% less than they were achieved in the previous planning period. We've allowed for that. So it's that now. And as of, we heard this morning, as of this month, sorry, in the informal last week, at the moment we're actually looking as if we're exceeding our targets for this year, partly to do with good foreign exchange rates as well, but we'll take it any way we can from that basis. The actual, the prioritization itself, I will not try to repeat what you have perhaps just heard from UNDP about how our funds are prioritised. Obviously, earmarked funds are prioritised on our behalf, mostly, certainly tightly earmarked funds. They are received to work in a specific country on specific programmes, et cetera. We have very little say. unless they come in with a lot of flexibility such as in our humanitarian trust fund which gives us a little bit of flexibility albeit earmarked funding. The total amount we actually have for full flexibility in core again is not the value of the core we receive because out of that you've also got to take the significant element of the institutional budget out of that which pays for all the essentially the management and the central cost, shall we say, of the organisation, the central structure of the Cosmological. And that which is left is actually prioritised via the resource allocation system, which you approve as part of the strategic planning process. I would just actually, wouldn't be right for me not to say one thing, and again I mentioned it this morning during the executive directors session. that we are also involved in the business model review at the moment, an internal exercise to make sure every dollar that we do receive has the maximum impact, making us a more fit, agile and fit for purpose organisation to deal with this new financial environment. Perhaps I should also just, in closing, just to thank for the support of the the comments from the Africa group and very much well appreciated and as always thank you for your support.


UNFPA · Director, Division for External Relations · Samuel Choritz [1:38:41]:

Thank you, Mr. Chair. Thank you, Andrew. Thank you delegates for your questions. I think it's very interesting listening to the questions, which are all really helpful, and the comments about how it relates to the new strategic plan. Some of the changes in the new strategic plan that the board adopted a year ago were very much related to the priorities reflected today. One of them, for example, is on the demographic dividend, the fourth outcome, which I think very much we appreciate the statement on behalf of the Africa group delivered by Cote d'Ivoire, and that's exactly why we focus on this issue and the links to rights and choices, to help countries navigate, it's the first time in history we have a growing youth population and aging population at the same time, and for some, in some countries, it's both youth and aging at the same time in one country, so how do you help to navigate and yield that demographic dividend? One of the other changes in the new strategic plan is this focus on funding to funding and financing. And we keep the funding to financing, the funding to the funding and financing. The funding piece is really about UNFPA and it's exactly because of the point that some delegates made this morning, but also reiterated now that of course the organization needs funding for all the reasons we outlined already to maintain the infrastructure, the global presence, the normative work, the human rights work, but also the oversight and accountability work. But we also realize to achieve the sustainable development goals, we're never going to achieve that It has to be working hand in hand with the program governments, IFIs, the whole sector, and of course the ODA piece becomes really important. So part of our effort is really trying to see how can we work together with all these different funding streams to bridge what's a very significant gap. we busy doing some internal work right now on how do we better capture some of the leverage, which I think is part of the story around core resources, that core resources provide us with the ability to try out new models of working. So that's a very exciting piece of work as well. And then I think the other big change in the new strategic plan is this very strong focus on innovation. I was lucky enough to be in Finland when we visited Turku and really commend Finland for its strong focus on women's health innovation, but really it's a reflection of UNFPA trying to understand in this context, how can we do, how can the best results we can in a very constrained funding environment. So the kinds of work we saw in Turku, but the kinds of work we're trying to do elsewhere are really a reflection of how innovation increasingly becomes important part of our work. We have this morning quite a long discussion around how we're using AI increasingly in our work, but it's not just AI. Sometimes it's kind of technologies like drones delivering essential medicines to where they need to get, but that innovation piece becomes a really important part of our overall architecture. The other thing I wanted to mention was in regards to Nepal, very much appreciate the focus on predictable funding. We continue to outline that it's predictable multi-year funding that's really important. The early payments of core has also been hugely helpful. Andrew just mentioned the exchange rate fluctuations working in our favor. So those that have paid early core this year, we're particularly grateful that that's helped us plan ahead and that's a really important piece of the work. So thank you to all the donors that provide that multi-year core funding and very much appreciate the focus from Nepal also on the best buy on sexual reproductive health and rights being a best buy in development. The evidence shows time and again how it's a real accelerator for the sustainable development goals and you very kindly provided some of those figures on family planning and maternal health. The maternal health piece is a real concern for us unfortunately still today it doesn't get the urgency that it deserves but over 700 women die each day from preventable maternal death, you know, each day and it is really an urgency that we all need to gather around so we're trying to we have a new strategic focus on that through the maternal health work that we're doing through UNFPA and a whole new strategy about that so thank you for highlighting the not just the accelerated benefit for the SDGs but actually there's a real moral imperative to reduce maternal deaths which decreased and then kind of reached a plateau over the last four or five years so that's a very important piece of work that we're trying to allocate resources to and Lastly, to Cote d'Ivoire, thank you again for that very helpful statement. On the philanthropic piece, we have seen some green shoots and just as the executive director highlighted this morning, our supplies partnership, which is really the backbone of so much of what we do at UNFPA and such a critical piece of work, has received an accreditation which is quite unique from this group called GiveWell that gives it sort of a very strong validation that this is an instrument worth investing in and on the back of that accreditation, we received our first $10 million philanthropic investment, and we're hoping it's the first of more to come. So that's just a reflection of how we were trying to diversify our funding. And again, that doesn't replace the value of core and ODA, but it is an actual ongoing attempt to diversify our funding and to put them all into human capital, as you noted. So with that, Chair, I'll turn back to you.


UNDP/UNFPA/UNOPS Executive Board · President [1:43:27]:

Thank you so much to Andrew and Sam for their responses. Colleagues, this concludes our consideration of agenda item five, UNFPA structured funding dialogue. Please be informed that a draft decision under agenda item five is under preparation and will be presented for the board's consideration later in this session. Please allow us to reconfigure the podium before we move on to agenda item two on the update on the assessment of how the executive board executes its governance and oversight functions.


Speaker 47 [1:44:03]:

Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [1:44:06]:

Thank you.


Executive Board Secretariat · Secretariat [1:46:18]:

Distinguished delegates, colleagues, please take your seats.


UNDP/UNFPA/UNOPS Executive Board · President [1:46:55]:

Colleagues, please take your seats. We are about to begin. We will now proceed to agenda item two, update on the assessment of how the Executive Board executes its governance and oversight functions. Under this item, the Board will receive an update from the co-chairs of the Joint Working Group of the Executive Boards of UNDP, UNFPA, UNOPS, UNICEF and UN Women. Colleagues, may I ask if you are leaving the room, please do so quietly so that the work of the Board can continue. Under this item, the board will receive an update from the co-chairs of the joint working group of the executive boards of UNDP, UNFPA, UNOPS, UNICEF, and UN Women on the governance and oversight functions of the executive boards. I am pleased to welcome to the podium Ms. Zebib Gebrekidan, co-chair of the joint working group from the Permanent Mission of Eritrea to the United Nations; Ms. Annette Kaiser, Co-Chair of the Joint Working Group from the Permanent Mission of Germany to the United Nations. We have an hour allocated for this item, and I therefore encourage delegations to keep their interventions concise so that we may accommodate as many speakers as possible. Delegations unable to take the floor may submit their statements through e-statements, And any outstanding questions may be shared with the executive board secretariat for transmission to the co-chairs of the joint working group. Without any further ado, I give the floor to Ms. Gebrekidan and Ms. Kaiser for their presentation on behalf of the joint working group. You have the floor.


Germany · Co-Chair · Annette Kaiser [1:49:18]:

Thank you so much, Mr. President. Dear members of the board, dear colleagues, It is our pleasure to present the revised report of the joint working group established to consider the recommendations contained in the joint inspection unit review of the governance and oversight of the executive boards of UNDP, UNFPA, UNOPS, UNICEF, and UN Women of 2023. It's a long title. Next slide, please. In 2023, the GRU review identified 10 formal and 21 informal recommendations. And for those of you who didn't follow closely the whole process, just a very short recap of progress to date. At the annual session 2024, the executive boards established the joint working group and tasked it with reviewing all 31 recommendations and developing actionable implementation pathways. The working group's terms of reference were formally adopted at the first regular session in 2025. And this year, at the first regular session and the annual session, the joint working group presented its approach and interim report with proposals for all recommendations. We also had an informal meeting with you, and member states gave us written feedback. Here today at the second regular session 2026, we are presenting you with a revised report that includes an updated implementation plan in annex one. Just some words on the leading principles. I would again reiterate that it is important to emphasize that the working group advises and the executive board decides. And secondly, the joint working group has been guided by the overarching principle of strengthening and optimizing existing mechanisms of the executive boards wherever possible before proposing the creation of new structures. This approach is deliberately aligned with the objectives of the UNAT initiative, which calls for lean, efficient, and effective governance across the United Nations system. Next slide. As can be seen here, the group has not accepted all of the GIU's recommendations. Recommendations proposed for non-acceptance generally relate to matters considered adequately addressed through existing arrangements, where the working group judges that intervention would add procedural complexity without commensurate benefits. Because many of the recommendations are interrelated and built on one another, the working group has undertaken an indicative clustering of interrelated recommendations into five broad work packages that we would like to briefly introduce today. I'll start with the first two. Among the key proposals of the working group is the development of a comprehensive, harmonized, informal guidance document, a delegates handbook, to be jointly drafted by the secretariats of all five organizations. The handbook would consolidate the roles, responsibilities, and procedures of executive board members, covering governance, oversight, risk management, and secretariat arrangements. and it would address the substance of several related recommendations, can be updated as needed, and avoids duplication. The draft would be submitted to the executive boards for consideration, allowing for structured discussion and further refinement as needed. Second, we propose a dedicated review of the working methods of the executive boards of the participating organizations. followed by periodic assessments at agreed intervals. The review would address the harmonization of work plans, the relationship between informal and formal meetings, the quality and clarity of board decisions, and the inclusiveness of member state participation. Another part of this working package is our proposal to explore the possible establishment of a standing advisory committee. covering audit risk budget and finance composed of a limited number of member states experts with equitable geographical representation. This proposal of course requires further consideration regarding its mandate reporting arrangements and interaction with the boards. So and for the two other working packages, I hand over to my co-chair.


Eritrea · Co-Chair · Zebib Gebrekidan [1:54:15]:

Thank you very much, Annette. Thank you, Mr. President, and good afternoon, distinguished members of the board. Just to continue, you know, explaining the components on slide two, I will continue with the secretariats. The proposal on the report regarding the secretariats is among the simplest ones. It only talks about harmonization of the terms of reference of all agencies, all board secretariats, clarifying the roles, reporting lines, as well as ensuring the element of impartiality is clearly reflected there. The next component is related to oversight committees. This is one of the substantive recommendations made by the JIU and we consider it among the more complex recommendations that require, you know, further discussions in terms of clear implementation lines. This one pretty much speaks to the fact that currently the oversight bodies, you know, report to the executive head of the organization and the recommendation of the JIU indicates the significance of them reporting to the executive board members in line with the executive head. And the importance of this lies, of course, in the aspect of independence. So to ensure independent oversight committee reports, the oversight committees would have a dual reporting line. This does not change the current, you know, role or responsibility of the executive head with regards to the relationship with the oversight committees. It only creates more alignment and independence in the oversight committee reports by creating a dual reporting line. The fourth, the fifth component is relating related to audit and advisory boards bodies. Here we have three different areas that we will highlight and they're composed of many different formal and informal recommendations. One of them is related to the executive, the performance review of the executive head. Another one is a common basic training program and orientation or onboarding of members of the board, as well as the board's role in risk management. So to briefly explain with regards to the performance review of the executive head, this is something that, again, among the more complex recommendations, the further discussion needs to be done on this, on criteria, methodology, as well as the source of information for this performance review, you know, in order to ensure a balanced review. And this is why we have recommended on the report the importance of the board's exploration of a limited set of outcome oriented objectives to be identified. and that essentially include the head of the organization's job description, the different strategic frameworks of the different entities, as well as an anonymous feedback mechanism for the for the information in general. We understand, as I've mentioned, that this requires further, you know, discussion and we, of course, plan to continue to consult with the board as well as with the entities moving forward on determining a more clear implementation pathways. And our plan is by 2027 annual session, we would have the final. No, I mean, we will continue to make progress reports, as I said, and 2027 board session, the annual board session, we would have the final implementation plan pathway. Moving one second. Yeah. Moving forward, we have the part on the training and orientation. I will just briefly explain that again. This is an extension of the delegates handbook. This would essentially build upon that and create a common orientation. Basically training for all the different members of the different executive boards. And this would only supplement the existing training practices that exist in each individual board because we understand that not everything is the same. The last one is on risk management. Again, we're still on the final component of slide two. So on risk management, the organization's risk policies are already reflected on board's oversight roles. There is very minimal recommendation here. We understand that there are differences, however, in the approaches and reporting modalities of the different risk reporting and we think that it would be useful for the different organizations to sit together and identify a common way of presenting reports and even sequencing those risk related reports during the different executive board meetings or sessions. And then I will now ask to go to the next slide, please. Thank you. And Slide three, this is the final step, which is the next steps and implementation pathways. Here we have a very simple ask for the executive board. This report, as you know, was presented in May this year, and this is a revised version of the report. We just asked for the board to review for this report and to endorse it essentially at the end of the session. This will allow us to implement our work in accordance to the set time frameworks that has already been shared with you. Essentially, on the next steps, we have identified the different recommendations. We've segmented them into two, the short-term ones that have a clear implementation pathway, as well as the long-term, more complex substantive reports, recommendations, as I mentioned earlier, that require further discussion with the board as well as the entities where progress report will continue to be presented to the board during different sessions. And the final implementation recommendation would be presented in the next year's session, the annual session. So I that concludes our report, Mr. President, we will be open to hearing comments or questions from the floor. Thank you.


UNDP/UNFPA/UNOPS Executive Board · President [2:01:49]:

I thank Mr. Gabric and and Miss Kaiser for their presentations. Colleagues, the floor is now open for your statements or questions. Let me first give the floor to the distinguished permanent representative of Rwanda on behalf of the African group.


Rwanda · African members of the Executive Board · Permanent Representative [2:02:07]:

I have the honor to speak on behalf of the African members of the Executive Board. First, we welcome the Joint Working Group's interim report. We commend the co-chairs and all members of the group for the work undertaken to review the Joint Inspection Unit's recommendations and to identify possible pathways for implementation. This is a substantial and disciplined exercise. We also note with appreciation the positive features of the report, It takes a structured and consultative approach. It examines the recommendations carefully and distinguishes between what can be addressed through existing mechanisms and what may require further consideration. That helps keep the scope realistic and focused on what will genuinely improve governance. The African members consider the exercise important. As an executive board, we have an intergovernmental responsibility to provide guidance and to ensure effective governance and oversight. It is therefore necessary to periodically check whether our working methods remain fit for purpose, especially in relation to oversight quality and our ability to steer the organisations effectively. We particularly welcome the guiding principle reflected in the report, strengthening and optimising existing mechanisms before considering new ones. In our view, this is sensible and pragmatic. Reform should not be pursued for its own sake. It should lead to simpler processes, stronger accountability and better use of the time and resources available to Member States and organisations. At the same time, we see opportunities to strengthen the next phase. would welcome further focus on the practical implications of the recommendations for day-to-day governance and importantly how they will improve the quality of information available to this board for meaningful oversight. We would also encourage greater clarity on follow-up, what will be tracked, what progress will be reported and what remains outstanding and where additional guidance may be needed. Finally, we note that further consultation will be required where convergence has not yet been reached. We support this approach provided consultations remain open and inclusive and give Member States sufficient space to consider options and practical impact. Where convergence is already sufficient, we encourage moving forward so that the process does not delay implementation. Mr. President, The African members remain committed to engaging constructively as this work moves forward with a clear focus on implementation and follow-up. Our objective is straightforward, governance arrangements that are more effective, oversight that is more meaningful, and accountability that is clear, ultimately supporting better delivery on the ground for program countries. I thank the co-chairs and all members of the Joint Working Group for their work. Thank you, Mr. President.


UNDP/UNFPA/UNOPS Executive Board · President [2:05:10]:

I thank the distinguished Permanent Representative of Rwanda for his intervention. I now give the floor to the distinguished DPR of Switzerland.


Switzerland · Deputy Permanent Representative [2:05:21]:

Thank you, President. Good afternoon, colleagues. I have the pleasure to speak on behalf of Australia, Belgium, Canada, the Czech Republic, Denmark, Finland, Germany, Iceland, Ireland, Japan, the Kingdom of the Netherlands, Luxembourg, Moldova, New Zealand, Norway, Romania, Spain, Sweden, Turkey, the United Kingdom, and my own country, Switzerland. We would like to warmly thank the Joint Working Group for its substantial and valuable work on this revised interim report and the clear implementation plan accompanying it, as well as for the transparent consultation process with Member States. We attach great value to this work. It is important not only for strengthening the accountability and governance relationships with UN entities, but also for encouraging us as Board members to look critically at our own performance. We rightly ask UN entities to strengthen oversight, transparency and effectiveness. We should hold ourselves to the same standards and verify whether we are fulfilling our responsibilities as effectively as possible and where we can improve. Against this background, we would like to highlight four areas with associated actions that we particularly welcome from the report. First, the proposal to develop a delegates handbook or comprehensive informal guidance document as a practical way to bring together the roles and responsibilities of board members, including reporting relationships to ECOSOC along with a harmonized basic training and onboarding program. Second, the emphasis on strengthening oversight and independence, including direct and unrestricted reporting lines between audit and oversight committees, oversight functions and boards, as well as board approval for oversight charters. Third, the planned review of boards working methods, including the relationship between formal and informal meetings and the possible role of advisory subcommittees. Such subcommittees could allow boards to engage more effectively with technical issues. We see particular merit in considering the creation of a subcommittee on audit and finance. We also welcome a more systematic approach to assessing board performance against our respective mandates. The Executive Board could undertake a self-assessment survey after each session. Fourth, we also strongly support the effort to develop harmonized terms of reference for board secretariats together with common orientation standards. These should help ensure impartial, transparent and equitable support to all board members and greater harmonization across boards, while respecting the specific mandates and working methods of each organization. We are conscious of the broader UNAT reform agenda and the call for streamlined structures. We therefore welcome the fact that the working group has prioritized strengthening and optimizing existing mechanisms before proposing new structures. In that sense, we appreciate the JIU working group's effort to keep follow-up lean and avoid the creation of additional or unnecessary layers. The focus should be on clarity, efficiency, accountability, and coherence across boards while making better use of existing resources. We see merit in maintaining a focused standing agenda item on the governance and oversight of the executive boards for at least one year to ensure we closely monitor the implementation of recommendations while keeping the JAU working group active to maintain momentum and provide regular updates on progress against the implementation plan. We recognize that this will require continued engagement and capacity from the delegations involved, and we greatly appreciate the work and commitment invested thus far. President, in closing, this group of member states reiterates its appreciation for the professionalism, openness, and cross-regional spirit of the Joint Working Group. I thank you.


UNDP/UNFPA/UNOPS Executive Board · President [2:09:07]:

I thank the distinguished Deputy Permanent Representative of Switzerland. I give the floor now to the distinguished representative of the United States.


United States of America [2:09:20]:

Thank you, Chair. The United States thanks the Joint Working Group for its dedicated work in preparing the revised interim report on the Joint Inspection Unit review of the Executive Board governance and oversight. The United States strongly supports robust oversight, accountability, and transparency to ensure our executive boards remain efficient, effective, and fit for purpose. We support approving the JWGs proposed positions on the JIU recommendations and endorse the phased implementation roadmap. Regarding the governance options for monitoring implementation, the United States supports model one, maintaining the joint working group to coordinate, guide, and track the rollout of approved recommendations leading into the first regular session 2027. We welcome the prompt implementation of practical high value tools including the development of comprehensive informal delegates handbook, harmonized terms of reference for board secretariats and joint review of enterprise risk management frameworks. We also welcome the discussion on standing committee on matters of oversight, audit, risk, budget, and finance. We appreciate the JWG's pragmatic phased approach, which defers more complex governance topics such as executive head performance reviews and a comprehensive review of board working methods for further detailed technical analysis ahead of the first regular session, 2027. As implementation moves forward, we must ensure that all efforts optimize existing mechanisms, preserve unrestricted access for independent oversight offices, and avoid creating unnecessary administrative overhead. We look forward to participating in the working group to advance these important governance enhancements across the executive boards. and note that at times we may have positions in our national capacity that differ from working group conclusions. Thank you, Chair.


UNDP/UNFPA/UNOPS Executive Board · President [2:11:46]:

I thank the distinguished representative of the United States. Colleagues, I have no other requests for the floor, so I now turn back to Ms. Gebrekidan and Ms. Kaiser to respond to the interventions and questions.


Eritrea · Co-Chair · Zebib Gebrekidan [2:12:02]:

Thank you, Mr. President. Thank you very much, distinguished members. We thank the African group for your support for the areas that you have mentioned that are included in the report. Of course, as you know, the report has very detailed information in reference to the sort of implications of implementing these different recommendations. at the same time, everything is for the consideration of the board. So it is also up to the board to judge whether or not some of these recommendations or the explanations provided are adequate. So of course, we remain available to engage with all board members to further reflect on this report and the next steps. I also want to thank the distinguished DPR of Switzerland for your words of support and encouragement. I mean, I don't know that I have any substantive reflection on it because I didn't hear anything particular in terms of questions, but generally speaking, in terms of the framework we have adopted to do the work, in terms of the sort of the dynamic of the working group, we agree with everything that you've stated. And we thank you for your support, of course, in moving forward. And again, we remain available to continue to consult the board members on next steps. And I also want to thank the distinguished representative of the United States. You have mentioned very important elements in this, in our reports during your intervention. Some of these elements that were mentioned by the US are related to the more complex you know, areas. And again, we will need to further consult, but it is good to hear that the board members are open to new ideas that can further enhance the work of the board. So the working methods, for instance, the standing committee, these are all things that these are very new elements, but we believe are very dynamic and ensuring the greater participation of the board members, participation of board members of all capacities and it will just overall enhance the work of the board. It is important what you've mentioned at the end of your statement with regards to the potential differences between the working group, the way that the working group members operate in their working group hats, in their capacity as you know, working group members, and of course, the fact that these are also member states who might have differing views when they are in this room. So we have really tried to respect this principle and it has worked well for us. So we were very, you know, we agree with you and we hope that to continue to work that way. We really try to be very independent and technical, you know, when we do this review. So yes, that's all I have. Thank you very much. But maybe Annette has something else to add. Thank you.


Germany · Co-Chair · Annette Kaiser [2:15:46]:

Thank you very much, Sibib. Also from my side, a big thank you to the African group, to the ambassador of Switzerland and the involved member states and also to the US. Thank you for your confidence in our work and your words of encouragement. As soon as this revised report is endorsed, we can start with implementation. I mean, we propose some steps, as you can see, and our aim is, as Sibib explained, until the first regular session of next year to already present you with first reports on those recommendations where the implementation process can be initiated following this second regular session already. But thank you very much again.


UNDP/UNFPA/UNOPS Executive Board · President [2:16:41]:

Well, colleagues, All that remains for me to do is to say thank you to Ms. Gebrekidan and Ms. Kaiser for their responses, and thanks to you for your engagement this afternoon. This concludes consideration of agenda item two, update on the assessment of how the executive board executes its governance and oversight functions. A draft decision on the agenda item two is under preparation and will be presented for the board's consideration later in the session. This concludes our work for this afternoon. The second regular session will resume tomorrow at 10:00 a.m. with a joint segment. This afternoon meeting is therefore adjourned.


Executive Board Secretariat · Secretariat [2:17:25]:

Distinguished delegates, colleagues, we will resume the negotiations in conference room E at 5:15 p.m. I will send out an announcement, but I just wanted to inform you verbally as well. Thank you.