URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

Udenrigsudvalget 2017-18
URU Alm.del Bilag 32
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MINISTRY OF FOREIGN AFFAIRS OF DENMARK

I NTERN ATI ONA L D E VE LO PME N T

C OO PE R A TI O N

Strategy for Denmark's Co-

operation with United Nations

High Commissioner for Refugees

(UNHCR)

2017-2021

October 2017

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

1. Objective

This strategy for the cooperation between Denmark and the Office of United Nations High

Commissioner for Refugees (UNHCR) defines Danish priorities in relation to UNHCR's work, and outlines

the basis for the Danish cooperation with and financial support to UNHCR. In doing so it builds on

the new "Humanitarian Partnership Framework Agreement 2017-2021" between Denmark and

UNHCR which was signed in March 2017.

Denmark’s

relations with UNHCR are guided by the Sustainable Development Goals

(SDG’s)

and the

overall priorities of the new strategy for

Denmark’s

development cooperation and humanitarian

assistance that was adopted in January 2017,

“The

World

2030”,

in particular those parts related to

the response to conflict and fragility, including the protection of conflict-affected populations with a

focus on vulnerable people and groups.

2. The organisation

When the Office of the United Nations High Commissioner for Refugees (UNHCR) was established

in 1951, there were an estimated 1 million refugees to care for, the majority of whom were

European post World War II. The number of people worldwide living forcibly displaced from their

home by conflict or persecution has vastly increased since then. By 2016, an unprecedented total of

more than 65 million persons were displaced, the highest level of displacement on record. Among

those displaced, most were

internally displaced (IDP’s), but

nearly 21.3 million were refugees, over

half of whom under the age of 18. Around 16.1 million of these refugees are under the mandate of

UNHCR, with the remaining 5.2 million Palestinians under the mandate of UNRWA.

The work of UNHCR is based on the humanitarian principles of neutrality, independence and

impartiality which are essential for preserving humanitarian space. The understanding of refugee

protection as humanitarian work, meaning that actions are taken with the sole concern of ensuring

the safety and welfare of the refugees, allow countries of asylum to respond to the needs of refugees

without passing judgment on the country of origin. It also helps to ensure broad political support for

the work of the UNHCR. Through its work related to the nexus between humanitarian and

development issues, UNHCR also contributes to global development efforts, including the achievements

of the

SDG’s

among populations of concern. Among the strengths of the organization are a broad-

based partnership network, long-standing and wide field experience and presence, and a

commitment to effectiveness and reform.

2.1 The mandate of the High Commissioner for Refugees

UNHCR's mandate empowers it to provide international protection and humanitarian assistance to

refugees and other persons of concern, while seeking lasting solutions to their plight. It aims to

ensure that everyone can exercise the right to seek asylum and to find safe refuge in another

country with the option to return home voluntarily, integrate locally or resettle permanently in a

third country.

UNHCR works in 128 countries and is mandated to provide international protection and assistance to

refugees, returnees and stateless persons. While UNHCR does not have a general or exclusive

mandate for internally displaced people (IDPs), the organization has been authorized by the United

Nations General Assembly to be involved operationally under certain circumstances in enhancing

protection and providing humanitarian assistance to this group as well

The mandate of the High Commissioner for Refugees, and thus the role and functions of UNHCR,

is set out in the statute of the Office from 1950, the 1951 Refugee Convention and its 1967 Protocol

and has been elaborated in subsequent resolutions of the United Nations General Assembly.

UNHCR's core mandate is to pursue protection, assistance and solutions for refugees.

UNHCR has been given an additional mandate concerning issues of statelessness through Article 11 of

the 1961 Convention on the Reduction of Statelessness. Through this, the Office has been requested

by the General Assembly to promote the 1954 and 1961 Statelessness Conventions, and to help

prevent statelessness by providing technical and advisory services to States on nationality,

legislation and practice.

UNHCR: "Note on the Mandate of the High Commissioner for Refugees and his Office", 2013

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

2.2 Governance of UNHCR

The High Commissioner reports annually to the General Assembly, and the annual resolution on

the Office is traditionally facilitated by the Nordic countries. UNHCR is adviced by an Executive

Committee (ExCom), which formally is a subsidiary organ of the UN General Assembly, and which

is open to all member states who wishes to support the Office. At its next session in October 2017,

ExCom will include 101 members, 17 observer states and 37 observer organizations. The Committee's

main function is to approve the budget of the High Commissioner's assistance programmes, advise

the High Commissioner in the exercise of his functions (including through policy guidance and the

adoption of conclusions on international refugee protection), and oversee the Office's finances and

administration. ExCom meets in plenary session for one week every year, and has inter-

sessional Standing Committee meetings every three to four months. Due to the size of the

ExCom, activities are led by a bureau of 4 officials elected for a one-year period, with members

representing Europe, Africa, Asia and the Americas respectively. Denmark served on the bureau

from 2013-15 and chaired ExCom 2015-16.

2.3 UNHCR's budget

In 2010 and with the full support of member states UNHCR moved from a budget based on

estimated donor contributions to a budget based upon an assessment of global humanitarian needs

related to displacement and what UNHCR could meaningful do if it had the necessary funds. The

change from income- to needs-based budgeting has resulted in a significant growth in the budget

leading to a wider funding shortfall in which income is now generally only around 60% of the

budget

. The increasing gap between the identified need and UNHCR's ability to respond creates a

more visible situation of needs left unmet. It also emphasizes the need to focus on how the

organization prioritizes and plans as well as changes priorities during the course of the year to adjust

to developments.

Voluntary contributions from donors are crucial for UNHCR as only 3% of income comes from the

regular UN-budget. Donor support for UNHCR's activities has increased significantly in recent

years as global needs have evolved. This upward trend is expected to continue in 2017 as the needs

based budget for 2016 was at an all time high of USD 7.5 billion, with income close to 4 billion USD

For 2017, the budget is slightly lower

–

at 7.4 billion USD

–

with projected income at 3.5 billion USD.

These are many unknowns, however, in this equation, not least developments in and around Syria

and Iraq or sudden new situations of mass influx.

2.4

The MOPAN assessment

According to the latest Multilateral Organization Performance Assessment Network (MOPAN)

assessment from 2014 UNHCR is recognized for taking key steps to apply the Inter-Agency Standing

Committee (IASC) Transformative Agenda.

Moreover UNHCR is recognized for having a good reputation for the quality of its policy dialogue and

how it uses advocacy to enhance protection for refugees and other persons of concern as well as for

using reliable needs-assessments to inform its humanitarian operations. However, the assessment

also suggests that UNHCR could better link its corporate results framework with its strategic plan, so

that organisation-wide results can be clearly articulated and measured. Greater structural

independence may be required for the evaluation function, in combination with adequate financial

support and management buy-in. UNHCR should also develop a regular and systematic process for

follow-up on evaluation recommendations. UNHCR has been working actively to improve its

relationships with its implementing and operational partners but further improvements are needed.

http://reporting.unhcr.org/financial

3,9 billion USD in 2016,

http://reporting.unhcr.org/financial

EC/68/SC/CRP.10, decision on budgets and funding for 2016 and 2017 adopted at the 68

meeting of the

UNHCR Standing Committee 14-17 March 2017

MOPAN: Assessment of UNHCR, 2014

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

3. Key Strategic Challenges and Opportunities

3.1. Relevance and Justification of Future Danish Support

UNHCR has for many years been a key partner in Danish humanitarian assistance. The

organization contributes directly to the implementation of the priorities of Danish humanitarian and

development cooperation by protecting conflict affected populations and helping to address

complex challenges related to displacement and forced migration as well as to finding durable

solutions for refugees and IDP’s. UNHCR’s activities related to IDP’s have increased in magnitude

in recent years. This reflects that as a result of the UN-led humanitarian reform process some ten

years ago, UNHCR has been designated as cluster lead for protection, emergency shelter, and

camp coordination and management in situations of conflict. It also provides important support to

other clusters.

Both Denmark and UNHCR recognize the Agenda

2030’s

commitment to

“leave

no one

behind”,

requiring that the most vulnerable, including those affected by crises and forced displacement, are

included in the achievement of the Sustainable Development Goals. Similarly, the parties are also

committed to implementing the

Grand Bargain

and

the New Way of Working

, including by increasing

collaboration focused at

“collective results”;

working with others to achieve a comprehensive, cross-

sectoral, methodologically sound, and impartial overall assessment of needs; increasing the

investment in national first responders; and through the donor commitment to decrease earmarking

where possible and accept more streamlined reporting requirements as outlined in the

Grand

Bargain.

The parties are also committed to strengthen the engagement in joint multi-year planning

and programming in response to protracted crises, to strengthen flexibility in line with changes in

operational contexts, and to reduce management costs and strengthen harmonised results reporting.

Within the broader objective of protecting conflict affected populations, it is a particular priority for

Denmark’s

humanitarian assistance to address complex challenges related to displacement and forced

migration, to strengthen protection of refugees and IDP’s, and to find durable solutions for refugees

and IDP’s as the ultimate protection goal. UNHCR's Result Based Management contains 64 objectives in

of which the key objectives constituted the above mentioned GSP's. This entails that in addition to the

GSP’s,

many elements related to organizational management and performance are measured and

monitored by the organization, however, although not part of the GSP's.

Within the framework of the human rights-based approach to development, Denmark has welcomed

UNHCR's efforts to integrate human rights across its operations for displaced people

–

and with a

particular cross-cutting emphasis on e.g. age and gender specific rights. The latter is one of the

key priorities

in “The World 2030”,

where the focus on girls and women within development

cooperation engagement is increased and advancement of sexual and reproductive health and

rights is prioritized. The Evaluation of the Strategy for Danish Humanitarian Action 2010-2015 of

May 2015 concludes that

the Danish government’s partnership with UNHCR is a good example of how

a relatively small donor can exert considerable influence by combining funding with active

involvement from both Copenhagen and Geneva.

UNHCR is generally positively assessed and

reviewed by other donors.

UNHCR's Global Strategic Priorities: Main objectives for 2016-17

In carrying out its operations as well as performing as an organization, UNHCR has developed a

number of "Global Strategic Priorities" (GSPs) that are intended as a common set of key priorities

and a "blueprint" for planning in UNHCR's operations worldwide. The GSP's are divided in two

categories: the operational GSP's, which direct activities in the field with a focus on critical areas of

concern in protecting, assisting and seeking solutions for people of concern for UNHCR; as well as

support and management GSP's, which guide work at headquarters and regional offices. The latter is

The Grand Bargain: A Shared Commitment to Better Serve People in Need” is an agreement between more than

30 of the biggest donors and aid providers, which aims to get more means into the hands of people in need.

https://consultations.worldhumanitariansummit.org/bitcache/075d4c18b82e0853e3d393e90af18acf734baf29?vid=

580250&disposition=inline&op=view

Former UN Secretary-General Ban Ki-moon and the heads of UNICEF, UNHCR, WHO, OCHA, WFP, FAO, UNFPA

and UNDP, with the endorsement of the World Bank and the International Organization for Migration, signed at the

World Humanitarian Summit a "Commitment to Action" document, in which they agreed on a New Way of Working

in crises. Its aim is not only to meet humanitarian needs, but also to reduce needs, risks and vulnerability over

time.

http://www.agendaforhumanity.org/initiatives/5358

Evaluation of the Strategy for Danish Humanitarian Action 2010-2015. Ministry of Foreign Affairs. May 2015

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

intended to improve the organization's effectiveness in areas such as protection, financial

accountability, emergency response and humanitarian coordination.

The GSP's set out the key objectives for the organization. They are assessed through a number of

"impact indicators" providing important insight into how UNHCR is performing. Furthermore,

"Global Engagements" are presented in order to provide reporting on progress and achievements.

There is a high degree of convergence between UNHCR's GSP's and the priorities of Danish

Humanitarian Assistance, which is elaborated in Chapter 6 below on

"Monitoring and reporting".

New-York Declaration, the Comprehensive Refugee Response Framework (CRRF) and a Global

Compact on Refugees

The New York Declaration for Refugees and Migrants (New York Declaration)

–

which was adopted by

the UN General Assembly on 16 September 2016

–

is a milestone for global solidarity and refugee

protection at a time of unprecedented displacement. The set of commitments agreed by the UN

Member States reflect that protection of those who are forced to flee, and support for the countries

that shelter them, are a shared international responsibility. The New York Declaration calls upon

UNHCR to develop and initiate the application of the

Comprehensive Refugee Response

Framework (CRRF)

in particular situations, in close coordination with relevant States, other UN

agencies and stakeholders. The CRRF specifies key elements for a comprehensive response to any

large movement of refugees. These include rapid and well-supported reception and admissions;

support for immediate and on-going needs (e.g. protection, health, education); assistance for local

and national institutions and communities receiving refugees; and expanded opportunities for

solutions. The practical application of the CRRF will also inform the consultations and negotiations of a

Global Compact on Refugees,

to be adopted by the General Assembly in 2018.

The CRRF has the potential to transform the manner in which affected governments and the

international community responds to refugee situations. It calls for inclusive, solutions-focused

approaches, and through the New York Declaration it has the support of UN member states to an

extent not seen before. The concept embodies key lessons and best practices from decades of work

with refugees. The CRRF is not simply an add-on to

UNHCR’s

existing portfolio

–

it is a New Way of

Working, seeking to comprise all existing and new initiatives in support of an inclusive approach to

managing protracted refugee situation and promoting durable solutions for refugees.

Both in connection with the CRRF and in general it is critical that UNHCR continues to focus on its

core mandate and not spread its operation to the wider development agenda. This is in line with

Denmark’s position on the CRRF, which if successful, should see UNHCR “leading from behind” and

primarily having a catalyst role in operational terms, while still upholding its protection mandate.

3.2. Major Challenges and Risks

UNHCR faces several important challenges. Some challenges are primarily externally driven,

while others are internal. Among the most important at present are:

Risk no. 1: Deterioration of the global protection environment

In performing its functions, UNHCR is depending on the generosity of countries hosting refugees.

Hosting refugees creates strains on countries' economy, society, services, infrastructure,

environment and security. In 2015, for the second year in row, Turkey was the country hosting

the largest number of refugees (2.5 million), followed by Pakistan (1.6 million)

. The war in

Syria alone has produced over 5 million registered refugees since 2011

–

more than from any

other country. In relation to population size, Lebanon hosts the highest number of refugees per

1.000 inhabitants (183), followed by Jordan (87)

. In exercising its mandate effectively, UNHCR

is dependent upon the continuing commitment from member states to cooperate with the office.

This also entails member states to exert pressure on each other to uphold and respect their

obligations vis-à-vis the Office,

not least in respect of the key principle of ‘non-refoulement’.

This

underlines the importance of preserving asylum space, safeguarding access to protection and

UNGA resolution A/RES/71/1

UNCHR Global Trends 2015:

http://www.unhcr.org/576408cd7.pdf

http://www.unhcr.org/syria-emergency.html

UNCHR Global Trends 2015:

http://www.unhcr.org/576408cd7.pdf

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

ensuring freedom of movement consistent with international refugee law. Governments have an

important role to play in supporting UNHCR in this respect.

Risk no. 2: Diminishing possibilities for resettlement

While voluntary return to the country of origin remains the preferred, and also the most realistic,

durable solution in mass-influx refugee situations, local integration in the host country and

resettlement in third countries remains an essential part of the concept of durable solutions and a

politically important element in maintaining a "balance" between the various durable solutions. In

2015 UNHCR submitted 134.000 refugees to States for resettlement and States admitted 107.100

refugees for resettlement during the year with or without UNHCR’s assistance

. However, the

financial crisis, changes of sentiment towards refugees around the globe and other factors may

further diminish the possibilities for resettlement in the future, thus impairing use of this durable

solution.

Risk no. 3: Maintaining the high level of donor contributions

UNHCR has managed over the last five years to increase the level of donor contributions, with

record levels being achieved in both 2015 and 2016. However, donor governments are under

pressure to reduce spending, in part also because of rising asylum costs in some countries. It is

therefore uncertain whether the current all time high (2016) level of contributions can be sustained, let

alone increased in 2017 and beyond. This is compounded by significant uncertainties related to future US

contributions, given the changing priorities of the new Trump-administration. As the US is covering close

to 40 % of UNHCR’s budget at present, the impact

of this could be significant.

UNHCR is for the same reason expanding its efforts to attract private funding, with a level of USD 239

million achieved in 2016 and an ambition to reach 500 million USD within a few years. Also, efforts are

made to attract funds from non-traditional donors, not least from the Gulf countries.

Risk no. 4: Humanitarian space and staff security

Due to the increasingly complex global political and security situation there has been a steady and

incremental erosion of humanitarian space over the past decade with leading to growing insecurity of

humanitarian staff. An analysis has shown that more civilian humanitarian aid workers are killed by

acts of violence than in accidents and that almost half of the non-accidental deaths of aid workers

were the result of ambushes on vehicles and convoys

. This risk applies to all humanitarian agencies

working in conflict zones. UNHCR has lost 16 staff members during the last ten years

Risk no. 5: Misuse of funds

During the past five years there has been a significant increase in UNHCR’s budget for

operations and activities. Simultaneously, the number of NGO-implementing partners has grown

to more than 900

. These partners, the majority of which are national organizations, vary

considerably in size and capacity. Within the same period, UNHCR has undergone considerable

administrative reforms, shrinking the amount of functions and staff at headquarter level. While it is

generally assessed that the risk of corruption

–

in the sense that UNHCR-staff would take bribes in

conducting their work

–

generally is not high (although specific cases are known), the growing

budget and increasing involvement of external partners do increase the risk of embezzlement of

funds. As noted, UNHCR applies a zero-tolerance policy on cases of misconduct. The cases are

reported via the Inspector General or Board of Auditors to the Executive Committee as well as the

General Assembly. It is critical that UNHCR continues its fight against any type of corruption as it is

a daily challenge given the circumstances under which UNHCR operates. Denmark places great

UNCHR Global Trends 2015:

http://www.unhcr.org/576408cd7.pdf

Contributions to UNHCR from non-governmental organizations, foundations and private donors for budget year

2016 as at 19 September 2016:

http://www.unhcr.org/partners/donors/575e771a4/contributions-unhcr-budget-

2016-breakdown-country-non-governmental-organizations.html

IA“C Backgrou d docu e t Preser i g Hu a itaria “pace, Protectio a d “ecurity , Ne York

2008

Report of the United Nations High Commissioner for Refugees, part II, Strategic Review pursuant to General

Assembly Resolution 58/153

http://www.unhcr.org/partnerships.html

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

emphasis on transparency in this connection and will continue to follow up with UNHCR on this

issues.

4. Priority Results of Danish Support

Denmark has a long-standing relationship with UNHCR, dating back to Denmark's signing of the 1951

Convention and membership of the UNHCR Executive Committee since its establishment in 1958.

Denmark takes active part in the annual sessions of the Executive Committee as well as participates in

other formal and informal meetings during the year. As stated, Denmark served as vice-chair of the

Bureau for the 65

and 66

sessions and as Chair of the Committee for the 67

session in 2015-2016.

According to UNHCR's Global Report 2016, Denmark continues to be ranked as the 10

largest

governmental donor overall with a total contribution of USD 60.3 million. Looking only at the un-

earmarked funding, Denmark was the 5

largest donor with a contribution of USD 23.6 million.

In 2017 Denmark's relationship with UNHCR has been further strengthened with the signing of

the

"Humanitarian Partnership Framework Agreement 2017-21”

–

a continuation of a similar

agreement covering the period 2013-2016, thereby affirming the close relationship between the

two parties

In doing so, it provides UNHCR with improved humanitarian funding predictability

and operational flexibility paired with an enhanced structured dialogue between the Parties on

priorities, performance and results. Since 2013, UNHCR has received a yearly, predictable funding

from Denmark of DKK 320.5 million falling into four categories:



core contribution

of DKK 160 million to support UNHCR in fulfilling its mandate of

providing international protection and humanitarian assistance to refugees and other

persons of concern, while seeking lasting solutions to their plight. This contribution is un-

earmarked and supports all four pillars (refugees, stateless, solutions and IDP's) of

UNHCR's work.

A contribution of DKK 20 million affiliated with the core contribution but restricted for

creative, solutions-oriented activities of a strategic nature. These

innovation funds

are

meant to innovate, experiment and catalyse efforts to resolve protracted displacement

and to support solutions with a tested menu of tools, methodologies and partnerships that

UNHCR can draw upon across geographic contexts when developing solutions strategies in

protracted situations and responding in emergencies to reduce the creation of new

protracted situations. During the annual consultations, the overall strategic framework for

the continued use of the funds is discussed and approved, with the understanding that it is

guided by a high degree of flexibility and willingness to take risks.

A softly earmarked contribution of DKK 50.5 million to an

Emergency Response Fund,

administered and used by UNHCR at its own discretion for emergency response purposes

during the course of the financial year. The Partnership Agreement includes general

stipulations on the use of these funds, including with regard to the need to inform Denmark

about allocations for subsequent media usage. Allocations for more than USD 1 million will

not be made without consultation with Denmark

Earmarked contributions amounting to DKK 90 million

to UNHCR’s efforts

in support of

selected operations of a protracted nature and with a focus on

supporting

durable solutions,

either through local integration or voluntary repatriation and re-

integration.

UNHCR’s selection of operations

takes its point of departure in the geographical

priorities guiding Danish engagement in protracted displacement crises. The funding may in

particular support the development of multi-year planning frameworks for protracted

displacement situations. Until the end of 2021 at least DKK 27 million out of the DKK 90

million allocated to protracted displacements will continue to be earmarked to the UNHCR

reintegration programme in Afghanistan and surrounding countries.



http://reporting.unhcr.org/sites/default/files//donor_ranking/2016%20-%20UNHCR%20Donor%20Ranking.pdf

Among the priorities in the Humanitarian Strategy is e.g. responding to the needs of people affected by armed conflict;

addressing the underlying causes of vulnerability through building better links between relief and development; and

promoting durable solutions for displaced people through comprehensive means.

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

As per the agreement,

annual consultations

will be held in order to discuss:

ii)

iii)

UNHCR’s utilization of the

specific Danish contribution for solutions;

Plans for use of the specific Danish contributions for the upcoming year;

Achievements in the current calendar year and selection of operations to which funds from

the Danish contributions to UNHCR’s efforts in protracted displacement situations and in

support of durable solutions shall be allocated in the upcoming calendar year;

Danish policy priorities, including sustainable solutions for protracted displacement

situations;

Possibilities for strengthening thematic coherence and synergy between multilateral and

bilateral assistance;

Possible concerns of Denmark in relation to UNHCR’s

performance;

Key issues emanating from UNHCR’s strategies and/or implementation of the annual action

plans;

Employment of Danish nationals in UNHCR; as well as

any other topic considered relevant.

iv)

vi)

vii)

viii)

ix)

Moreover, the annual consultations is an opportunity for Denmark to raise issues such as continually

working on efficiency improvement within the organization, the fight against corruption, including

transparency in this regard, increasing the number of Danish citizens working in UNHCR by

increasing the number

of JPO’s and

the use of secondments. Furthermore, it could be considered if

the Innovation funds could potentially be used to ensure focus on the particular challenges faced by

women and girls.

UNHCR's Global Strategic Priorities (GSP's) for 2016-17

emphasize areas of critical concern to the

Office with regard to provide protection and assistance and to seek solutions for refugees and other

people of concern. In the biennium of 2016-2017 which build on the previous biennium

achievements and affirm the overall validity and relevance of the 2014-2015

GSP’s UNHCR has 8

operational GSP's and 8 support and management GSP's . The following table points to the key

indicators from a Danish perspective and highlights the strong convergence between UNHCR's GSP's

and Danish policy priorities:

Danish Policy Priority

Providing international

protection and

humanitarian assistance to

refugees and other people

of concern

UNHCR GSP

Favourable protection

environment

Ensuring access to

territorial protection and

asylum procedures;

protection against

refoulement;

and the

adoption of nationality

laws that prevent and/or

reduce statelessness.

Fair protection processes

and documentation

Securing birth registration,

profiling and individual

UNHCR Impact Indicator

Extent law is

consistent with

international

standards relating to

refugees

Extent law and policy

is consistent with

international

standards relating to

internal

displacement

Extent law and policy

is consistent with

international

standards on

prevention of

statelessness and% of

stateless people for

whom nationality is

granted or confirmed.

% of children under

12 months old who

have been issued with

a birth certificate by

the authorities.

http://www.unhcr.org/publications/fundraising/564da0e30/unhcr-global-appeal-2016-2017-global-strategic-

priorities-2016-2017.html

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

documentation based on

registration

Security from violence and

exploitation

Reducing protection risks

faced by person of concern,

in particular discrimination,

sexual and gender based-

violence and specific risks

faced by children.

% of people of

concern registered on

an individual basis.

Extent known SGBV

survivors receive

appropriate support.

Extent community is

active in SGBV

prevention and survivor

centred protection.

% of unaccompanied

and separated children

for whom a Best

Interest Determination

process has been

initiated or completed.

Extent children of

concern have non-

discriminatory access to

national child protection

and social services.

Prevalence of global

acute malnutrition

(GAM) (6-59 months)

Under-5 mortality rate

% of households living

in adequate dwellings

Average number of

litres of potable water

available per person per

day.

Basic needs and services

Reducing mortality,

morbidity and malnutrition

through multisectoral

interventions.

Meeting international

standards in relation to

shelter, domestic energy,

water, sanitation and

hygiene.

Community empowerment

and self-reliance

Promoting active

participation in decision

making of persons of

concern and building

coexistence with hosting

communities. Promoting

human potential through

increased opportunities for

quality education and

livelihoods support.

% of active female

participants in

leadership/management

structures.

Extent local

communities support

continued presence of

person of concern.

% of people of concern

(28-59 yrs.) with own

business/self-employed

for more than 12

months.

% of primary school-

aged children enrolled

in primary education.

Extent return has been

voluntary, and in safety

and dignity.

Extent returnees have

same access to rights

as other citizens.

Extent social and

economic integration is

realized.

% of people of concern,

identified in need of

Finding durable solutions

to protracted

displacement situations

Durable solutions

Expanding opportunities for

durable solutions for people

of concern, particularly those

in protracted situations,

including through

strengthening the use of

comprehensive approaches

and contributing to

sustainable reintegration and

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

local settlement in third

countries.

resettlement, submitted

for resettlement.

In general, Denmark bases its monitoring on UNHCR’s own monitoring and reporting

framework and does not require specific progress reports covering the Danish contribution.

Denmark will assess and discuss policy priorities through participation in formal and informal

meetings, engaging in thematic briefings as well as in connection with the annual

consultations in line with the Humanitarian Partnership Agreement. It has been agreed that

UNHCR will provide Denmark with the following reports:

UNHCR's annual Global Report, including detailed country chapters with achievements

against priority targets. This will be accepted by Denmark as UNHCR's consolidated

reporting mechanism;

UNHCR's annual financial report and audited financial statements (and audit report), as submitted

to UNHCR's Executive Committee and to the Fifth Committee of the General Assembly of the

United Nations;

For the Specific Danish Contribution/innovation fund (DKK 20 million), narrative progress

report of the same year will be presented to Denmark at the annual consultations meetings;

The Partnership Agreement further outlines specific but simple financial reporting

requirements for the different types of loosely ear-marked contributions allocated to

UNHCR.

Within this framework, the Mission will report on developments under the Organization

Strategy in accordance with the new multilateral guidelines.

5. Preliminary Budget Overview

Danish contribution to UNHCR

Core funds

(un-earmarked)

Innovation funds

(earmarked)

Emergency Response Fund

(flexibly earmarked)

Contribution to UNHCR's efforts in protracted

situations

(earmarked)

Totals

2017

160

50,5

320,5

2018

160

50,5

320,5

2019

160

50,5

320,5

(Contribution in DKK million).

In addition to the contributions provided under the partnership agreement, UNHCR can also receive

extraordinary contributions during the financial year. In 2016, such contributions amounted to more

than DKK 50 million.

The numbers

for 2018-2019 are preliminary and subject to parliamentary approval

URU, Alm.del - 2017-18 - Bilag 32: Organisationsstrategi for Danmarks samarbejde med FN’s Flygtningehøjkommissariat (UNHCR), fra udenrigsministeren

Annex 1:

http://www.unhcr.org/publications/fundraising/564da0e30/unhcr-global-appeal-2016-

2017-global-strategic-priorities-2016-2017.html