LIU, Alm.del - 2018-19 (1. samling) - Bilag 16: Udenrigsministeriets notat: "Strategy for Denmark's Engagement with The United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) 2018-2022"

Ligestillingsudvalget 2018-19 (1. samling)
LIU Alm.del Bilag 16
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Strategy for Denmark’s Engagement with

The United Nations Entity for Gender Equality and the

Empowerment of Women (UN Women)

2018-2022

LIU, Alm.del - 2018-19 (1. samling) - Bilag 16: Udenrigsministeriets notat: "Strategy for Denmark's Engagement with The United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) 2018-2022"

1. OBJECTIVES AND PRIORITIES

............................................................................................. 4

2. UN WOMEN’S MANDATE,

ORGANISATION AND FUNDING

.......................................... 5

3. KEY STRATEGIC CHALLENGES AND OPPORTUNITIES

.................................................. 6

3.1 R

ELEVANCE IN RELATION TO THE DEVELOPMENT IN INTERNATIONAL DEVELOPMENT CONTEXT

. 6

3.2 R

ELEVANCE AND EFFECTIVENESS OF THE ORGANISATION IN RELATION TO THE INTERNATIONAL

DEVELOPMENT AND HUMANITARIAN AGENDA

AND THE ORGANISATION

’

S REFORM PROCESS TO STAY

RELEVANT AND EFFICIENT

..................................................................................................................... 7

3.3 T

HE RELEVANCE OF THE ORGANISATION IN RELATION TO

ENMARK

’

S PRIORITIES IN DEVELOPMENT

POLICY AND HUMANITARIAN ACTION

..................................................................................................... 8

4. PRIORITY AREAS AND RESULTS TO BE ACHIEVED

........................................................ 9

RIORITY

REA

1: A

COMPREHENSIVE AND DYNAMIC SET OF GLOBAL NORMS

POLICIES AND STANDARDS

ON GENDER EQUALITY AND THE EMPOWERMENT OF ALL WOMEN AND GIRLS IS STRENGTHENED AND

IMPLEMENTED

........................................................................................................................................ 9

RIORITY

REA

2: W

OMEN LEAD

PARTICIPATE IN

AND BENEFIT EQUALLY FROM GOVERNANCE SYSTEMS

.............................................................................................................................................................. 10

RIORITY

REA

3: C

ONTINUOUSLY ENHANCE ORGANISATIONAL EFFECTIVENESS CONTRIBUTING TO

REFORM

CURBING CORRUPTION AND LEVERAGING INNOVATION

...................................................... 11

5. FOLLOW-UP ON DANISH PRIORITIES

.............................................................................. 12

6. BUDGET

................................................................................................................................. 12

7. RISKS, RESPONSES AND ASSUMPTIONS

........................................................................... 13

ANNEX 4: DANISH PRIORITIES AND MONITORING

......................................................... 14

ANNEX 2: FUNDING AND KEY FINANCIAL DATA..............................................................

ANNEX 3: FIELD PRESENCE

–

UN WOMEN IN THE WORLD

........................................... 21

ANNEX 4: VISUAL REPRESENTATION

OF UN WOMEN’S INTEGRATED

RESULTS AND

RESOURCES FRAMEWORK

..................................................................................................... 22

ANNEX 5: UN WOMEN ORGANOGRAM

................................................................................ 23

UN Women’s 3-fold

mandate:

1. Normative

–

to support the formulation of

global and regional standards and norms

2. Operational

–

to help Member States implement

these standards

3. Coordinating

–

to hold the UN system

accountable for and enable better delivery on its

own commitments on gender equality

Denmark supports UN Women because:



It has unparalleled expertise in the promotion of

gender equality and women’s rights

It has a unique mandate to support global

gender equality norms

It is responsible for coordinating UN efforts for

gender equality

It’s programming and mandate addresses key

Danish priorities and interests relating to

irregular migration, human rights, the

empowerment of women and addressing

poverty

Established:

Headquarters:

Country offices:

Human resources:

Financial

resources:

In USD million

(2017)

Executive

Director:

Executive Board

sessions:

DK member of

the Executive

Board:

2010

New York

50 (and 6 regional offices

and 7 liaison offices)

886 staff in 80 countries,

including 6 Danish

employees

Core: 146

Earmarked: 215

Assessed: 8

Total: 369

Phumzile Mlambo-Ngcuka

January/February;

May/June;

September

2011-2012;

2015-2016;

2016-2017

Top ten core contributors 2017

Sweden

13%

Others

27%

12%

Key challenges for UN Women:



Mobilising sufficient funds to reach its USD 500

million annual target needed to realize its

mandate

Continuously identifying the most suitable entry

points with regards to partners and processes

where UN Women can maximise its influence

Resistance from stakeholders to the pursuance

of full gender equality

Denmark will expect UN Women to:



Strengthen global norms, policies and standards

on gender equality and the empowerment of

women and girls, including by promoting the

SRHR agenda

Ensure that women lead, participate in, and

benefit equally from governance systems

Continuously enhance organisational

effectiveness contributing to UN reform,

curbing corruption, and leveraging innovation

Japan

Australia

USA

6% Norway

Denmark

Finland

Switzerland

12%



Funding to UN Women as stipulated in the Danish draft Finance Act 2019

(million DKK)

Denmark will follow-up by:



Engaging strategically and constructively with

UN Women at HQ, regional and country level

Monitoring and reporting Danish priorities

based on UN Women’s results framework

Conducting annual consultations and actively

participating in the Executive Board

Undertaking a mid-term review of the Danish

strategy

Core contribution

Co tributio s to UN Wo e ’s

Innovation Facility

2018

Planned

2019

Planned

2020

Planned

2021

Planned

2022

This Strategy

for Denmark’s Engagement with the

United Nations Entity for Gender Equality and the

Empowerment of Women (UN Women),

from this point referred to as the Strategy,

forms the basis for the Danish

contributions to UN Women, and it is the central policy document guiding Denmark’s dialogue and partnership

with UN Women. It complements the Strategic Partnership Agreement between UN Women and Denmark by

outlining specific goals and results that Denmark will pursue in its cooperation with the organisation beyond what

is directly funded via earmarked contributions. To this effect, the Strategy establishes the Danish priorities for UN

Women’s performance within the overall framework

established by UN Women’s

own Strategic

Plan. Denmark

will work closely with like-minded countries towards the

While acknowledging that the core

achievement of results through its efforts to pursue specific goals

contributions to UN Women are un-

and priorities. The Strategy will run in parallel with UN Women’s

earmarked, Denmark’s cooperation with

Strategic Plan, 2018-2021, while being six months staggered to

UN Women is guided by three thematic

allow for the full implementation and evaluation of the current plan

priority areas with outcomes of

and the adoption of its successor. The Strategy is aligned with the

particular importance:

Strategic Partnership Agreement between Denmark and UN

Women (2017-2019), which entered into force in 2017, and will

1. Global norms, policies and

standards on gender equality and

cover the period July 2018-June 2022.

the empowerment of women and

Denmark’s strategy for its partnership with UN Women is

girls, including by promoting the

anchored in Denmark’s Strategy for Development Cooperation

SRHR agenda, are strengthened.

and Humanitarian Action,

The World 2030,

which highlights that,

2. Women lead, participate in, and

the UN, the World Bank and the regional development banks will

benefit equally from governance

be key actors in achieving the Sustainable Development Goals

systems.

towards 2030, and that Denmark will prioritise an active

3. Organisational effectiveness

partnership with the UN organisations whose mandate covers

contributing to UN reform,

Danish priorities in terms of interests and values and where

curbing corruption and leveraging

Denmark can contribute to advancing a global agenda.

Denmark’s

innovation.

Strategy for Development Cooperation and Humanitarian Action

has four strategic objectives

–

one of these has a specific focus on

democracy, human rights and gender equality.

Based on UN Women’s significant pool of expertise regarding gender equality and women’s empowerment, as

well as their established capacity and ability to link global and national policy developments on gender issues,

Denmark sees UN Women as an important integrator and agenda-setter. From a Danish perspective, it is also an

important priority that UN Women work towards advancing sexual and reproductive health and rights (SRHR)

globally as these rights are seen as prerequisites for achieving gender equality and the empowerment of women.

As outlined in the Strategic Partnership Agreement for 2017-2019, Denmark is committed to providing predictable

funding to UN Women, amounting to DKK 63 million in 2018. Denmark will seek to maintain its role as a key

partner of UN Women during the period through close cooperation and dialogue on operational and normative

issues.

Denmark provides most of its support to UN Women at the global level as

a contribution to the organisation’s

core budget, indicating

Denmark’s focus on

UN Women as a critical normative and policy-setting organisation. In

addition, Denmark

provides contributions to UN Women’s work

through bilateral programs at country level and

for specific projects. Finally, Denmark provides funding for Cooperation in the Area of Human Resources, which

includes the secondment of technical experts (e.g. JPOs and Senior Advisors) at both HQ- and field level to

support the development activities of UN Women within prioritised areas of work agreed between Denmark and

UN Women.

The following two sections will provide the background for selecting these specific priorities by outlining

Denmark’s view on UN Women

within the broader multilateral system, including important challenges and key

comparative advantages. Section 4 subsequently covers each of the three priority areas in greater depth, while

section 5-7 presents the planned budget, follow-up mechanisms and risks, risk responses and assumptions relevant

to this Strategy.

1. Objectives and priorities

2. UN Women’s

mandate,

organisation and funding

UN Women is the only UN organisation exclusively tasked dedicated to advancing gender equality and women

empowerment and has been tasked by the UN General Assembly to coordinate and accelerate the promotion of

gender equality and

women’s empowerment through its threefold mandate: 1) Normative –

to support the

formulation of global and regional standards and norms; 2) Operational

–

to help Member States implement these

standards

; and 3) Coordinating

–

to hold the UN system accountable for and enable better delivery on its own

commitments on gender equality. This threefold mandate is very clear and endows UN Women with a unique

mandate and institutional entry points to pursue a comprehensive impact across a range of areas, both at the

country, regional and global level.

Created in July 2010 as part of on-going reforms to ensure

system-wide coherence and greater effectiveness, UN

Women was formed through the merging of four UN

entities working towards gender equality. Thus, UN Women

was born out of UN reforms and is therefore uniquely

positioned to promote the goals of system-wide coherence

and “Delivering as One” through its coordination mandate.

In the Strategic Plan covering the period

2018-2021, innovation technology is

prioritized as one of the “drivers of change”

in pursuit of the following five strategic

outcomes:

1. A comprehensive and dynamic set of

global norms, policies, and standards

on gender equality and the

empowerment of women is

strengthened and implemented;

2. Women lead, participate in, and

benefit equally from governance

systems;

3. Women have income security, decent

work, and economic autonomy;

4. All women and girls live a life free

from all forms of violence;

5. Women and girls contribute to, and

have greater influence in, building

sustainable peace and resilience, and

benefit equally from the prevention

of natural disasters and conflicts and

humanitarian action.

In addition to its headquarters in New York, UN Women

has established a regional architecture that includes six

regional offices and 50 country offices located where UN

Women is most operational. A recent evaluation

of the

regional architecture concluded that this organisational

structure has increased UN Women’s

overall ability to

implement its threefold mandate through a strong presence

in the field. This field presence, as well as

UN Women’s

increasing programming portfolio, has led UN Women to

invest heavily in its internal processes and systems. Results-

based management has therefore been an organisational

priority for UN Women. Its new project and budget

management system can, while complying with UN

standards, deliver reports tailored to individual donors

tracking, for example, core contributions against outcomes

in the Strategic Plan. The organisation has a very strong

financial management system and, in line with the 2014

Multilateral Organization Performance Assessment Network (MOPAN) assessment, the 2016 Danish mid-term

review

found this to be one of the organisation’s greatest assets.

UN Women’s portfolio has grown from USD 216 million in 2012 to USD 369 million in 2017, requiring a

significant scaling up of the organisation’s operational systems to enhance

not only their policies, management and

human resource capacity but also their general presence and delivery. The bulk of UN Women’s funding (98%)

comes from voluntary contributions from Member States and non-governmental partners, with the organisation

receiving increased donor contributions almost every year since its founding. However, the current numbers are

short of the set funding targets. It is estimated that UN Women would need USD 500 million annually to be able

to fully realise its mandate. In 2017, the organisation saw its largest income to date with 5% growth in core

contributions and 16% growth in non-core contributions, totalling USD 369 million for the year, including assessed

contributions (see annex 1 for an overview of UN Women’s finances,

including projected future revenue). In 2017,

Denmark contributed DDK 60 million to UN Women in core resources and an additional DKK 3 million was

earmarked for UN Women’s Innovation Facility –

a level expected to be sustained in the organisational strategy

UN Women’s Strategic Plan references and brings together several international instruments and agreements, such as the

Committee on the Elimination of Discrimination against Women (CEDAW), the Beijing Declaration and Platform for

Action, and the 2030 Agenda’s

Sustainable Development Goals.

UN Women: Strengthening Organizational Structure for Delivering Gender Equality Results: Corporate evaluation of the

Regional Architecture of UN Women, 2017.

period. This support reflects the importance of fully ensuring the role of women in developing, delivering and

monitoring the most effective responses to key development challenges. In 2017, Denmark was the fifth largest

donor to UN Women’s

core

resources (13th in terms of non-core resources).

Denmark’s contributions to UN Women in million USD

Regular

DK's Regular

Other

DK's Other

resources

Resources

Ranking

Year

2014

11.00

3.2

2015

8.80

2.10

2016

8.70

1.00

2017

9.61

3.32

Total

DK's Total

Ranking

Numbers from UN Women’s annual reports.

14.2

10.90

9.70

12.93

3. Key strategic challenges and opportunities

UN Women’s specific relevance to Danish foreign, development and humanitarian policies is outlined in the

following sections as well as how Denmark sees the comparative advantages of UN Women within the broader

multilateral system and how the organisation

complements other aspects of Denmark’s international engagement.

Denmark will actively work with UN Women to pursue strategic opportunities and address challenges through its

funding; advocacy and policy-oriented engagement in the Executive Board and with the donor community,

including like-minded donors; through broader political engagement in the multilateral system and through bilateral

channels; and through secondments and technical assistance, including with Danish authorities.

3.1 Relevance in relation to the development in international development context

Denmark’s support to UN Women reflects the commitment in Denmark’s Strategy for Development Cooperation

and Humanitarian

Action to the Sustainable Development Goals (SDGs). UN Women’s mandate

and Strategic

Plan are fully aligned with both SDG5, concerning gender equality, and gender as a crosscutting priority in the

2030 Agenda. The 2030 Agenda’s SDGs provide a unique platform to advance gender issues and women’s rights.

However, more work still needs to go into implementation support and efforts to catalyse the system, as well as

advancing ways of measuring the impact of these efforts.

From a worldwide perspective, women continue to suffer from widespread discrimination and a lack of voice and

means. This not only constitutes a violation of their human rights, but is also a continued obstacle for development.

Evidence shows that gender equality, women’s empowerment and respect for women’s rights are fundamental

prerequisites for sustainable development with implications in key areas such as economic growth, the

advancement of good governance, education promotion, basic health assurance, climate change, and conflict and

fragility. It is therefore important to support the effective implementation and further development of international

agreements, as well as other applicable UN instruments, standards and resolutions.

UN Women is also uniquely positioned to examine crosscutting development challenges with gender aspects such

as the

intersectionality

between poverty, gender and ethnicity. This is absolutely critical in ensuring

the 2030 Agenda’s

commitment to “leave no one behind”,

as women, particularly those with disadvantageous identity markers, are

generally left in the fray. According to UN Women’s

mid-term

review of its previous Strategic Plan, the

organisation’s

research-based

knowledge products, such as the

Progress of the

World’s Women

report, succeeded in

influencing policymaking, but left a great deal of room to reach a greater number of policymakers, gender equality

advocates and the media.

UN Women has proven to have significant policy impact at the country and international level, both as a global

advocate and through coordination within the UN system. UN Women also supports the development of new

goals and standards through its role as the secretariat for the Commission of the Status of Women (CSW), although

this also requires a high level of impartiality and a cautious approach to pushing potentially contested normative

agendas. Working with and on youth has also been a key priority for UN Women, including the organisation of a

CSW specifically for youth and the appointment of youth

focal points in UN Women’s civil society section.

At the time of writing, strong conservative forces are uniting to push back against progressive and women-centric

advances in the realm of SRHR, comprehensive sexuality education and the right of women to enjoy the same

opportunities and support as men. While some countries have indeed made progress in these areas, the global

discussion is increasingly polarised, including in the CSW. Some argue that other avenues, such as working more

directly with regional and national actors, must be explored in order to find innovative modalities for discussing

these issues with new partners in different formats. Ensuring the continued inclusion of SRHR in the global agenda

on gender equality should remain a critical priority, fully aligned with UN Women’s efforts to promote SRHR as

part of its comprehensive approach towards gender equality.

This includes ensuring that UN Women’s activities

towards this objective are well funded

–

also if other donors reduce or discontinue their funding.

Essentially, UN Women grew from the civil society domain and works with more civil society organisations (CSOs)

than any other UN agency. CSOs play an important role in both shaping and supporting UN Women’s

normative

agenda. However, CSO space is shrinking in many parts of the world, particularly for those working on SRHR.

This reduction in domain makes it crucial for UN Women to continue its work on mobilizing, supporting and

capacitating CSOs. Another important segment that UN Women is exploring includes ways to engage the private

sector since private institutions are often uniquely positioned to play an important role in securing women’s

empowerment and rights.

3.2 Relevance and effectiveness of the organisation in relation to the international development

and humanitarian agenda, and the organisation’s reform process to stay relevant and efficient

UN Women’s

Strategic Plan

works across the humanitarian-development-peace nexus and the principles from the

2030 Agenda of

“leaving no one behind” and “reaching the furthest behind”

permeate the Strategic Plan and its

objectives. At the outcome level, UN Women contributes to the implementation of the 2030 Agenda through

activities covering various SDGs.

UN Women’s mandate is particularly relevant for Denmark’s

prioritisation of

SDG5 on gender equality and empowerment of girls, and SDG16 to promote peaceful and inclusive societies.

However, other Danish priority SDGs, such as SDG7 on access to sustainable energy and SDG13 on climate

change have strong gendered aspects, where UN Women plays an important advocacy role at both global and local

levels. For example, UN Women monitors the implementation of the

gender equality and women’s empowerment

aspects of the Addis Ababa Action Agenda, the Paris Agreement on climate change, the Sendai Framework for

Disaster Risk Reduction, the Quito Declaration on the New Urban Agenda, and other recent intergovernmental

outcomes.

In accordance with the New Way of Working and Grand Bargain, UN Women has committed to working across

traditional silos for collective outcomes, bridging the divides between the humanitarian and the development

system. UN Women must help to fully ensure the role of women in developing, delivering and monitoring the

most effective responses to key development and humanitarian challenges. Denmark expects UN Women to

continue to implement its Grand Bargain commitments by ensuring humanitarian-development joined-up

engagement in an integrated cross-cutting manner.

UN Women’s Strategic Plan is also guided by the resolution on the Quadrennial Comprehensive Policy Review

(QCPR) of operational activities for the UN development system, which reaffirmed the importance of gender

equality, women’s empowerment

and gender mainstreaming in both developing countries and in settings of sudden

or protracted crisis.

UN Women has managed to deliver on most aspects of its triple mandate. However, the 2014 MOPAN

assessment

stated that the UN Women coordination mandate is delivered unevenly at the country-level on a range

of issues, including those related to SRHR. Out of the six countries assessed in the MOPAN, the coordination

mandate was found to be strongest in Kenya and Tanzania. The uneven delivery suggests that Denmark and other

like-minded countries have been correct to encourage the UN Development System to strengthen joint analysis

and programming. The 2016 Danish mid-term review identified difficulties for UN Women in taking a lead

coordination role in the UN Country Teams due to the relatively limited size of the organisation compared to

other UN entities. Under the current Strategic Plan period, UN Women will deepen its global UN coordination

efforts for gender equality and

women’s empowerment,

including through its participation in the Executive

A new MOPAN is currently underway.

Committee

, UN Development Group (UNDG) and other interagency mechanisms such as the UN System-wide

Action Plan on Gender Equality and the Empowerment of Women (UN-SWAP) and the UN Country Teams’

(UNCT) Gender Scorecard.

Results against Danish priorities are strongest in relation to UN

Women’s contribution to

strengthening global

norms on gender equality and women’s empowerment.

While UN Women has made good operational progress at

the outcome level

–

particularly concerning capacity-building

–

structural impediments continue to limit progress

for women’s rights in many places,

often as a consequence of humanitarian and protracted crises and the

proliferation of extremism and continued violent conflicts in some regions.

3.3 The relevance of the organisation in relation to Denmark’s priorities in development policy

and humanitarian action

As outlined in

Denmark’s Strategy for Development Cooperation and Humanitarian Action,

Denmark works actively across

the humanitarian-development nexus, which aligns well with UN Women’s

overall

approach to delivering on its

mandate in all settings and contexts. Further,

Denmark’s

human rights-based development policy (HRBA) entails

empowering women everywhere to actualise their rights. It also places particular focus on the most marginalised

and vulnerable, which links directly to UN Women’s objective of promoting

“women’s full enjoyment of their

human rights.”

Gender equality is mainstreamed in Danish development policy, as highlighted in the

Strategic Framework for Gender

Equality, Rights and Diversity in Danish Development Cooperation,

which underlines the importance of UN Women’s

relation to Danish development priorities. Regarding

Denmark’s position as a strong global advocate of SRHR,

UN Women plays a critical role. While the UN Population Fund (UNFPA) is the lead agency in promoting SRHR,

UN Women plays an important supporting role by integrating SRHR as a key dimension when advocating for

gender equality and women’s empowerment

at the global policy level, but also in its upstream and advisory work

with governments at the country level.

Global youth is a key stakeholder in

Denmark’s development cooperation as three out of four of an estimated 1.8

billion young people now live in a developing country.

UN Women’s commitment to youth inclusion is clearly

stated in its Strategic Plan. UN Women will focus on development

for and by

young people across all its priorities

and foster opportunities for young voices on gender equality and women’s empowerment. Denmark will continue

to assist UN Women in ensuring that this key constituency receives the focus and support it needs to leverage its

potential as a positive change agent vis-à-vis the 2030 Agenda.

Another focus area for UN Women is for both humanitarian action and peace and security interventions to be

gender-sensitive and gender-responsive.

UN Women supports the UN’s humanitarian

agencies and UN

peacekeeping operations in mainstreaming and strengthening their gender focus. UN Women has humanitarian

programmes in over 40 countries, and the humanitarian area was the organisation’s second largest programmatic

area in 2017, constituting around 25% of the programmatic budget (from USD 3.4 million in 2012 to USD 27.2

million in 2017), including (increasingly joint) programmes covering empowerment, livelihoods, and cash-for-work

for women. From a Danish perspective, UN Women has a vital role to play in the coordination and mainstreaming

of gender equality issues everywhere, including those in humanitarian settings, and hence, Denmark supports UN

Women taking part in joint UN programmes and performing a key advisory and advocacy role in inter-agency

forums such as the cluster system and with the Humanitarian Coordinator.

Denmark’s

bilateral cooperation is guided by

a strong focus on women’s empowerment and rights,

while UN

Women’s

platform for “upstream

advocacy”

–

due to its global legitimacy and recognition

–

is often more effective

than bilateral campaigning. This complementarity thus adds significant value to

Denmark’s

bilateral programmatic

activities. UN Women has demonstrated particular impact when undertaking advocacy efforts through open and

constructive dialogue with national and local authorities, and through the strengthening of civil society voices for

gender equality.

A newly established high-level coordination and policy body at the New York level comprising select principals advising

the Secretary-General.

Furthermore, UN Women coordination specialists have supported a range of key policy and reform processes

within the UN System, including the development of new UN Development Assistance Framework (UNDAF)

guidelines, the Funding to Financing process, the SDG communications group and the Global Migration Group.

4. Priority areas and results to be achieved

The 2018 adoption of resolution 72/279 on the repositioning of the United Nations Development System

represents a milestone achievement. The aim of the reform is to strengthen the UN system’s collective capability

to support Member States realise the 2030 Agenda through greater efficiency, effectiveness, coherence and synergy.

Denmark expects all parts of the UN Development System to support the adopted reform by implementing the

provisions of resolution 72/279 loyally and in close and constructive cooperation with their sister agencies.

Based on the analysis above, during the next four-year period, Denmark will focus its cooperation with UN Women

on the three thematic priority areas detailed below. While Denmark stays fully committed to the Strategic Plan of

UN Women as a whole, the priority areas are selected to highlight the most important UN Women outcomes from

a Danish perspective. With a particular focus on these areas and with the Danish human rights-based approach

emphasising the humanitarian-development nexus as a frame of reference, Denmark will hold UN Women

accountable for delivering on its stated commitments. This will be done in alignment with UN Women’s

own

Strategic Plans and utilizing its accompanying Integrated Results and Resources Framework (IRRF). UN Women

will monitor progress on its Strategic Plan through two separate results frameworks: The Development Results

Framework and the Results Framework for Organizational Effectiveness and Efficiency (OEE). A number of

outcomes and indicators from

UN Women’s

IRRF relating to the Danish priorities have been selected and are

included in Annex 1. Denmark will advocate for the further strengthening and prioritisation of the below areas in

consultations with UN Women and its partners, particularly in connection with the mid-term review of the current

Strategic Plan and the development of its successor plan.

Denmark expects UN Women to maintain evidence-based advocacy at the country level as a top priority and to

take steps to ensure that this activity will always have sufficient funding.

Denmark expects UN Women (and the UN System as a whole) to stand firm on its principle of zero tolerance

towards sexual exploitation and abuse and sexual harassment, and to implement the required institutional and

cultural changes in a coherent and system-wide matter. As part of this, Denmark expects UN Women to have

appropriate mechanisms and procedures in place to allow for complaints, reporting and investigation and to ensure

support and protection for victims. Denmark sees a key role for UN Women here as this area of focus feeds into

the heart of the organisation’s mission since the victims are disproportionately

women and girls and because of

UN Women’s unparalleled expertise in coordinating UN efforts for gender equality and in holding the UN System

accountable for its own commitments on gender equality.

Priority Area 1: Global norms, policies and standards on gender equality and the empowerment

of women and girls, including by promoting the SRHR agenda, are strengthened;

This priority area supports the objectives outlined in

Denmark’s Strategy for Development Cooperation and Humanitarian

Action

on gender equality and the empowerment of women

and Denmark’s focus on UN Women as a critical

normative and policy-setting organisation in this context. This is a particularly important priority area because;

comprehensive and dynamic set of global norms, policies, and standards on gender equality and the empowerment

of all women and girls is strengthened and implemented,

then

women and girls will be able to exercise their rights

on an equal footing with men and boys, and equally contribute to and benefit from development. This will be

possible

because i)

governments and key stakeholders will have strengthened capacity to assess progress in the

implementation of global normative and policy frameworks for gender equality and women’s empowerment;

ii)

evidence-based dialogue takes place amongst government and with civil society and other relevant actors and;

iii)

the development of global norms and standards is informed by substantive inputs and knowledge.

In Denmark’s view, UN Women has become a global thought-leader

for human-rights-based and gender-

responsive work on macro-economic policy; women’s

participation and empowerment in decision-making;

and

women’s role in strengthening environmental, social and economic resilience of communities.

Generating solid

evidence is a critical priority in this context and UN Women should ensure that it has the necessary capacity to

produce and generate evidence

on women’s and girls’

equality and empowerment. Denmark is generally satisfied

with the professionalism with which these advances have been made and notes that UN Women now produces

10-12 key Secretary General reports per year and has proven to have a significant policy impact through

coordination within the UN system. UN Women also served as the Secretariat of the Global Study on the

implementation of Security Council Resolution 1325 on women, peace and security, which informed the Security

Council’s high-level

review. Therefore, UN Women is a critical partner for Denmark in the effort to break down

gender stereotypes and structural barriers for women’s empowerment.

Over time, UN Women has strengthened its role as a strong normative and advocacy partner to Denmark. It

provides relevant evidence and perspectives for a range of intergovernmental processes and engages in dialogue

with governments not currently living up to global norms, policies, and standards on gender equality and the

empowerment of all women and girls, youth,

and

equality and non-discrimination of minorities, including the

LGBTQ+ community.

The focus on normative work is also prominent in UN Women’s Strategic Plan, where it

is included as one of their main objectives and as a specific overall outcome. This includes a particular focus on

the challenges

–

some of which are very distinct from those faced by boys and men

–

that young women face,

such as lower school enrolment and labour market inclusion. Denmark calls for UN Women to strengthen its

reporting on its achievements in this area.

UN Women carries out important work in supporting global normative processes by convening stakeholders,

building alliances and strengthening agreements on action. Crucially, UN Women supports international processes

such as the Commission on the Status of Women and the implementation and monitoring of the 2030 Agenda, as

well as gender equality agenda items of the General Assembly, the Economic and Social Council and the Security

Council. UN Women also supports Member States seeking to address gender perspectives in intergovernmental

processes in thematic areas. Enhancing the capacity of stakeholders to assess progress and share experiences and

lessons learned based on quality data and documentation are fundamental and integral components of this work.

Among the results UN Women is expected to deliver, is an increase in the percentage of resolutions adopted by

the General Assembly that integrate gender perspectives. UN Women is also expected to increase voluntary

national reviews to the High-Level Political Forum on Sustainable Development that integrate gender perspectives.

Priority Area 2: Women lead, participate in, and benefit equally from governance systems

This priority area supports the objectives outlined in

Denmark’s Strategy

for Development Cooperation and Humanitarian

Action

on inclusive and responsive governance systems based on the fact that

women lead, participate in and

benefit equally from governance systems,

then

women and girls will be able to exercise their rights on an equal

footing with men and boys and equally contribute to and benefit from development. This is

because i)

women’s full

participation and leadership in political decision-making is ensured;

ii)

national plans, policies and budgets are

gender-responsive;

iii)

better quality of gender data and statistics inform the development of effective and evidence-

based policies; and

iv)

women’s access to justice provides accountability mechanisms for the enforcement

of laws

and policies.

This priority area covers UN Women’s work on participation and leadership; gender-responsive

planning and

budgeting; and access to justice and aligns with the organisation’s “operational mandate” aimed at helping Member

States develop, implement and monitor standards and policies on gender equality. Therefore, UN Women has, in

Denmark’s view,

an important role to play in supporting the development of governance systems and mechanisms.

Most states have committed to international human rights instruments and agreements, such as the Convention

on the Elimination of All Forms of Discrimination against Women (CEDAW), the Universal Periodic Review and

the Beijing Platform for Action, which clearly spell out

the signatories’

obligations to ensure gender equality and

uphold the rights of women. However, such fundamental commitments are not always adequately reflected in

national laws and practices. The support provided and advocacy undertaken towards national governments by UN

Women makes the organisation an important partner in achieving goals aligned with the Danish objectives of

ensuring compliance with international agreements on gender equality and empowerment.

UN Women’s mid-term

review of its previous Strategic Plan, 2014-2017, states that the organisation has made

better-than-expected progress in supporting the adoption or reform of constitutions, legal frameworks and policies

to advance women’s right to participate in decision-making,

exceeding the targets set in the previous Strategic Plan.

This means that, at the time of writing, 72 laws have

been amended or adopted to strengthen women’s rights in

61 countries, with a combined population of 1.6 billion women and girls. However, when it comes to the number

of countries with a gender balance (>40%) on the boards of electoral management bodies, and the number of

countries with gender equality committees in parliament, UN Women has not reached its targets.

Among the results within this priority area, which UN Women is expected to deliver on, is an increase in the

number of legislative frameworks that promote gender balance in elections and decision-making bodies as well as

an increase in the percentage of women in the police, judiciary, prosecution services, military and correction

services.

Priority Area 3: Continuously enhance organisational effectiveness contributing to UN reform,

curbing corruption and leveraging innovation

As the Danish expectations relating to reporting and audit; monitoring & evaluation; and fraud, corruption-related

mismanagement and counter-terrorism are all outlined in the Strategic Partnership Agreement, this section will

focus on other efforts aimed at enhancing organisational effectiveness and efficiency. This is because

the UN

system remains committed to continuously enhancing organisational effectiveness; engages in joint action spanning

analysis, planning, delivery and documenting results; curbs all forms of corruption; leverages the potential of

innovation; and ensures that the UN System continuously reforms to be fit for purpose and to reflect emerging

challenges,

then

the system as a whole will be able to deliver results across a broad range of mandates and in a

variety of contexts. This is

because

the world is changing and the UN must adapt accordingly, seizing new

opportunities and addressing new challenges.

UN Women is still a relatively new organisation, which must consolidate its organisational and financial set-up. It

will, over the coming four years, be particularly important that contributions match programmatic priorities and

goals; for this, more funds are needed. In addition to increased resource mobilisation, UN Women needs to

continue delivering clear and tangible results while also demonstrating cost-consciousness, including through the

optimisation of its field presence. The 2016 Danish mid-term review found that UN Women has seen significant

achievements relating to institutional development. To further strengthen its organisational performance, UN

Women has included outputs regarding organisational effectiveness and efficiency in its Strategic Plan. It has also

managed to deliver against most aspects of its triple mandate on operational activities, norm-setting, and UN

coordination, in spite of slow progress in growing its revenue.

Cost-recovery efforts will also focus on the more effective, transparent and simplified use of the direct project cost

approach. Various modalities through which program countries contribute to UN Women will also be reviewed

and optimized, which is in line with Danish priorities. Denmark expects UN Women to continue to seek

efficiencies in its operations as informed by performance metrics, business intelligence and other quantitative and

qualitative measures. The focus should be on delivering as effectively and as appropriately as possible to recipients

through the streamlining of processes also retaining transparency and accountability.

Under the current Strategic Plan, UN Women will explore new ways of leveraging interagency coordination

mechanisms at the global, regional, and country levels to ensure the effective inclusion of gender perspectives. It

will also explore new ways of engaging partners in support of UN Women’s

mandate,

including through campaigns

such as HeForShe, UNiTE to End Violence against Women,

and “Planet 50-50

by 2030: Step It Up for Gender

Equality.” UN Women will also focus on translating more of its knowledge into impact-oriented knowledge

products, utilizing its new results management system to enhance reporting and use evaluations to push the

organisation toward even better performance. UN Women also plays a key role in supporting the Secretary-

General’s plan for gender equality in the UN

In 2014, UN Women established an Innovation Facility, with Denmark as its main stable financial supporter, and

innovation technology

is prioritised as a driver of change in UN Women’s

current Strategic Plan. The objective of

the Innovation Facility is to scan the horizon for new ways to address development challenges; award seed funding

to initiatives that test or scale innovation; foster networks of innovation champions for knowledge sharing; and

create new norms within UN Women to shift away from business as usual. This is central to the Danish partnership

with UN Women and in complete alignment with Denmark’s broader TechVelopment initiative with a focus on

mainstreaming innovation across the organisation. Furthermore, there is strong potential and mutual interest for

technical

collaboration and joint thought leadership around emerging technologies. Engagement with Denmark’s

Tech Ambassador presents an opportunity for joint advocacy and engagement.

The System-wide Strategy on Gender Parity covers targets and accountability; special measures; enabling environment;

senior appointments; and mission settings

A central part of UN Women’s innovation work is to

make innovation and technology work better for women

and girls. Denmark expects UN Women to continue its efforts to support women as innovators and on developing

environments in which they can innovate. With Denmark as its main financial supporter in terms of innovation

efforts, Denmark expects UN Women to document its achievements and to significantly strengthen its

communication about Denmark’s role in

supporting the Facility. Going forward and supported by its dedicated

funding, Denmark will continue to encourage the promotion of innovation in the work of UN Women, whether

through the testing of new approaches, operational delivery or other ways of challenging business-as-usual

approaches. Funds should be prioritised to projects that have an aim of confronting perceived risks and based on

lessons learned either be taken to scale or closed down. Specific indicators for this priority area are referenced in

Annex 1.

5. Follow-up on Danish priorities

As one of its top donors, Denmark maintains a continuous and constructive dialogue with UN Women, which

will be used to hold UN Women accountable and to follow-up on Danish priorities. Denmark will support UN

Women in further strengthening and prioritising the three Danish priority areas, including in the context of the

mid-term review of the current Strategic Plan and the development of its successor plan. Denmark will engage in

regular dialogue on the progress made, particularly in connection with the Annual High-Level Consultations

between Denmark and UN Women as agreed among the parties. These consultations will be used to follow-up on

cooperation over the past year and discuss the way ahead. Another platform for dialogue is the UN Women

Executive Board meetings, where Denmark engages actively, even in years when it is not a formal member. As a

large core donor and a recognised front-runner for gender equality

and women’s rights,

Denmark has a strong

voice in Board discussions.

Denmark will also continue to cooperate closely with the Nordic and other like-minded countries regarding issues

related to UN Women, including through regular coordination meetings prior to important discussions and

decision-making. Finally, to promote results at country level and to ensure complementarity between Danish

multilateral and

bilateral development cooperation, Denmark will continue to engage with UN Women’s regional

and country offices. Furthermore, Denmark will continue to ensure the exchange of information between the

Danish UN Mission in New York, bilateral representations and the central coordinating units within the Ministry

of Foreign Affairs (MFA). In Copenhagen, the MFA maintains close contact with UN Women through its Nordic

Liaison Office in the UN City.

Denmark will rely on

UN Women’s own reporting,

monitoring and evaluation systems to report on the usage of

core contributions and contributions to the Innovation Facility

–

as outlined in the Strategic Partnership

Agreement, which draws on UN Women’s Annual Report, UN Women’s own mid-term

review of its Strategic

Plan and other relevant documentation. The Danish UN Mission in New York will report on progress against

these outcomes in accordance with the Strategic Partnership Agreement from 2017 by liaising with relevant entities

in the MFA in Copenhagen and at country level. Based on this, Denmark will undertake a separate mid-term review

of the present Strategy.

6. Budget

Denmark remains a committed partner of UN Women, and will continue to provide reliable and predictable

funding for its activities and programmes.

In 2018, the core contribution is planned for DKK 60 million, whereas DKK 3 million will be earmarked towards

UN Women’s Innovation Facility.

According to the 2019 draft Finance Act, the projected Danish contributions to UN Women for 2019, 2020, 2021

and 2022 are foreseen to amount to a total of DKK 252 million, covering the course of the current strategy, and

including annual core contribution, and support for the Innovation Facility. Contributions will be provided on an

annual basis, subject to annual Parliamentary approval.

Please consult annex 2 “Funding and key financial data” as well as the Strategic Partnership Agreement for

additional information.

7. Risks, responses and assumptions

For UN Women to deliver on Danish priorities, the following risks and challenges should be mitigated. To counter

risks more generally, UN Women will use its enterprise risk management framework as outlined in its Strategic

Plan.

Inadequate funding:

According to the 2016 Danish mid-term review, inadequate funding remains the main risk

for UN Women’s

ability to deliver effectively against its three-fold

mandate. Slow progress towards reaching the

critical milestone of USD 500 million

budget per year has limited the organisation’s ability to support norm-setting

and evidence-based advocacy at country-level. UN Women has developed a resource mobilisation strategy to

address financial shortcomings, which Denmark will actively support.

Resource overstretch:

Even if resource requirements are met, there is a risk of overstretch. UN Women’s

universal mandate warrants a considerable field presence. It will be important, however, to organise its regional

and country presence conservatively and strategically, relying on existing UN system field structures in alignment

with the UN

development system’s

on-going reform outcomes. The same strategic approach has to be applied

throughout operations when pursuing the crosscutting objective of gender equality in order to avoid mission creep.

This is particularly relevant in terms of calibrating UN Women’s

role

in humanitarian responses as a much-needed

upstream and advisory actor, rather than an implementer. UN Women is aware of this challenge and strives to be

strategic in what it does and how it does it. The organisation has made efforts to be more focused and strategic in

the development of the current Strategic Plan and in the institutionalization of multi-year country-level annual

work plans.

Resistance from stakeholders:

Recent years have seen an increased political push back on issues linked to gender

equality and SRHR in particular. Debates at the UN and elsewhere have demonstrated that advocating

women’s

rights and, at times even defending existing agreements, can be difficult. The political environment is an important

framework condition for UN Women, which is dependent upon the goodwill of its Member States when

advocating for issues at the core of its mandate. To do this while avoiding political backlash, UN Women has to

balance its advocacy role with its more neutral Secretariat role, which calls for a division of labour between CSOs

and Member States. This will be a crucial component in securing adequate implementation of the 2030 Agenda

and will require support from like-minded Member States like Denmark.

In full alignment with UN Women’s own IRRF, Denmark will pay particular attention to the delivery of the

outcomes listed in the table below according to the indicators selected and presented in the table. A validation

exercise

of UN Women’s result framework

is on-going and may accordingly be slightly adjusted when first

reporting on Strategic Plan in 2019. The mid-term review of this Strategy should take such adjustments into

consideration and update this result framework accordingly.

Annex 1: Danish priorities and monitoring

Priority Indicators from the Common Chapter in the strategic plans of UNDP, UNFPA,

UNICEF and UN Women and indicators relating to UN Reform

Relevant outcome indicators drawn from the annex to the Common Chapter in the respective strategic plans, 2018-

2021

QCPR 11.d

% of UNCTs with Joint Work Plans (of Results Groups) that are aligned with the

UNDAF and signed by all involved entities.

Reflecting the renewed focus on, and the revision of, the UNDAF as the key strategic and

operational document at the country level and with the new reporting mechanisms outlined in the

General Assembly Resolution on the repositioning of the United Nations development system in the

context of the QCPR.

QCPR 61.a

Fraction of UNDG entities paying their full contribution of the UNDG Resident

Coordinator (RC) system cost-sharing arrangement.

Reflecting the new financing commitments outlined in the General Assembly Resolution on the

repositioning of the United Nations development system in the context of the QCPR.

Indicator on

contribution to UNDS

reform

Implement and comply with the mandates related to the entities of the UN development

system contained in General Assembly resolution 72/279 of 2018 on the repositioning of the

United Nations development system, in the context of the QCPR.

Thematic Priority Area 1: Global norms, policies and standards on gender equality and the

empowerment of women and girls, including by promoting the SRHR agenda, are

strengthened;

Relevant outcome indicators drawn from UN Women’s Integrated

Results and Resources Framework

Relevant output indicators drawn from UN Women’s Integrated Results and Resources Framework

Output 1: The capacity Indicator: 1.2: Percentage of Member States expressing satisfaction

Baseline: Available in

of stakeholders is

with the support provided by UN Women for the annual session of

2018

strengthened to assess

the Commission on the Status of Women.

Target: TBD

progress in

implementation of the

Note: This

indicator relates to UN Women’s critical upstream

role in preparing

Beijing Platform

the CSW, which is a Danish priority.

Indicator: 1.2: Number of countries supported by UN Women that

undertake a 25-year review and appraisal of the implementation of

the Beijing Platform for Action.

Note: This

indicator relates to UN Women’s critical advocacy and support role

at the country level to ensure global norms, policies and standards on gender

equality and the empowerment of all women and girls with the Beijing Platform

for Action as a critical entry point, which is a Danish priority.

Baseline: 0

Target: 90 (2021)

Output 2: Evidence-

based dialogue is

facilitated amongst

government and with

civil society and other

relevant actors in the

context of

intergovernmental

processes

Indicator 2.1: Number of thematic briefings and dialogues convened

by UN Women at the global level in preparation for

intergovernmental processes.

Note: This

indicator relates to UN Women’s critical advocacy and support role

to ensure global norms, policies and standards on gender equality and the

empowerment of all women and girls in global Member State led processes and

signals a commendable ambition to expand this work, which is a Danish

priority.

Indicator 2.2: Number of dialogues convened and platforms created

by UN Women for non-governmental organisations to contribute to

global policy discussions.

Note: This

indicator relates to UN Women’s critical role as a convener and

platform for civil society engagement in global policy processes with a slight

increase in an already prioritised domain, which is a Danish priority.

Baseline: 6

Target: 52 (2021)

Baseline: 230 (2016)

Target: 270 (2021)

Output 3: Knowledge

on gender perspectives

is expanded through

provision of

substantive inputs and

dialogues to global

inter-governmental

processes

Indicator 3.1: Number of intergovernmental processes where UN

Women has provided substantive inputs to strengthen gender

perspectives.

Note: This

indicator relates to UN Women’s critical advocacy and support role

in intergovernmental processes to ensure global norms, policies and standards on

gender equality and the empowerment of all women, which is a Danish priority.

Baseline: 28 (2016)

Target: 118 (2021)

Thematic Priority Area 2: Women lead, participate in and benefit equally from governance

systems

Relevant

outcome indicators drawn from UN Women’s Integrated Results and Resources Framework

Relevant output indicators drawn from UN WOMEN’s Integrated Results and Resources Framework

Output 4: More women Indicator 4.2: Number of women leaders, candidates and aspirants

Baseline: 4,000

of all ages fully

with strengthened capacities to engage in political life, with UN-

Target: 24,000

participate, lead and

Women’s support.

engage in political

institutions and

Note: This indicator relates to UN Women successfully developing the capacity of

processes

women to engage in policy processes at the national level, which is a Danish

priority. The ambitious target is deemed to have significant catalytic potential to

advance the gender equality agenda at the national level.

Indicator 4.3: Number of gender equality initiatives

developed and/or being implemented by parliamentary bodies

(Legislative Parliamentary Committees/ Women Caucus/ Speaker of

Parliament’s Office/Secretariat of the Parliament), with UN

Women’s support.

Note: This indicator relates to UN Women successfully advocating for, and

developing the capacity of parliamentary bodies to, draft and implement gender

equality initiatives, which is a Danish priority. The target signals an ambitious

increase in plans successfully supported.

Output 5: More

national and local plans

and budgets are gender-

responsive

Indicator 5.1: Number of high-quality national gender equality action

plans developed, costed and/or being implemented with UN

Women’s support.

Note: This

indicator relates to UN Women’s ability to

support national

planning and implementation processes aimed at gender equality, which ensures

local sustainability and ownership, which is a Danish priority. The 25% increase

Baseline: 38

Target: 50

Baseline: 125

Target: 285

is deemed to be a realistic target given the time needed to engage meaningfully in

such processes.

Output 6: More and

better quality data and

statistics are available to

promote and track

progress of gender

equality and women’s

empowerment

Indicator 6.1: Number of national strategies for the development of

statistics that integrate a gender perspective developed or

implemented with UN Women’s support.

Note: This indicator relates to the importance of generating and disseminating

good gender statistics within national systems to ensure transparency, accuracy

and accountability including in the context of SDG reporting, which is a Danish

priority. The ambitious target is commendable but also realistic as it aligns with

broader SDG data aggregation agendas.

Indicator 7.3: Number of women accessing legal aid with UN

Women’s support.

Note: This

indicator relates to UN Women’s ability to support women’s access

to legal aid, which is a critical enabler of women’s empowerment and protection

(which is a Danish priority) and an area where women are often significantly

“left behind”.

The target aims at sustaining assistance provided to 20.000

beneficiaries per year.

Baseline: 19

Target: 35

Output 7: More justice

institutions are

accessible to and

deliver for women and

girls

Baseline: 20,000 per

year

Target: 20,000 per

year

Thematic Priority Area 3: Continuously enhance organisational effectiveness contributing to

UN reform, curbing corruption and leveraging innovation

Relevant outcome indicators drawn from

UN Women’s Integrated Results and Resources Framework

Relevant output indicators drawn from UN Women’s Integrated Results and Resources Framework

Output 1: Enhanced

Indicator 1.1: Percentage of ratings of reporting entities that meet or Baseline: 64%

Target: TBC

coordination,

exceed UN SWAP minimum standards.

coherence and

accountability of the

Note: This indicator relates UN

Women’s

ability to influence the broader UN

UN system for

System, which is a role where Denmark considers UN Women to have a

commitments to gender

particularly critical role as a “policy catalyst”.

Baseline data is needed to

equality and women’s

meaningfully assess progress against this indicator.

empowerment

Output 2: Increased

engagement of partners

in support of UN

Women’s mandate

Output 3: High quality

of programmes through

knowledge, innovation,

results-based

management and

evaluation

Indicator 2.10: Number of mentions of UN Women in the media.

Note: This

indicator relates to UN Women’s visibility and public awareness

impact, which is critical for sustaining broad popular support to UN Women’s

work.

Indicator 3.1: Number of initiatives implemented in partnership with

the private sector to scale up innovations that address the challenges

faced by women and girls.

Note: Innovation and private sector engagement are Danish priorities and the

ambitious increase in the number of initiatives implemented in partnership with

the private sector to scale up innovations

is in line with Denmark’s expectations

to see its support to innovation in UN Women being taken to scale.

Indicator 3.2: Number of UN Women offices and units that pilot or

scale up digital innovations.

Note: Innovation is a Danish priority and the ambitious increase in the number

of UN Women offices and units that pilot or scale up digital innovations is in

Baseline: 3

Target: 30

Baseline: 30,000

Target: 42,000

Baseline: 3

Target: 24

line with Denmark’s expectations to see its support to innovation in UN

Women being taken to scale.

Output 4: Improved

management of

financial and human

resources in pursuit of

results

Indicator 4.3: Percentage of feedback received from Member States

on donor reports that are positive.

Note: Accountability for tax payers’

money and results achieved is a key priority

for Denmark and positively received donors reports are critical prerequisites for

such accountability, for which a 85% satisfaction rate should be maintained.

Baseline: 85% (2016)

Target: 85%

Annex 2: Funding and key financial data

The total estimated revenue projected in UN Women’s integrated resources plan for 2018-2021

is USD 1.7 billion,

which is solely based on voluntary contributions and does not include assessed contributions (of which UN

Women receives a small portion amounting to approximately 2% of the overall budget for its Secretariat functions

vis-à-vis the intergovernmental bodies). The bulk of the expected budget goes towards delivering development

results, as USD 1.5 billion is allocated to this target over the Strategic Plan period. Another USD 200 million will

be invested in organisational effectiveness and efficiency.

Since 2014, UN Women has experienced a larger share of non-core contributions compared to core contributions.

Denmark’s

contribution is primarily allocated to the core budget, with a small portion earmarked for innovation,

which is in alignment with the recommendations of the 2016 Danish mid-term

review and Denmark’s focus on

UN Women’s global-,

regional- and national-level advocacy and coordination work.

UN Women has set a goal of increasing the share of private contributions from 4% to 14% over the coming four

years and of reaching the goal of 150 government donors contributing to its core resources.

Danish contributions to UN Women 2018-2022*

Funding to UN Women (2018-2022) as

stipulated in the Danish draft Finance Act

for 2019 (resources in DKK million)

Core contribution

Contributions to

UN Women’s Innovation

Facility

Total

* subject to annual parliamentary approval.

Planned

2019*

Planned

2020*

Planned

2021*

Planned

2022*

2018

Total contributions to UN Women 2014-2017

2014

Budget Actual

160

164

150

159

310

323

2015

Budget Actual

180

136

200

171

380

307

2016

Budget Actual

180

142

230

178

410

320

2017

Budget Actual

200

146

270

215

470

361

Resources (million USD)

Regular resources (core)

Other Resources (non-core)

Total

Annex 3: Field presence

–

UN Women in the world

Annex 4: Visual representation of UN Women’s

Integrated Results and Resources Framework

(IRRF)

Annex 5: UN Women organigram