URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Udenrigsudvalget 2021-22
URU Alm.del Bilag 91
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Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Introduction:

The number of people living forcibly displaced from

their home due to conflict or persecution has vastly increased the past

decade. By 2020, the number of refugees had reached 26.4 million and

the number of internally displaced 45.7 million, with forced displacement

globally at an unprecedented level of almost 80 million.

Justification for support:

UNHCR is mandated to provide international

protection and assistance to refugees, asylum seekers, refugee returnees,

internally displaced persons and stateless persons. UNHCR has a

particularly strong presence on the African continent and in the MENA-

region as well as in Afghanistan and neighboring countries – also reflecting

where the majority of the world’s refugees are hosted. While humanitarian

actors such as UNHCR can neither prevent nor solve conflict, their

assistance to affected persons remains crucial. With UNHCR’s exclusive

mandate, there is no other humanitarian organization, which can shoulder

the responsibility for international protection, assistance and durable

solutions for refugees. There is a high degree of convergence between

UNHCR’s Global Strategic Priorities and priorities of Danish

Humanitarian Assistance. UNHCR’s role as catalyst for more

comprehensive approaches to protracted refugee situations in line with the

Global Compact on Refugees is an expression of the implementation of

the humanitarian-development nexus.

Key results:

File No.

Responsible Unit

Million DKK/year.

Commitment

Projected ann.

Disb.

Duration of

strategy

Finance Act code.

2021-1845

FN-Genève

510 510

510

Total

2.055

2022-2026

06.39.01.10

Desk officer

Lea Rasmussen

Financial officer

Alla Kvasnina/Jocelyn Sacopayo Schmidt

SDGs relevant for Organization Strategy



Adressing complex challenges related to forced displacement and

irregular migration, incl. through the comprehensive approaches of

the Global Compact on Refugees in a multi-year, multi-actor

approach.

Ensuring protection, assistance and durable solutions for refugees,

particularly those in protracted situations with a focus on self-reliance

and reducing protection risks, particularly SGBV, incl. access to

lifesaving sexual and reproductive health services.

How will we ensure results and monitor progress:

Progress will be

monitored on the basis of the key indicators that are part of UNHCR’s

Global Strategic Priorities and through active participation in meetings of

ExCom as well as through bilateral dialogue including annual

consultations.

Risk and challenges:

Increasing number of persons forcibly displaced,

risk of deterioration of the global protection environment, diminishing

possibilities for durable solutions and gap between needs and funding.

Strategic objective(s)

Contribute to the achievement of

Agenda 2030’s commitment to

‘leave no one behind’ and the

achievement of relevant

Sustainable Development Goals, in

particular SDG 1, 5, 10 and 16 and

contribute to addressing complex

challenges related to forced

displacement with a focus in

comprehensive responses and

durable solutions.



Priority Areas

Expanding opportunities

for durable solutions,

particularly in protracted

situations,

Increased opportunities for

quality education and

livelihoods support

Building co-existence with

host communities

Reducing protection risks,

in particular SGBV and

acces to SRH

Danish involvement in governance structure and

mechanisms for strategic dialogue:



Denmark has been a member of UNHCR’s governing body,

ExCom, since its establishment in 1958. Denmark served as

Chair of ExCom in 2015-2016. Denmark actively participates

in ExCom and Standing Committee-meetings and informal

consultations throughout the year.



Denmark is a member of the group of largest donors to

UNHCR and maintains dialogue with other major donors and

UNHCR staff as appropriate.



Denmark holds annual bilateral consultations (High-level

every other year or as appropriate) with UNHCR.



In addition, active bilateral dialogue is maintained at all levels,

incl. at the level of Minister/High Commissioner

Core information

Established

High Commissioner

Human Resources

Country presence

1951

Geneva with decentralized, regional

bureaus in Amman, Nairobi, Dakar,

Pretoria, Bangkok, Panama and

Geneva

Filippo Grandi

Global workforce of 17.878 persons

with 91% in the field

Present in 132 countries with offices

in 520 locations.



URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Organization Strategy for Denmark’s

engagement with the

UN Office of the High Commissioner for

refugees (UNHCR)

2022-2026

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Table of content

1. Objective ................................................................................................................................... 4

2. The Organization......................................................................................................................... 4

2.1 The mandate of the High Commissioner for Refugees and persons of concern to UNHCR............ 5

1.2 role in the UN system ...................................................................................................................... 5

2.3 Governance of UNHCR..................................................................................................................... 5

2.4 UNHCR's budget and financial situation .......................................................................................... 6

3. Relevance, lessons learnt, key strategic challenges and opportunities ..................................... 7

3.1 Relevance of UNHCR........................................................................................................................ 7

3.2 Lessons learned and results .......................................................................................................... 7

3.3 Strategic challenges ......................................................................................................................... 8

3.4 Opportunities................................................................................................................................... 9

4. Priority areas and results to be achieved ............................................................................. 10

4.1 Reform process, localization and strategic cooperation with implementing partners ................ 11

4.2 UNHCRs facilitating and catalyst role and comprehensive approach ........................................... 11

4.3 Protection of women and girls and access to education .............................................................. 11

4.4 Key results to be achieved ............................................................................................................. 11

5. Budget ...................................................................................................................................... 12

6. Risks and assumptions .............................................................................................................. 14

Annexes: ...................................................................................................................................... 15

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

1. Objective

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

Commissioner for Refugees (UNHCR) outlines the overall priorities for Denmark’s contributions to and

partnership with UNHCR 2022-2026, and is the central platform for Denmark’s dialogue with UNHCR

on these contributions and issues related to forced displacement and UNHCR’s humanitarian work. It

sets out Danish priorities for UNHCR's performance

Key results under this

within the overall framework established by UNHCR’s

Organization Strategy will be:

own Strategic Directions and Global Strategic Priorities.



Adressing complex challenges

related to forced displacement

The overall objective of Denmark’s support for UNHCR

and irregular migration, incl.

is to address needs in forced displacement contexts and

through the comprehensive

thereby contributing to the achievement of Agenda

approaches of the Global

2030’s commitment to “leave no one behind” and in

Compact on Refugees in a multi-

particular Sustainable Development Goals (SDG) 1, 5, 10

year, multi-actor approach.

and 16

. In addition to being guided by the SDG’s

, this

strategy is firmly rooted in main priorities of Denmark’s



Ensuring protection, assistance

strategy for development cooperation, The World We

and durable solutions for

Share. In particular those parts related to addressing

refugees, particularly those in

poverty, fragility, conflict and creating viable alternatives

protracted situations with a focus

to forced displacement and irregular migration. Further,

on self-reliance and reducing

it underpins the Danish government’s ambition for a fair

protection risks, particularly

and humane asylum system within international law by

SGBV, incl. access to lifesaving

focusing in protection and self-reliance for refugees thus

sexual and reproductive health

helping refugees in humanitarian settings and areas

services.

bordering conflict.

2. The Organization

UNHCR was established 1 January 1951

by the UN General Assembly. The work of UNHCR is

needs based and rooted in the humanitarian principles of humanity, neutrality, independence and

impartiality. The fundamentally humanitarian and non-political character of international protection

means that actions are taken with the sole concern of ensuring the safety and welfare of refugees.

UNHCR is headquartered in Geneva but maintains effective presence in 132 countries with offices in

520 locations. Out of UNHCR’s global workforce of 17.878 persons, 91 per cent are in field locations.

Denmark hosts and supports UNHCR’s presence in the UN City in Copenhagen

All of the following SDG’s are relevant for UNHCR’s work: 1, 3, 4, 5, 6, 8, 10, 11 and 16.

The 2030 Sustainable Development commitment of “leaving no one behind” now explicitly includes refugees, as

a new

indicator on refugees

was approved by the UN Statistical Commission in March 2020.

Resolution 319 (IV), of 3 December 1949

Staff from the UNHCR Education, Global Data Service, and Private Sector Partnerships teams are located in Copenhagen,

and UNHCR staff is placed in the UNHCR-World Bank Joint Data Centre on Forced Displacement

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

2.1 The mandate of the High Commissioner for Refugees and persons of concern to UNHCR

UNHCR ensures international protection for those who have lost the

protection of their own country (due to persecution, conflict, violence

and human rights violations).UNHCR's

mandate empowers it to provide

international protection and humanitarian assistance to refugees and

other persons of concern to UNHCR, while seeking durable solutions

to their plight. It aims to ensure that everyone can exercise the

fundamental right to seek and enjoy asylum

and to find safe refuge in

another country with the option to repatriate voluntarily, integrate

locally or resettle permanently in a third country.

In addition, the UN General Assembly has mandated UNHCR to address

statelessness

and has authorized UNHCR to be involved operationally

under certain circumstances in enhancing protection and providing humanitarian assistance to internally

displaced persons (IDPs)

1.2 role in the UN system

Persons of concern to

UNHCR:

Refugees, asylum seekers

refugee returnees,

internally displaced

persons and stateless

persons. UNHCR’s

estimates that 97.3 mill.

persons will be of concern

for UNHCR in 2021

UNHCR has the responsibility for coordinating the humanitarian response in refugee situations via

the Refugee Coordination Model

. Within the UN humanitarian cluster model

.UNHCR leads the

Global Protection Cluster and co-lead

the Global Shelter Cluster (with IFRC) and the Global Camp

Coordination and Camp Management Cluster (with IOM).

UNHCR is committed to working closely with other UN agencies through the ‘Delivering as One’

initiative, and UNHCR works closely with WFP, UNICEF, IOM, UNDP, OCHA and OHCHR

UNHCR maintains partnerships with a number of implementing (funded by UNHCR) and operational

partners, such as the Danish Refugee Council. Overall UNHCR holds strategic partnerships with more

than 900 partners. Indeed, UNHCR has exceeded its Grand Bargain commitment by providing 28 per

cent of its programme expenditures through local and national responders

Through its work related to the nexus between humanitarian and development issues, UNHCR

contributes to global development efforts. The landmark affirmation of the Global Compact for

Refugees (GCR) in 2018 significantly strengthened this part of UNHCR’s work as a catalyst and

facilitator for comprehensive and inclusive responses to forced displacement and the achievements of

the SDG’s.

2.3 Governance of UNHCR

UNHCR is governed by the UN General Assembly and the Economic and Social Council (ECOSOC)

The mandate is set out in the Statute of the Office (Annex to Resolution 428 (V) adopted by the UN General Assembly

on 14 December 1950, the 1951 Convention relating to the Status of Refugees and its 1967 Protocol

(

which extends the

temporal and geographic scope of the 1951 Refugee Convention, and has been elaborated further in subsequent

resolutions

Universal Declaration on Human Rights article 14 + EU Charter on Fundamental Rights article 18

Including by promoting 1954 Convention related to the Status of Stateless Persons and the 1961 Convention on the

Reduction of Statelessness

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

Refugee Coordination Model:

54f6cb129.pdf (unhcr.org)

Yderligere information findes her:

What is the Cluster Approach? | HumanitarianResponse

UNHCR’s partnership and cooperation with IOM on mixed movement situations has been clarified and renewed in a

joint letter in 2019.

UNHCR Standing Committee March 2021 Update on Strategic Partnerships and coordination:

605c427c4.pdf (unhcr.org)

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

and steered by an Executive Committee (ExCom). ExCom is open to all UN Member States who

wish to support UNHCR. As of 2021, ExCom has 107 members, 12 standing observer states

and 40

observer organizations and observer status for NGOs.

ExCom’s main function is to approve the budget of UNHCR’s assistance programmes, advise the

High Commissioner, and oversee UNHCR's finances and administration. ExCom meets in plenary

session once a year, and has inter-sessional Standing Committee meetings every three to four

months.

The High Commissioner reports annually to the General Assembly, and the General Assembly

resolution on the Office of the United Nations High Commissioner for Refugees is facilitated by the

Nordic countries

As one of UNHCR’s largest donors Denmark receives regular briefings from the High Commissioner

and/or his Deputy as well as regular briefings on integrity related matters, risk management etc.

The mechanisms for strategic dialogue between Denmark and UNHCR

includes

participation in ExCom and Standing Committee-meetings and informal consultations

throughout the year as well as bilateral dialogue with UNHCR, including the annual bilateral

consultations. Moreover, Denmark is a member of the group of largest donors to UNHCR and

maintains dialogue with other major donors and UNHCR staff as appropriate. In addition, active

bilateral dialogue on central Danish policy priorities is maintained at all levels, incl. at the level of

Minister/High Commissioner as relevant.

2.4 UNHCR's budget and financial situation

UNHCR’s budget is based on an assessment of global humanitarian needs related to forced

displacement. The change from income- to needs-based budgeting in 2010 has resulted in a significant

growth in the budget leading to a wider funding shortfall of around 40-45% of the budget

, despite

significant increase in donor support in recent years. The increasing shortfall put emphasis on how the

organization prioritizes and plans as well as adapt priorities during the course of the year.

For 2021 UNHCR’s total needs based budget amounts to $ 9.248 billion of which 87% is geared

towards activities in the field

. The largest single regional budget is for UNHCR’s operations in the

Middle East and North Africa (29% of the budget), however, the combined total of the three Africa

regions comes to 33% of the budget, reflecting continued and wide-scale needs on the African

continent. The requirements for global programmes and Headquarters are, respectively, 6% and 2%.

UNHCR is funded almost entirely by voluntary contributions with 85% of funding coming from

government donors and the EU, 3% from other inter-governmental organizations and pooled funding

mechanisms and 11% from private sector donors. In addition, UNHCR receives a limited subsidy (1%)

from the UN budget for administrative costs. The top ten donors (governments and the EU) provided

79% of UNHCR’s 2020 voluntary contributions with the US remaining the top donor by far.

UNHCR - Observer status

UNGA A/Res/ 75/163:

UNHCR - Resolution adopted by the General Assembly on 16 December 2020 (Office of the

United Nations High Commissioner for Refugees)

http://reporting.unhcr.org/financial

As of 31 July 2021 3.601 billion in voluntary contributions had been recorded for the budget year 2021.

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Denmark has continuously been a top 10 donor for UNHCR with a total contribution in 2020 of 629

million DKK making Denmark the 6

largest government donor as well as a top 5 donor of multi-year

funding and a top 5 donor of the crucial un-earmarked funding which allows UNHCR the necessary

flexibility to respond in emergencies. Donor ranking attached in annex.

3. Relevance, lessons learnt, key strategic challenges and opportunities

3.1 Relevance of UNHCR

Given UNHCR’s mandate and its wide field footprint in protracted displacement situations and in

countries along migratory routes, there is no other humanitarian organization, which can shoulder the

responsibility for international protection, assistance and durable solutions for refugees. Therefore,

UNHCR has been a unique and important partner in Danish humanitarian assistance for many years

The work of UNHCR is well aligned with the aims of Denmark’s strategy for development cooperation

related to protecting conflict-affected populations and addressing complex challenges related to

conflict, fragility, forced displacement and irregular migration as well as finding durable solutions for

refugees and internally displaced persons. In addition, it fits well with the strategy’s focus on inter alia

ensuring strengthened protection for refugees, quality education for children and youth in humanitarian

crisis, and advancing gender equality for women and girls in displacement crisis (incl. through

addressing sexual and gender-based violence in emergencies

). Finally it is well aligned with Danish

priorities on climate change and adaptation and the operationalization of the humanitarian-

development-peace nexus through the inclusive and comprehensive approaches of the GCR.

UNHCR maintains presence in all Danish priority countries and is engaged in humanitarian response

to forced displacement situations in all Danish prioritized humanitarian crises

. UNHCR has a

particularly strong presence on the African continent and in the MENA-region as well as in

Afghanistan and neighboring countries, including Pakistan – also reflecting where the majority of the

world’s refugees are hosted.

3.2 Lessons learned and results

A MOPAN assessment, carried out in 2019

, deemed UNHCR relatively well performing with a

commitment to reform and a positive trajectory of change. UNHCR has undertaken a successful

decentralization/regionalization process moving regional bureaus from headquarter to regions and

thereby closer to field operations.

An area for improvement was the lack of linkage between UNHCR’s Results Framework and its

strategic plan. This is being addressed through the organizations new results-based management

system (‘COMPASS’) and associated revision of its Global Results Framework, along with its

renewed Strategic Directions from 2022 onward. In 2020, UNHCR instituted a new multiyear

and results-based approach to planning, budgeting and reporting, generally strengthening

UNHCR’s ability for strategic planning and adaptive programing in further support of the GCR

and Agenda 2030. This new approach to multiyear planning will be rolled out over a three-year

period.

This organization strategy builds on two consecutive Humanitarian Partnership Framework Agreements covering 2013-

2017 and 2017-2021 respectively.

Denmark serves as the chair of Call to Action to end Gender-based violence in emergencies 2021-2022

Except for OPT with Palestine refugees falling under UNRWA’s mandate

upcoming assessment is scheduled already for 2022

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

The MOPAN also highlighted that financial and human resources were necessary to ensure

comprehensive mainstreaming of gender equality, climate change and environmental sustainability.

UNHCR’s has since appointed a Special Advisor on Climate Change and developed a Strategic

Framework for Climate change. Denmark has funded a JPO position to help bolster UNHCR’s gender

unit and pave the way for a more strategic collaboration.

An evaluation from 2020

shows that UNHCR engages systematically with development actors but

that there is scope for further engagement, particularly as regards UN Country Teams and Resident

Coordinators.

And a desk review of 2020 recommends that UNHCR strengthens its collective coordination by

investing further in its leadership role to ensure a more agile, adaptive and strategic approach

UNHCR is not a development organization per say, but in line with the GCR, plays a catalytic role

bringing humanitarian and development actors closer together and facilitate comprehensive and

inclusive approaches to address the longer-term challenges of forced displacement.

UNHCR’s cooperation with the World Bank (WB) is an important example of how partnerships with

development actors can leverage additional funds and policy change to the benefit of both host

communities and refugees. This partnership has led to inter alia the development of dedicated windows

for host communities and refugees

. The partnership has also led to the establishment of the

UNHCR-World Bank Joint Data Center on Forced Displacement (JDC). The center’s objective is to

enhance the availability and analysis of quality data on the socio-economic situation of displaced

people and host communities.

Comprehensive and inclusive approaches, along the humanitarian-development nexus, to forced

displacement is a key objective of Danish humanitarian action. Thus, Denmark has supported a

number of initiatives and institutions that extends well beyond humanitarian action and works in close

strategic partnerships with Danish civil society organizations in support of protection and durable

solutions for forcibly displaced and host communities. Moreover, an increasing number of Danish

bilateral and multilateral development programmes have included activities in support of inclusive

approaches towards forced displacement in countries such as Afghanistan, Somalia, Kenya, Ethiopia,

Uganda, Mali, Myanmar and Burkina Faso along with Lebanon and Jordan. Concrete examples linking

up Danish humanitarian activities with Danish development programmes are the NURI and WAY

programmes

in Uganda. Through these programmes up to 40% of the Danida development

programme in Uganda is aligned to the humanitarian-development nexus.

3.3 Strategic challenges

Finding durable solutions for forcibly displaced has increasingly become a challenge as the ability to return has

become more difficult over the past decade. Voluntary repatriation

remains a preferred solution, while local

Independent evaluation commissioned by UNHCR:

UNHCR - Discussion Papers 1- 4 UNHCR's Engagement in

Humanitarian-Development Cooperation.

Independent evaluation commissioned by UNHCR:

https://www.unhcr.org/research/evalreports/5e3da94e4/unhcrs-

leadership-coordination-role-refugee-response-settings.html

Under the 18th and 19th International Development Association (IDA) replenishments—more than $4.2 billion in total.

NURI is providing climate smart agriculture activities to refugees and Ugandans alike. The WAY programme is

supporting actitivities focused on SRSR and GBV issues in Northern Uganda also directed at both refugee and host

communtities

At the end of 2019, nearly 317,200 refugees repatriated voluntarily, a decrease of 46 per cent compared to 2018:

EC/71/SC/CRP.9 (unhcr.org)

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

integration

in the host country and resettlement in third countries, also remains an essential part of the

concept of durable solutions.

Forced displacement is no longer a temporary phenomenon with more and more refugee situations

becoming protracted. The average length of forced displacement being 20 years for refugees and more

than 10 years for internally displaced persons. With the vast majority of the world’s refugees and

internally displaced persons living in low and middle-income countries (85%), forced displacement

impacts the ability of large host countries to attain the SDGs.

To the extent that refugees are not provided for with humanitarian assistance in emergencies and in the

absence of effective international protection, assistance and the possibility for a durable solution, viable

livelihood and self-reliance opportunities in first countries of asylum many choose to undertake

dangerous journeys to reach safety, including towards Europe. Often refugees have no other choice but

to travel the same dangerous routes as irregular migrants to reach safety. These mixed flows contributes

to put the international asylum system under pressure. For example, around 50% of those seeking

asylum in the EU are not found to be in need of international protection. Safe, dignified and prompt

returns of those found not to be in need of international protection are vital for the credibility of an

effective asylum system. Hence, there is an imperative need for new approaches to finding durable

solutions. Seen from a Danish perspective this entails inter alia breaking the incentive structures that

leads refugees to take dangerous routes as well as helping more people better in the regions of origin.

The impact of COVID-19 has seriously affected the wellbeing and resilience of entire populations both

in countries of origin, as well as in host and transit countries for refugees, asylum-seekers, and irregular

migrants. There has been a rise in sexual and gender-based violence, particularly impacting refugee and

displaced women who were already at greater risk.

In addition, access to vaccines for persons under

UNHCR’s mandate will likely also be a challenge. Finally, the increasing number of internally displaced

persons due to inter alia conflict, can also have repercussions for stability.

Climate change is a known risk multiplier that disproportionately affect the world’s most vulnerable

people, with refugees and IDPs often hosted in so-called “climate hotspots” that are increasingly

uninhabitable. UNHCR’s work in this area

focuses on inter alia minimizing environmental impacts of

large-scale displacement and improving UNHCR’s own environment footprint. UNHCR participates in

the UN “Greening the blue” initiative and is progressively rolling out environmental reporting across

its country operations.

3.4 Opportunities

The GCR and UNHCR’s role as a catalyst for comprehensive approaches including HD-nexus

response is fully in line with Danish priorities related to addressing forced displacement. UNHCR has

taken large strides in pursuit of this agenda and has – while remaining true to its core protection and

humanitarian mandate – stepped into the role of catalyst and facilitator for more comprehensive

approaches to large and/or protracted refugee situations, including by integrating host communities.

With regard to the peace-element of the HDP nexus, UNHCR’s conflict-sensitive approach, incl. by

community-based protection, can be highlighted.

Denmark should continue to play a champion role of the GCR, both in terms of advocacy and in terms

of implementation. This includes looking at matching pledges (the matching of financial pledges with

inclusive policy pledges made by host countries), engaging in the stocktaking meeting in December

During the first half of 2020, about 20,300 refugees from 140 countries of origin naturalized in 25 countries:

5fc504d44.pdf (unhcr.org)

UNHCR - Gender-based violence on the rise during lockdowns

UNHCR Climate Action Framework:

604a26d84.pdf (unhcr.org)

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

2021 and work towards preparing Danish participation in the next Global Refugee Forum to be held in

2023. In this connection, the coherence between Denmark’s humanitarian action and bilateral

development programmes could be leveraged even further, potentially by focusing on the Youth pledge

in collaboration with Danish civil society partners.

Further coherence across Danish humanitarian assistance and development cooperation will be sought

by institutionalizing the already existing exchanges and collaboration between relevant units in the

format of a Doing Development Differently contact group. Potential topics of interest could be

innovative financing, incl. on greening/reduction of environmental footprint as well as contribute to an

enhanced focus on localization.

4. Priority areas and results to be achieved

UNHCR’s Strategic Directions for 2017-2021

elaborates five core directions on which UNHCR will

focus – protection; responding in emergencies and beyond; promoting inclusion and self-reliance,

including through the engagement of development actors; the empowerment of the people UNHCR

serves; and the pursuit of solutions.

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

Denmark to address complex challenges related to forced displacement and irregular migration, to

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

including ensuring rights of women and girls. Helping more people better in their regions of origin and

breaking the incentive structures that makes people embark on dangerous journeys are key

components in Danish policy priorities of a new fair and humane asylum system within international

law.

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

UNHCR's efforts to integrate human rights across its operations for displaced people – and with a

particular cross-cutting emphasis on e.g. age, gender and diversity.

Both Denmark and UNHCR recognize the Agenda 2030’s commitment to “leave no one behind”.

Similarly, both parties are committed to implementing the

Grand Bargain

and

the New Way of Working,

including by 1) increasing collaboration focused at “collective results”, 2) working with others to

achieve a comprehensive, cross-sectoral, methodologically sound, and impartial overall assessment of

needs, 3) increasing the investment in national first responders 4) and through the donor commitment

to decrease earmarking where possible and accept more streamlined reporting requirements.

Both UNHCR and Denmark are committed to strengthening 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 promote harmonised results

reporting.

By the end of 2021 UNHCR is expected to present an updated and renewed set of the Strategic Directions covering

2022-2026 along with a new Global Results Framework with accompanying Areas of Result which are to be aligned with

both the SDG’s and the Global Compact on Refugees. This means that it is not possible to fully align this Danida

organization strategy with UNHCR’s upcoming strategic framework. For 2021-2022 Denmark will base itself on UNHCR’s

current Strategic Directions 2017-2021 as well as the Global Strategic Priorities for 2021 and accompanying indictors. To

take this into account it is suggested that an adapted mid-term review of this organization strategy could be carried out in

2023 to take stock of the implementation of UNHCR’s new RBM-approach and to factor in UNHCR’s upcoming strategic

directions/accompanying Results Framework.

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

4.1 Reform process, localization and strategic cooperation with implementing partners

As part of UNHCR’s multiyear, multi-partner approach it will be important for UNHCR to ensure that

implementing partners are seen as strategic partners and that multiyear funding from donors is passed

on to such partners (both international and local) – also in pursuit of the Grand Bargain commitment

localization.

In particular, how UNHCR works with local partners (and refugee-led, particularly

women-led refugee, organizations) will be increasingly important.

UNHCR’s reform in 2020 as regards partnerships, incl. a shift from “one size fits all” and “risk-averse”

approaches to simplified processes and to a “risk-sharing” approach should contribute to a

strengthened effectiveness and efficiency of its funded implementing partnerships in the short run. And

to organizational transformation process more broadly. More streamlined processes and workflows,

guidance on the practical implementation of the announced reform measures, and capacity

strengthening for UNHCR operations globally and its implementing partners, is still needed. In

addition, UNHCR should further consolidate ongoing collaborative initiatives with implementing

partners around regionalization, innovation, and joint advocacy.

Denmark will also continue to support and place emphasis on UNHCR’ change management process

all the way from facilitation to implementation. As part of the localization agenda, UNHCR needs to

bring about a major shift in the nature of its relationships with both large and small partners away from

a more top-down approach with traditional implementing partners to working with a more diverse set

of partners. UNHCR should also further develop its approach to large NGO-partners away from

seeing them as merely implementing partners towards a true partnership approach with more strategic

coordination in the field. Denmark attaches great importance to UNHCR developing a more adaptive

and facilitative approach to leading and coordinating refugee responses. In addition, UNHCR could

explore further concrete avenues for diversifying its donor base, but also bringing expertise and

innovation from example the private sector to its responses, including on the climate agenda.

4.2 UNHCRs facilitating and catalyst role and comprehensive approach

UNHCR’s catalyst role in pursuit of comprehensive GCR-responses, incl. its collaboration with

governments of host countries, remains an important area of progress, while ensuring that UNHCR

stays true to its core protection mandate. In general, more should be done to ensure protection and

access to livelihoods in humanitarian settings and areas bordering conflict thus avoiding refugees

embarking on often dangerous journeys.

4.3 Protection of women and girls and access to education

Denmark will continue to support and push for strong focus on protection, in particular prevention,

mitigation and response to SGBV, including access to sexual and reproductive health services which are

to be considered lifesaving and are a key entry point to mitigate, respond and reduce SGBV in

humanitarian settings. Services, care and referrals should be survivor-centred, as well as gender and age-

responsive. Denmark will continue to advocate and work closely with likeminded countries to ensure

continued focus and prioritization of SGBV response.

Similarly, Denmark will advocate with UNHCR to focus on enhancing the number of

refugee girls

having access to education

. In this regard, UNHCR should be supported in ensuring gender-

disaggregated data, in line with UNHCR’s approach to Age, Gender and Diversity

4.4 Key results to be achieved

In general – and in accordance with the Grand Bargain and the Danida Multilateral Guidelines –

UNHCR - The Struggle for Equality - Why girls lose out

Stepping up: Refugee education in crisis - 2019 Report -

UNHCR

UNHCR’s approach to Age, Gender and Diversity:

5ebd5e344.pdf (unhcr.org)

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Denmark bases its monitoring on UNHCR’s own monitoring and reporting framework in the

form of UNHCR’s Global Report, Global Strategic Priorities (GSP) and the annual Global Strategic

Priorities Progress Report and does not require specific progress reports covering the Danish

contribution. Hence, three main operational GSP as well as one support and management GSP

from UNHCR’s results framework has been selected as key results for Danish priorities

Key results for Danish priorities

Operational GSP 3: Security from violence and exploitation by reducing protection risks faced

by people of concern to UNHCR, in particular

SGBV

and specific risks faced by children

Operational GSP 6 and 7: Community empowerment and

self-reliance

of persons of concern

for UNHCR, incl. by building coexistence with hosting communities

Operational GSP 8: Expanding opportunities for

durable solutions

for persons of concern for

UNHCR particularly those in

protracted situations by strengthening the use of

comprehensive approaches

and contributing to sustainable reintegration, local settlement and

successful resettlement in third countries

Support and Management GSP 6:

Multi-year, multi-partner protection and solutions

strategies,

supported by results-based management (RBM) approaches, facilitate collaboration

and effective inclusion of people of concern in national systems and development frameworks,

in pursuit of the Sustainable Development Goals and development frameworks.

Denmark will assess and discuss the above-mentioned policy priorities through participation in

formal and informal meetings, engaging in thematic briefings as well as in connection with the

annual consultations. Denmark will also engage with likeminded donors on these and other

relevant topics. Under the current partnership agreement UNHCR provides Denmark with the

following reports regarding the softly earmarked parts of the contribution:



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

against priority targets.

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 new Partnership Agreement will outline specific but simple financial reporting requirements

for the different types of softly earmarked contributions allocated to UNHCR.

5. Budget

The contributions under the new Partnership Agreement are - subject to parliamentary

approval - envisaged to fall into the same four components/engagements as the

This in order to ensure operational efficiency, multiyear planning and reporting, incl. making the most of un-earmarked

and softly funding and ensuring a strategic engagement with implementing partners, incl. passing on multiyear funding

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

contributions in 2021 :



A core contribution of DKK 235 million. This contribution is

un-earmarked

and supports

all four main areas of UNHCR’s work (refugees, stateless, solutions and IDP's).

A softly earmarked contribution of DKK 55 million of

innovation funds.

These 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. It

is envisaged that the overall strategic framework for the continued use of the funds will be

discussed and approved during the annual consultations (as under the current Partnership

Agreement), 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 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 will include 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.

Softly earmarked contribution amounting to DKK 170 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 reintegration. UNHCR’s selection of operations takes its point of departure in the

geographical priorities guiding Danish engagement in protracted displacement crises and is

expected to be subject to confirmation during the annual bilateral consultations – as is the case

under the current Partnership Agreement. The funding may in particular support the

development of multi-year planning frameworks for protracted displacement situations.

2022

235

170

2023

235

170

2024

235

170

2025

235

170

2026

235

170



Danish contribution to UNHCR

Core funds

(un-earmarked)

Innovation funds

(softly

earmarked)

Emergency Response Fund

(softly earmarked)

Contribution to UNHCR's

efforts in protracted situations

(softly earmarked)

Totals

510

Contribution in DKK million

The numbers are preliminary and subject to parliamentary approval

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

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

extraordinary contributions during the financial year.

6. Risks and assumptions

UNHCR faces several important risks and challenges, incl. externally driven challenges.

The global protection environment:

Hosting refugees creates strains on countries' economy, society,

services, infrastructure, environment and security. In exercising its mandate effectively, UNHCR is

dependent upon generosity of hosting countries as well as the continuing commitment from member

states to cooperate. This also entails member states to exert pressure on each other to uphold and

respect their obligations, not least in respect of the key principle of ‘non-refoulement’. Lack of ability to

return those

not

in need of international protection also has implications for asylum space.

Maintaining the high level of donor contributions in light of increasing needs:

An important challenge for the

organization is the funding situation. UNHCR will need to continue to work towards strengthening and

diversifying its donor base. A key area where there has been progress regarding donor diversification is

the private sector, which is now UNHCR’s third largest source of income. However, it remains to be

seen whether this will be enough to offset potential downturns in funding from some donor

governments in light of the economic impact of COVID-19 pandemic. UNHCR will also need to make

the most of un-earmarked and softly earmarked funding, incl. ensuring more strategic and multiyear

engagement with implementing partners.

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, and often violations of

IHL, over the past decade leading to restricted humanitarian space and 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. The ‘humanitarian space’ that is needed to ensure access to vulnerable

populations and the safety and security of humanitarian workers must be preserved as essential

preconditions for the delivery of humanitarian assistance.

Misuse of funds/misconduct:

UNHCR works in notoriously risk-prone contexts. 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, the ever-growing budget and increasing involvement of external

partners do increase the risk of embezzlement of funds. UNHCR applies a zero-tolerance policy on

cases of misconduct, including in relation to SEA. Cases are reported via the Inspector General or

Board of Auditors to ExCom as well as the General Assembly. It is critical that UNHCR continues its

fight against any type of corruption/misconduct. Denmark places great emphasis on transparency in

this connection and follow up with UNHCR on these issues, including via regular integrity briefings,

during the annual bilateral consultations and as appropriate and needed.

IASC Background document ”Preserving Humanitarian Space, Protection and Security”, New York 2008

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Organisation Strategy for Denmark’s engagement with the UN Office of the High Commissioner for

Refugees (UNHCR) 2022

-2026

Annexes:

Annex 1:

UNHCR’s Global Strategic Priorities:

GSPs.pdf (unhcr.org)

Annex 2:

UNHCR Donor ranking

Annex 3:

UNCHR’s global presence

Annex 4:

UNHCR budget map

Annex 5:

Overview of DK funding

Annex 6:

Summary Results Matrix

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Annex 1 UNHCR Global Strategic Priorities

GLOBAL STRATEGIC

PRIORITIES 2021

UNHCR’s Global Strategic Priorities (GSPs)

for the 2020-2021 biennium represent

important areas in which the Office is making

targeted efforts to strengthen protection,

improve the quality of life and seek solutions

for refugees and other people of concern.

Representing a common set of key

priorities, operational GSPs guide the

implementation of country-level plans

undertaken by operations together with

partners in support of national authorities.

Support and management GSPs guide

UNHCR’s work at Headquarters and across

the regional bureaux, providing oversight,

policy development and operational

support to field operations.

These priorities move forward UNHCR’s

vision, as outlined in the Office’s 2017-2021

Strategic Directions, and are in line with

the Sustainable Development Goals

established under the 2030 Agenda, as well

as the outcomes of World Humanitarian

Summit and the Grand Bargain.

UNHCR’s

transformation

process:

Achieving impact through

joint action

UNHCR’s efforts alone cannot achieve

the desired impact for people of concern.

The Office’s response requires coordinated

action and sustained commitment, as

expressed, first and foremost by States,

UN agencies, NGOs and communities of

concern. Context-specific factors beyond

the control of any one actor can also have

a significant influence on outcomes.

and accountabilities for country offices,

regional bureaux and Headquarters.

The new organisational design and ways

of working have been accelerated by

UNHCR’s COVID-19 response. Specifically,

the pandemic has demonstrated,

more acutely than before, the need for

streamlined business processes and

systems, as well as better information

flow and exchange to enable coordination

and delegate authorities. Measures

and initiatives have been introduced to

enable the Office to stay and deliver.

These include remote monitoring, flexible

arrangements with implementing partners,

and information and data exchange for

resource planning and management.

Given that overall needs in most operations

largely exceed available resources, the

recurring challenge faced by operations is

to prioritize interventions between equally

critical and compelling needs. Engagement

at country level with partners and people

of concern aims to determine the optimal

balance of what can be prioritized, while

taking into account levels of criticality,

the likelihood for successful outcomes and

considerations linked to cost efficiency.

OPERATIONAL GSPs

I M PAC T I N D I C ATO R

E N G AG E M E N T

FAVOURABLE PROTECTION ENVIRONMENT

Operational priorities, indicators

and global engagements

They ensure continuity and consistency

in the Office’s monitoring and reporting,

and reflect strengthened integrity and

accountability as an institutional priority to

ensure that UNHCR has strong prevention

systems in place while continuing to operate

effectively in high-risk environments.

The number and scope of priorities have

been maintained in 2021, as part of the

2020-2021 biennium to ensure continuity

and consistency in management, analysis

and reporting. They also reflect the

five core areas in UNHCR’s Strategic

Directions 2017-2021. The GSPs are

anchored in the Office’s results-based

management framework, whose indicators

enable UNHCR to monitor progress and

demonstrate impact in critical areas of

intervention.

Safeguarding access

to territorial protection

and asylum procedures;

protection against

refoulement; and

supporting the adoption

of nationality laws that

prevent and/or reduce

statelessness

Extent law consistent with international

standards relating to refugees

Seek improvements to national law

and policy in 80 countries so as to be

consistent with international standards

concerning refugees and asylum-seekers.

Seek improvements to national law and

policy in 17 countries, so as to be

consistent with international standards

concerning IDPs.

Seek improvements in citizenship laws in

40 countries, so as to be consistent with

international standards on the

prevention of statelessness.

Seek to increase the percentage of

stateless people who acquire or confirm

nationality in 14 situations.

Extent law and policy consistent with

international standards relating to

internal displacement and on prevention

of statelessness

% of stateless persons for whom

nationality granted or confirmed

UNHCR has engaged in an organizational

transformation process, implemented

around eight pillars, each of which will

strengthen the organization’s effectiveness

and efficiencies, ensure greater impact with

the resources entrusted to it and increase

accountability to people of concern and

Member States.

In January 2020, UNHCR’s new

decentralized and regionalized structure,

intended to bring decision-making,

guidance and support closer to the field,

became operational. Seven regional

bureaux are now in place in regional

locations, with revised roles, authorities

FAIR PROTECTION PROCESS AND DOCUMENTATION

Securing birth registration,

profiling and individual

documentation based on

registration

% of children under 12 months old who

have been issued with a birth certificate

by the authorities

% of people of concern registered

on an individual basis

Seek to increase the systematic issuance

of birth certificates to newborn children

in 53 situations.

Seek to maintain or increase levels of

individual registration in 96 refugee

situations.

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

OPERATIONAL GSPs

I M PAC T I N D I C ATO R

E N G AG E M E N T

I M PAC T I N D I C ATO R

E N G AG E M E N T

SECURITY FROM VIOLENCE AND EXPLOITATION

Reducing protection

risks faced by people

of concern, in particular,

discrimination, SGBV and

specific risks faced by

children

Extent known SGBV survivors receive

appropriate support

Provide and seek improved provision

of support to known SGBV survivors in

95 refugee operations, 10 situations

where UNHCR is operationally involved

with IDPs, and 3 returnee situations.

Seek improved community involvement

in SGBV prevention and protection

of survivors in 58 refugee situations,

8 situations where UNHCR is

operationally involved with IDPs,

and 4 returnee situations.

Seek to maintain or increase the

proportion of unaccompanied or

separated refugee children for whom

a best interest process has been

completed or initiated in 74 refugee

situations.

Seek increase in the non-discriminatory

access to national child protection and

social services in 37 refugee situations,

4 situations where UNHCR is operationally

involved with IDPs, and 3 returnee

situations.

COMMUNITY EMPOWERMENT AND SELF-RELIANCE

Promoting active

participation in

decision-making of people

of concern and building

coexistence with hosting

communities

% of active female participants in

leadership/management structures

Seek improved participation of women

in leadership/management structures in

54 refugee situations and 4 situations

where UNHCR is operationally involved

with IDPs.

Seek improvements in relations between

people of concern and local communities

in 65 refugee situations.

Seek to maintain or increase the

percentage of people of concern who

are supported to improve their business/

self-employment opportunities in

38 operations.

Seek improved enrolment rate of primary

school-aged children in 95 refugee

situations.

Extent community is active in SGBV

prevention and survivor-centred

protection

Extent local communities support

continued presence of people of

concern

% of people of concern (18-59 years) with

own business/self-employed for more

than 12 months

% of unaccompanied and separated

children for whom a best interest

process has been initiated or completed

Extent children of concern have

non-discriminatory access to national

child protection and social services

Promoting human

potential through

increased opportunities

for quality education and

livelihoods support

% of primary school-aged children

enrolled in primary education

DURABLE SOLUTIONS

BASIC NEEDS AND SERVICES

Seek to maintain UNHCR standards or

reduce level of GAM in 36 situations

where refugees live in camps or

settlements.

Seek to maintain UNHCR standards or

reduce mortality levels of children under

5 years old in 44 situations where

refugees live in camps or settlements.

Seek to maintain or increase the

percentage of households living in

adequate dwellings in 48 refugee

situations, 15 situations where UNHCR

is operationally involved with IDPs,

and 7 returnee situations.

Seek to maintain or increase the level of

water supply in 46 refugee situations.

Reducing mortality,

morbidity and malnutrition

through multi-sectoral

interventions

Prevalence of global acute malnutrition

(GAM) (6-59 months)

Under-5 mortality rate

Expanding opportunities

for durable solutions

for people of concern,

particularly those in

protracted situations,

including by strengthening

the use of comprehensive

approaches and

contributing to sustainable

reintegration, local

settlement and successful

resettlement in third

countries

Extent return has been voluntary,

and in safety and dignity

Support refugees to return voluntarily,

and in safety and dignity, in 40 situations

where conditions permit.

Support returnees in 11 situations to

reintegrate in a sustainable manner,

with the same access to rights as other

citizens.

Support local integration in 42 refugee

situations where conditions permit.

Seek to maintain or increase the

percentage of people submitted for

resettlement, among those identified

in need of resettlement, thereby

supporting solutions in 74 situations.

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 resettlement, submitted

for resettlement

Meeting international

standards in relation

to shelter, domestic

energy, water, sanitation

and hygiene

% of households living in adequate

dwellings

Average number of litres of potable

water available per person per day

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SUPPORT AND MANAGEMENT GSPs

I N D I C ATO R

UNHCR's programmes are carried out

in an environment of sound financial

accountability and adequate oversight

• Financial management and reporting are strengthened at UNHCR

Headquarters and in the field through streamlined and enhanced systems,

with effective guidance on financial controls provided and applied.

• Accounts are recorded and disclosed in full compliance with the

International Public Sector Accounting Standards (IPSAS), and UNHCR

obtains maximum benefits from the standards applied.

• Cash-based interventions (CBIs) are supported by a robust financial control

framework and business processes that are embedded in the delivery system.

• Partnership arrangements are simplified and harmonized in collaboration

with stakeholders, including other United Nations entities, and the share

of resources entrusted to local partners is increased.

UNHCR, in collaboration with partners,

provides refugees and other people of

concern with the possibility to meet

their needs, enhance their protection

and support their transition to solutions

through the expanded use of CBIs

UNHCR strengthens emergency

preparedness, maintains and builds

capacity to mobilize rapidly and effectively

in response to emergencies

• UNHCR is equipped with the relevant systems, tools, skills and processes

to implement and scale up CBI programmes in an accountable manner.

• UNHCR pursues the objective of common cash transfer arrangements with

partners, in line with UNHCR’s CBI policy and strategy.

• Core relief items are stocked to provide emergency assistance for up to

600,000 people and dispatched within 72 hours.

• Active standby capacity is maintained and UNHCR and partner personnel,

with appropriate leadership, coordination and protection skills, are

available for immediate deployment to emergency operations.

• Representation of local and national partners and communities is increased

in preparedness action planning.

• A proactive approach to security management is applied through a

qualified security workforce, security training and support to emergencies.

UNHCR's operations deliver quality

protection and facilitate solutions to people

of concern and effectively advocate for

their rights

• Global protection and solutions capacity and response are strengthened

through direct operational support, enhanced monitoring and partnerships.

• The promotion of gender equality is enhanced and accountability to people

of concern is reinforced at global and operational levels.

• National, regional and global protection frameworks and capacities are

strengthened through effective implementation of supervisory responsibility

and advocacy, in close collaboration with States and other relevant actors,

including international development and peacebuilding entities.

• Protection of displaced and stateless persons is strengthened, and pathways

to solutions are expanded through new partnership arrangements, support

to strengthen national systems and institutions, and implementation of

comprehensive responses.

• UNHCR and partners manage and use data and information, following

a principled, systemized and collaborative approach to enable

evidence-based actions, programme design and resourcing decisions

for quality protection outcomes.

• Information and analysis on the situation of refugees and other people of

concern is made available to support their inclusion in international and

national development frameworks.

• Data and information management approaches, including storing and

sharing of personal data, respect protection practices and privacy concerns.

UNHCR facilitates effective responses

to forced displacement and statelessness

through strengthened protection

and solutions frameworks, advocacy

and operational partnerships and the

promotion of inclusion in national systems

UNHCR is optimally prepared to respond

to global forced displacement challenges,

through a diverse workforce of talented

and highly performing people, who

are flexible and able to be deployed in

a timely manner, and who benefit from

comprehensive care and support from

the organization

• Strategic workforce planning that accounts for diversity and gender

balance is improved through analysis of current and future talent

requirements.

• Career management is supported through the provision of learning

opportunities and performance review, and is informed by the

organizational demand for skills.

• A fair and transparent assignments framework ensures diversity and

gender balance in the deployment of qualified personnel through efficient

human resources systems, particularly in the context of emergencies and

high risk operations.

• Minimum standards of occupational health and safety for UNHCR’s

workforce are implemented across operations.

UNHCR facilitates responsible and

comprehensive use of data and information

for decision-making and advocacy, including

by partners and people of concern

10.

UNHCR makes effective use of and

contributes to improving inter-agency

humanitarian coordination mechanisms

and drives efforts to place protection

at the centre of humanitarian action

Multi-year, multi-partner protection and

solutions strategies, supported by

results-based management (RBM) approaches,

facilitate collaboration and effective

inclusion of people of concern in national

systems and development frameworks,

in pursuit of the Sustainable Development

Goals and development frameworks.

• Effective coordination and leadership is established for refugee responses

and for UNHCR-led clusters at the global and operational levels.

• UNHCR provides protection expertise and analysis to guide and inform

joint humanitarian action.

UNHCR mobilizes political, financial and

operational support from public and

private sectors through effective strategic

partnerships and fundraising strategies,

as well as through evidence-based

multimedia communications and targeted

campaigns, building empathy and

awareness among the general public and

shaping the global dialogue on forced

displacement

• Resource mobilization strategies are enhanced to increase funding from

public and private sources, through existing and new creative approaches.

• Partnerships with Member States of the Executive Committee,

United Nations agencies, NGOs and other partners are maintained and

enhanced through regular and substantive dialogue.

• Strategic external communication activities are strengthened through

targeted multimedia campaigns, timely public updates and increased

outreach to target audiences, building a strong community of supporters.

• Political and operational support from private and public sectors is

expanded to improve the welfare of displaced populations and host

communities.

• Multi-year, multi-partner strategies are informed by improved joint needs

assessments and are developed and implemented in consultation with

key stakeholders, including national authorities, civil society, development

partners and private sector representatives.

• UNHCR’s RBM systems support collaborative and evidence-based planning

and monitoring.

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Annex 2 - Donor ranking

FUNDING UPDATE

| 2020

$9.131 billion

Budget

Global Overview

as at 31 December 2020

18%

59%

Funds

available **

Governments

and the European Union

$4.048 billion

41%

$5.404

billion

Funds available

24%

Tightly earmarked

Earmarked

Softly earmarked

Unearmarked

Funding gap

85%

Private donors

$537.5 million

10%

11%

$3.728 billion

Funding gap *

* A detailed breakdown is available at the end of this overview.

** Percentages may not add up to 100% due to rounding.

UN pooled funding and

intergovernmental donors

UN Regular Budget

$151.0 million

$40.1 million

CONTRIBUTIONS

| USD

14%

Unearmarked

15%

Softly

earmarked

715,491,174

346,300,000

143,388,266

24,844,720

7,806,122

18,367,541

9,403,778

21,982,569

2,247,191

5,220,426

13,726,419

4,128,190

5,243,523

4,458,013

4,898,363

5,613,198

30,808,597

46%

Earmarked

2,167,017,444

1,606,434,803

215,544,221

25,227,202

29,454,087

15,665,843

675,773

18,755,207

11,827,541

25,598,049

45,051,359

2,276,889

1,500,000

362,417

113,495

22,353,147

17,219,557

2,922,103

4,318,299

2,325,048

30,000,000

25%

Tightly

earmarked

1,192,586,106

20,516,425

522,113,339

62,115,189

38,940,618

65,246,144

2,544,747

106,988,819

9,131,438

21,212,708

43,396,401

6,965,311

1,308,684

33,276,864

48,120,984

85,315

239,234

2,988,330

8,326,616

23,981,983

21,692,067

1,196,105

100%

Total

4,736,334,945

1,973,251,228

522,113,339

446,900,261

134,725,928

126,332,049

124,742,413

106,988,819

102,589,817

96,555,108

93,576,166

79,200,679

69,517,601

50,460,496

49,620,984

46,998,798

44,892,648

44,241,599

41,922,836

37,492,322

35,230,696

34,330,337

31,000,000

Total

United States of America

European Union

Germany

United Kingdom of Great Britain and Northern Ireland

Japan

661,240,221

25,852,585

45,713,388

23,825,696

88,164,283

España con ACNUR

Denmark

Netherlands

Norway

Canada

83,378,828

34,604,624

36,105,033

41,416,894

9,431,138

10,778,552

Private donors in Qatar

Private donors in the Republic of Korea

41,307,544

40,081,905

France

Switzerland

Italy

Private donors in the United Kingdom of Great Britain and

Northern Ireland

UNO-Flüchtlingshilfe

Saudi Arabia

14,001,759

16,376,663

10,588,235

3,607,132

587

1,000,000

UNHCR Division of External Relations

1 of 4

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Annex 3 UNHCR global presence

UNHCR presence

as of 26 Jul 2021

WORLD MAP

CANADA

Bermuda (GBR)

KAZAKHSTAN

UNITED STATES

OF AMERICA

MOROCCO

ALGERIA

TUNISIA

AA A

MONGOLIA

SYRIAN

ARAB

REPUBLIC

LEBANON STATE OF

State of

PALESTINE

Palestine

IRAQ

ISRAEL JORDAN

UZBEKISTAN

KYRGYZSTAN

TAJIKISTAN

A A

TURKMENISTAN

MEXICO

BAHAMAS

Western

Sahara

KUWAIT

ISLAMIC

REPUBLIC

OF IRAN

AFGHANISTAN

AA A

PAKISTAN

DEMOCRATIC

PEOPLE'S

REP. OF KOREA

REPUBLIC

OF KOREA

JAPAN

CHINA

LIBYA

EGYPT

CUBA

Turks and Caicos

Islands (GBR)

BAHRAIN QATAR

UNITED

SAUDI ARABIA

ARAB EMIRATES

OMAN

NEPAL

BHUTAN

HONDURAS

GUATEMALA

A A

EL SALVADOR

BELIZE

Cayman

REPUBLIC

Islands (GBR)

HAITI

Anguilla (GBR)

JAMAICA

Navassa Puerto

ANTIGUA

Montserrat (GBR)

AND BARBUDA

Island (USA) Rico (USA)

DOMINICAN

CABO VERDE

MAURITANIA

INDIA

BANGLADESH

MYANMAR

COSTA RICA

NICARAGUA

PANAMA

DOMINICA

SAINT

Curaçao

VINCENT AND SAINT LUCIA

(K. of

GRENADINES BARBADOS

THE

the Netherlands)

GRENADA

TRINIDAD

AND

BOLIVARIAN

REPUBLIC OF TOBAGO

SENEGAL

GAMBIA

GUINEA-BISSAU

MALI

NIGER

GUINEA

BURKINA FASO

TOGO

COLOMBIA

VENEZUELA

SIERRA LEONE

BENIN

NIGERIA

A A

CHAD

SUDAN

ERITREA

A A

YEMEN

DJIBOUTI

THAILAND

LAO PEOPLE'S

DEMOCRATIC

REPUBLIC

Hong

Kong

(CHN)

Taiwan (CHN)

PHILIPPINES

CAMBODIA

VIET NAM

Northern

Mariana

Islands (USA)

GUYANA

SURINAME

LIBERIA

GHANA

CÔTE D'IVOIRE

CAMEROON

CENTRAL

AFRICAN REPUBLIC

A A

SOUTH

SUDAN

ETHIOPIA

SOMALIA

MALDIVES

SEYCHELLES

SRI LANKA

BRUNEI

DARUSSALAM

SINGAPORE

INDONESIA

PAPUA NEW

GUINEA

TIMOR-LESTE

SOLOMON

ISLANDS

MALAYSIA

PALAU

ECUADOR

EQUATORIAL GUINEA

SAO TOME AND GABON

PRINCIPE

REPUBLIC OF

THE CONGO

UGANDA KENYA

DEMOCRATIC

REPUBLIC OF RWANDA

THE CONGO

BURUNDI

REPUBLIC OF

TANZANIA

UNITED

FEDERATED

STATES OF MICRONESIA

MARSHALL

ISLANDS

NAURU

Ashmore and Cartier

Islands (AUS)

PERU

BRAZIL

ANGOLA

COMOROS

ZAMBIA

PLURINATIONAL

STATE OF BOLIVIA

DOMINICAN

French

REPUBLIC

Polynesia (FRA)

PARAGUAY

MALAWI

MOZAMBIQUE

MADAGASCAR

MAURITIUS

Reunion (FRA)

VANUATU

ZIMBABWE

NAMIBIA

BOTSWANA

Puerto

Rico (USA)

British Virgin

Islands (GBR)

United States

Virgin

Islands (USA)

Anguilla

(GBR)

Sint Eustatius

(NLD)

French New

Caledonia

(FRA)

ESWATINI

AUSTRALIA

ANTIGUA AND BARBUDA

Montserrat

(GBR)

Guadeloupe

(FRA)

Bird

Island (VEN)

CHILE

SOUTH AFRICA

ARGENTINA

LESOTHO

URUGUAY

Faeroe

Islands

(DNK)

DOMINICA

Martinique

(FRA)

FINLAND

SWEDEN

French Southern

and Antarctic

NORWAY

Aruba (K.

of the Curaçao (K.

Netherlands) of the Bonaire

Netherlands) (NLD)

SAINT VINCENT

AND THE

BARBADOS

GRENADINES

GRENADA

South Georgia and

the South Sandwich

Islands (GBR)

Isle of

Man (GBR)

SAINT LUCIA

ESTONIA

LATVIA

LITHUANIA

BELARUS

NEW ZEALAND

DENMARK

Territories (FRA)

RUSSIAN

FEDERATION

IRELAND

BOLIVARIAN

REPUBLIC OF

VENEZUELA

TRINIDAD

AND TOBAGO

UNITED KINGDOM OF

GREAT BRITAIN AND

NORTHERN IRELAND

Jersey (GBR)

NETHERLANDS

BELGIUM

CZECHIA

AUSTRIA

GERMANY

POLAND

LUXEMBOURG

SLOVAKIA

HUNGARY

UKRAINE

REPUBLIC

OF MOLDOVA

FRANCE

LIECHTENSTEIN

SWITZERLAND

MONACO

A A

KAZAKHSTAN

SLOVENIA

CROATIA

UNHCR HeadQuarter, Regional Office

UNHCR Multi-Country Office

UNHCR Representation (Liaison, Country office...)

UNHCR Sub-Office

Sources:

UNHCR, UNHCS

Author:

UNHCR - Geneva

UNHCR Field Office

UNHCR Field Unit

Global Hub / Service Center

SPAIN

PORTUGAL

ANDORRA

SAN MARINO BOSNIA AND SERBIA*

HERZEGOVINA

ITALY

BULGARIA

MONTENEGRO

A A

HOLY

NORTH

SEE

MACEDONIA

ALBANIA

GREECE

ROMANIA

GEORGIA

Gibraltar (GBR)

MALTA

ARMENIA

TURKEY

Nakhchyvan

(AZE)

AZERBAIJAN

CYPRUS

SYRIAN ARAB

REPUBLIC

LEBANON

ISRAEL

JORDAN

State of

IRAQ

ISLAMIC

REPUBLIC

OF IRAN

1,000km

Printing date:

04 Dec 2020

The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.

MOROCCO

ALGERIA

TUNISIA

LIBYA

Feedback:

[email protected]

Filename:

World_presence_A3L

EGYPT

A A

Palestine

SAUDI ARABIA

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Annex 4 UNHCR budget 2021

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Annex 5 Overview Danish Funding

Funding Overview

Funding from 2018 to 2021. Contributions and projections as at 08/10/2021

Total (in USD)

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

Annex 6 Summary results matrix

This matrix provides an overview of Danish priorities and related UNHCR Global Strategic Priorities,

impact indictors and engagement, based on UNHCR’s Strategic Directions 2017-2021 and

accompanying Global Strategic Priorities with indicators.

It may be considered to update the matrix once the updated and renewed set of the Strategic Directions

covering 2022-2026 along with a new Global Results Framework with accompanying Areas of Result

aligned with both the SDG’s and the Global Compact on Refugees will be released. In addition, it is

suggested that an adapted mid-term review of this organization strategy could be carried out in 2023 to

take stock of the implementation of UNHCR’s new RBM-approach and to factor in UNHCR’s

upcoming Results Framework.

Danish Policy

Priority

Prevent humanitarian

crises and be a strong

humanitarian partner

during and after crises.



Take the lead

and promote

activities in the

fight against

sexual and

gender-based

violence against

girls and women

during

displacement

crises, partly

through providing

support for

survivors.

Promote sexual

and reproductive

health and rights

(SRHR) in

humanitarian

activities.

UNHCR GSP

Reducing

protection risks

faced by people

of concern,

particular,

discrimination,

SGBV and

specific risks faced

by children

UNHCR Impact

Indicator

Extent known SGBV

survivors receive

appropriate support

Extent community is active

in SGBV prevention and

survivor-centered

protection % of

unaccompanied and

separated children for

whom a best interest

process has been initiated

or completed

Extent children of concern

have non-discriminatory

access to national child

protection and social

services

UNHCR

Engagement

Provide and seek

improved provision of

support to known

SGBV survivors in 95

refugee operations, 10

situations where

UNHCR is

operationally involved

with IDPs, and 3

returnee situations.

Seek improved

community

involvement in SGBV

prevention and

protection of survivors

in 58 refugee situations,

8 situations where

UNHCR is

operationally involved

with IDPs, and 4

returnee situations.

Seek to maintain or

increase the proportion

of unaccompanied or

separated refugee

children for whom a

best interest process

has been completed or

initiated in 74 refugee

situations. Seek increase

in the non-

discriminatory access to

national child



URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

protection and social

services in 37 refugee

situations, 4 situations

where UNHCR is

operationally involved

with IDPs, and 3

returnee situations



Protect the

weakest and most

vulnerable people,

including refugees

and displaced

people partly

through

supporting the

establishment of a

social safety net,

also in urban

areas.

Work to ensure

quality education

for children and

young people in

humanitarian

and development

interventions.

Denmark will

work to ensure

equal access to

education, with

focus on

vulnerable groups,

higher quality

education as well

as gender equality

in and through

education,

enabling boys and

girls to grow up

as equal citizens.

Promoting

active

participation in

decision-making

of people

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 people of

concern

% of people of concern

(18-59 years) with own

business/self-employed for

more than 12 months

% of primary school-aged

children enrolled in

primary education

Seek improved

participation of women

leadership/management

structures in 54 refugee

situations and 4

situations where

UNHCR is

operationally involved

with IDPs.

Seek improvements in

relations between

people of concern and

local communities in 65

refugee situations.

Seek to maintain or

increase the percentage

of people of concern

who are supported to

improve their business/

self-employment

opportunities in 38

operations.

Seek improved

enrolment rate of

primary school-aged

children in 95 refugee

situations



Finding durable

solutions to

protracted, forced

displacement

situations



Continue to lead

efforts to find

innovative, long-

Expanding

opportunities for

durable

solutions for

people of

concern,

particularly those

in protracted

Extent return has been

voluntary, and in safety

and dignity

Extent returnees have

same access to rights as

other citizens

Support refugees to

return voluntarily, and

in safety and dignity, in

40 situations where

conditions permit.

Support returnees in 11

situations to reintegrate

in a sustainable manner,

URU, Alm.del - 2021-22 - Bilag 91: Orientering om ny organisationsstrategi for Danmarks samarbejde med FN?s Flygtningehøjkommissariat (UNHCR), fra ministeren for udviklingssamarbejde

term, sustainable

and solidarity-

based solutions

for refugees and

internally

displaced people

and their host

communities in

conformity with

the Global

Compact on

Refugees.

situations,

including by

strengthening the

use of

comprehensive

approaches and

contributing to

sustainable

reintegration, local

settlement and

successful

resettlement in

third countries

Extent social and

economic integration is

realized % of people of

concern, identified in need

of resettlement, submitted

for resettlement

with the same access to

rights as other citizens.

Support local

integration in 42

refugee situations

where conditions

permit.

Seek to maintain or

increase the percentage

of people submitted for

resettlement, among

those identified in need

of resettlement, thereby

supporting solutions in

74 situations

Ensure operational

efficiency, multiyear

planning and

reporting, incl.

ensuring a strategic

engagement with

implementing

partners, incl. passing

on multiyear funding.

SM-GSP 6.

Multi-year,

multi-partner

protection and

solutions

strategies,

supported by

results-based

management

(RBM)

approaches,

facilitate

collaboration and

effective inclusion

of people of

concern in

national systems

and development

frameworks, in

pursuit of the

Sustainable

Development

Goals and

development

Frameworks

Multi-year, multi-partner

strategies are informed by

improved joint needs

assessments and are

developed and

implemented in

consultation with key

stakeholders, including

national authorities, civil

society, development

partners and private sector

representatives.

UNHCR’s RBM systems

support collaborative and

evidence-based planning

and monitoring