Udenrigsudvalget 2024-25
URU Alm.del Bilag 182
Offentligt
3006392_0001.png
Danish Organisation Strategy for the
Office of the High Commissioner for Human Rights (2025-2030)
Introduction
:
The United Nations Office of the High
Commissioner for Human Rights (OHCHR) is the main body of the
UN dealing with human rights. It has as its core mandate to promote
and protect all human rights for all people and does so by promoting
human rights at national and international levels as well as
mainstreaming human rights throughout the UN system.
File No.
Responsible Unit
Mill.
Commitment
Projected ann.
Disb.
Duration of
strategy
Finance Act
code.
Desk officer
Reviewed by
CFO
24/48981
FN-Genève
2025
60
60
2026
60
60
2027
60
60
2028
60
60
2029
60
60
Udenrigsudvalget 2024-25
URU Alm.del - Bilag 182
Offentligt
2030
60
60
total
360
360
Key results
:
Laws, policies and practices on governance, in the administration
of justice, and in law enforcement, address and prevent human
rights violations and abuses.
States advance gender equality and combat gender-based
discrimination and stereotypes against all women and girls.
States benefit from increased United Nations support to integrate
human rights implement the 2030 Agenda and SDGs, building
on OHCHR’s coordination mandate.
2025-2030
06.32.08.35
06.32.08.60
Trine Lyst Hansen
Yes, Alberte Sofie Linde Forsell
SDGs relevant for Programme
No Poverty
No
Hunger
Good Health,
Wellbeing
Quality
Education
Clean Water,
Sanitation
Justification for support:
As custodian of the international human rights system, OHCHR
holds a unique and central mandate and possibility to promote
and protect human rights.
Reviews and evaluations show OHCHR’s ability to adapt and
delivery results despite challenges.
There is a clear convergence between OHCHR’s mandate and
Danish priorities and a continued partnership with OHCHR
presents a key opportunity to leverage its strengths for the
realisation of shared human rights ambitions and priorities.
Gender
Equality
Affordable
Clean
Energy
Decent
Jobs,
Econ.
Growth
Industry,
Innovation,
Infrastructure
Reduced
Inequalities
Sustainable
Cities,
Communities
Responsible
Consumption
& Production
How will we ensure results and monitor progress:
Based on OHCHR’s own framework and indicators, each of the
areas of priority in the strategy has two selected results where
monitoring and follow-up will be focused.
Denmark works closely with the largest likeminded donors to
ensure follow up and results, including through regular
consultations with OHCHR.
Climate
Action
Life below
Water
Life on Land
Peace &
Justice,
strong Inst.
Partnerships
for Goals
Budget
*
06.32.08.35:
Unearmarked
Voluntary Fund for Technical Cooperation
UN Voluntary Fund for Victims of Torture
06.32.08.60:
Peace Mission Support Section
Total
*subject to annual parliamentary approval
DKK 162 million
DKK 156 million
DKK 12 million
DKK 30 million
DKK 360 million
Risk and challenges:
OHCHR faces both risks and challenges related to the chronic
underfunding of the organisation vis-à-vis its mandate.
The proliferation and complexity of tasks stemming from the
Treaty Body system and the Human Rights Council places
further strains on OHCHR’s resources.
An important challenge identified for OHCHR relates to its
ability to prioritise in complex, resource-constrained
environment, which requires further attention.
Danish involvement in governance structure:
Denmark participates in an annual high-level multi-donor
consultation with the High Commissioner for Human Rights as
well as an annual bilateral consultation with OHCHR.
The Permanent Mission of Denmark to the United Nations in
Geneva is an active participant in ongoing Member States
consultations and briefings.
Strat. objectives
Contribute to the
achievement of the
human rights-related
Sustainable
Development Goals, in
particular: SDG 5
(gender equality),
SDG 10 (reduced
inequalities) SDG 16
(peace, justice and
strong institutions).
Priority results
1) strengthening civic
participation and state
accountability
2) enhancing equality and
countering discrimination
3) Mainstreaming human
rights in development, peace,
and security
4) digital technologies serve
humanity and advance human
rights
5) Action for organisational
effectiveness
Core information
Established: 1993
Headquarters: Geneva, Switzerland
Field presences: 18 country offices, 12 regional offices, 42 Human Rights
Advisors deployed to the field to support human rights mainstreaming, 9
human rights components in UN Peace Missions + 8 other types
Human resources: 1,955 staff members, 49% in the field
Financial resources: in 2023, OHCHR had an appeal of USD 452 million.
Hereof USD 178.2 mill. received from regular budget and USD 281.5 mill.
received from voluntary funds.
High Commissioner: Volker Türk (Austria), since October 2022
Governance: Part of the United Nations Secretariat, directly accountable to
the Secretary-General and the General Assembly of the UN.
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0002.png
Danish Organisation Strategy for the United Nations Office
of the High Commissioner for Human Rights
2025-2030
March 2025
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
Table of Contents
1.
2.
3.
4.
OBJECTIVE .......................................................................................................................................... 1
THE ORGANISATION ....................................................................................................................... 2
LESSONS LEARNT, KEY STRATEGIC CHALLENGES AND OPPORTUNITIES ....................... 5
PRIORITY AREAS AND RESULTS TO BE ACHIEVED ................................................................. 8
P
RIORITY
1: S
TRENGTHENING
C
IVIC
P
ARTICIPATION AND
S
TATE
A
CCOUNTABILITY
................................. 8
P
RIORITY
2: E
NHANCING EQUALITY AND COUNTERING DISCRIMINATION
.................................................. 9
P
RIORITY
3: M
AINSTREAMING HUMAN RIGHTS IN DEVELOPMENT
,
PEACE
,
AND SECURITY
......................... 9
P
RIORITY
4: D
IGITAL TECHNOLOGIES SERVE HUMANITY AND ADVANCE HUMAN RIGHTS
......................... 10
P
RIORITY
5: A
CTION FOR ORGANISATIONAL EFFECTIVENESS
...................................................................... 11
5.
6.
7.
DANISH APPROACH TO ENGAGEMENT WITH THE ORGANISATION ............................... 12
BUDGET ............................................................................................................................................. 13
PLANNING, MONITORING AND RISK MANAGEMENT .......................................................... 14
ANNEX 1: RESULTS MATRIX .................................................................................................................. 17
ANNEX 2: OHCHR MANDATE ................................................................................................................ 19
ANNEX 3: HUMAN RIGHTS MECHANISMS ......................................................................................... 20
ANNEX 4: OHCHR OMP PRIORITIES AND TOC ................................................................................. 21
ANNEX 5: ORGANOGRAM AND FIELD PRESENCE ........................................................................... 25
ANNEX 6: MOPAN SNAPSHOT ............................................................................................................... 30
ANNEX 7: PERFORMANCE AND BUDGET 2023 SNAPSHOT ............................................................. 32
ANNEX 8: ANNUAL ACTION WHEEL ................................................................................................... 35
ANNEX 9: PERFORMANCE AND BUDGET 2022 SNAPSHOT ............................................................. 36
ANNEX 10: FUNDING TRENDS 2014-2022 .............................................................................................. 39
ANNEX 11: OHCHR RISK REGISTER ..................................................................................................... 40
ANNEX 12: DENMARK’S VOLUNTARY CONTRIBUTIONS TO OHCHR 2019-2024 ......................... 41
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0004.png
List of Acronyms
HRC
ICT
JPO
MFA
MOPAN
OEAP
OHCHR
OMP
OPCAT
PMS
SDGs
SRHR
TOC
UN
UNCTs
UNDCF
UNGA
UPR
UNVFVT
VFTC
WPS
Human Rights Council
Information and Communication Technology
Junior Professional Officer
Ministry of Foreign Affairs
Multilateral Organisation Performance Assessment Network
Organisational Effectiveness Action Plan
Office of the High Commissioner for Human Rights
Organisational Management Plan
Optional Protocol to the Convention Against Torture
Performance Monitoring System
Sustainable Development Goals
Sexual and Reproductive Health and Rights
Theory of Change
United Nations
United Nations Country Teams
United Nations Sustainable Development Cooperation Framework
United Nations General Assembly
Universal Periodic Review
United Nations Voluntary Fund for Victims of Torture
Voluntary Fund for Technical Cooperation
Women, Peace, and Security
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0005.png
1. Objective
This Strategy for cooperation between Denmark
and the United Nations Office of the High
Commissioner for Human Rights (OHCHR)
forms the basis for the Danish contributions and
is the central platform for Denmark’s dialogue and
partnership with OHCHR. It sets forth Danish
priorities for performance within the overall
framework established by the organisation’s own
strategy, the
UN Human Rights Management Plan
2024-2027
(OMP), published 8 June 2024. In
addition, it outlines specific goals and results that
Denmark will pursue in its cooperation with the
organisation, directly and in coordination with
like-minded countries.
The five priority areas for Danish
support during the period 2025-2030:
1. Strengthening civic participation and
state accountability
2. Enhancing equality and countering
discrimination
3. Mainstreaming human rights in
development, peace, and security
4. Digital technologies serve humanity
and advance human rights
5. Action for organizational effectiveness
The current context is characterised by critical challenges shaping the geo-political
landscape. Progress towards the Sustainable Development Goals (SDGs) is faltering, the
impact of climate change is accelerating, conflicts are multiplying and intensifying,
compliance with human rights obligations are regressing, and participation and dissenting
opinions are increasingly criminalised. New technologies are fuelling misinformation,
disinformation and surveillance, while discrimination and hate speech based on gender,
race, religion, and sexual orientation and gender identity, are on the rise. At the same time
the efficiency and effectiveness of multilateral institutions to respond to these challenges
is being weakened by rising polarisation, serious funding challenges, antagonistic pressures
on the international human rights system, and an increasing questioning of multilateralism
itself.
Responding to these challenges, the "Pact for the Future," a hallmark result of a year-long
process, was adopted by the UN General Assembly in September 2024. This declaration
reaffirms the commitment of UN Member States to sustainable development, peace,
human rights, and stronger global governance in response to current challenges. The Pact
for the Future complements and consolidates efforts initiated with OHCHR Up Front
(2016), A Call to Action for Human Rights (2020), Our Common Agenda (2021), and a
new Agenda for Peace (2023) in confirming the critical role of human rights in addressing
global challenges and charting a path towards societies rooted in equity, dignity, and
participation, as well as serving as the foundation for peace, security, and accelerated
progress towards the SDGs.
The interdependence and mutually reinforcing nature of human rights, development,
peace, and security is clearly reflected in Denmark’s Foreign and Security Policy as well as
in Denmark’s strategy for Development Cooperation, “The World We Share”. Within the
peace and security agenda, Denmark emphasises human rights and respect for international
law as cross-cutting priorities, including the role of human rights in prevention, sustaining
peace, and within the Women, Peace, and Security agenda, which is a Danish priority.
These priorities have also informed Denmark’s successful candidacy for the UN Security
1
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0006.png
Council in 2025-2026. Human rights and the associated values of participation, non-
discrimination, and accountability present the foundations of “The World We Share” and
cut across all Danish priorities. The commitment to build Denmark’s development efforts
on strong values, respect for international law, democracy and human rights is reiterated
in Denmark’s Africa Strategy, “Africa’s Century”. Denmark’s emphasis on democracy, a
free civil society, the right to participation and associated freedoms, as well as the
prioritisation of the rights and dignity of those in marginalised situations, gender equality,
and women’s and girls’ rights is clearly reflected in the Danish Ministry of Foreign Affairs
(MFA) How-to Notes on
“Human Rights and Democracy”
and “Danish
support to Civil Society”.
A focus on human rights and associated values is further integrated within all MFA How-
to Notes, including “Fighting
Poverty and Inequality”, “Peace Building and Stabilisation”, “Social
Sectors and Social Safety Nets”,
and
“Securing Coherence between Humanitarian Aid, Development
Cooperation, and Peacebuilding”.
In its international cooperation Denmark has a prominent position in human rights
agendas on the prevention of torture, rights of Indigenous Peoples, women’s and girls’
rights and gender equality, and freedom of religion or belief. Denmark also has a well-
established position in the defence of a strong and independent civil society and on
addressing the impact of new and emerging digital technologies on human rights.
Danish priorities are clearly reflected in the mandate, mission, and management plan of
OHCHR and inform the focus of this organisational strategy. OHCHR is the preeminent
multilateral institution and leading UN agency dedicated to promoting and protecting
human rights and is a crucial partner in advancing Denmark’s human rights agenda. In a
time of geopolitical challenges and pressures on the human rights system, Denmark’s
commitment to continued support, responsible donorship, and a primary contributor to
OHCHR remains acutely relevant.
2. The Organisation
MANDATE:
OHCHR was established in 1993 to
promote and protect all human rights for all people. It was
created through the General Assembly’s adoption of the
Vienna Declaration and Programme of Action (UNGA
Resolution 48/141), which also details its mandate.
1
Guided by this founding resolution, the UN Charter, the
Universal Declaration of Human Rights, and subsequent
human rights instruments, OHCHR is mandated to take an
active role in addressing obstacles to the full realisation of
all human rights and in preventing human rights violations
throughout the world.
In pursuing its mandate OHCHR engages the
national level
to ensure human rights-
compliant legislation, state capacity for implementation, effective mechanisms for
1
See Annex 2 for OHCHR Mandate.
2
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0007.png
monitoring and redress, as well as the participation of civil society and support to their
capacity and efforts to monitor, claim, and defend human rights.
At the
international level,
OHCHR works to support effective and coordinated human rights
mechanisms
2
and to ensure the responsiveness and active engagement of states, national
human rights institutions, civil society, and the UN system. OHCHR is also responsible
for the
mainstreaming of human rights throughout the United Nations system
by integrating human
rights norms and standards into the decision-making, policies, and system-wide initiatives
of the UN, and through cooperation with individual UN agencies. At the field level,
OHCHR supports the human rights components of UN peace missions or political offices
and deploys human rights advisers to work with UN Country Teams (UNCTs).
STRATEGY, PRIORITIES, AND RESULTS:
The current priorities, strategies, and
targets of OHCHR are set out in its OMP, directing the guiding planning, monitoring, and
reporting of the Office over the next four years.
3
Aligned with its predecessor, the OMP is
structured around OHCHR’s six main pillars of work:
1.
Mechanisms:
Improving implementation of the outcomes of
the international human rights mechanisms
2.
Participation:
Enhancing participation, and protecting civic
space and human rights defenders
3.
Non-Discrimination:
Enhancing equality and countering
discrimination
4.
Accountability:
Strengthening governance, the rule of law,
and accountability for human rights violations and abuses
5.
Development:
Advancing sustainable development through
human rights
6.
Peace and Security:
Addressing fragility, insecurity, conflict
and violence
Under each pillar OHCHR has defined five to seven result areas, all contributing to
OHCHR’s theory of change. The content of the pillar approach has been informed by six
strategic directions that have supported prioritisation: 1) rebuild trust and reinvigorate a
global human rights movement;
2) foster
inclusion and equality
through a
diversity
approach; 3) promote a
human rights economy
to realise rights and reduce inequalities;
4) ensure that
digital technologies and data
are at the service of humanity and advance
human rights; 5) put human rights at the centre of
early warning
and advance the
global
protection agenda;
6) advance
environmental action
with human rights at its core.
The priorities, strategies, and targets set out by the OHCHR are complex and as such
mirrors one of the challenges faced by OHCHR, namely the ability to prioritise in a
complex, resource-constrained environment, cf. chapter 3 below.
2
3
See Annex 3 for illustration of human rights mechanisms.
See Annex 4 for illustration of OHCHR OMP, KPIs, ToC, and SDG alignment
3
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0008.png
The OMP further outlines priorities for organisational effectiveness, based on OHCHR’s
Organisational Effectiveness 2.0 change management programme initiated in 2023.
GOVERNANCE AND ORGANISATION:
OHCHR is a part of the United Nations
Secretariat, directly accountable to the Secretary-General and the General Assembly. The
High Commissioner for Human Rights, appointed by the General Assembly for a four-
year term, is the UN’s principal human rights official. The current High Commissioner,
Volker Türk, took up his function October 2022.
OHCHR is headquartered in Geneva. Alongside Executive Direction and Management, it
has three substantive divisions: i) the Thematic Engagement, Special Procedures and Right
to Development Division; ii) the Human Rights Council (HRC) and Treaty Mechanisms
Division; and iii) the Field Operations and Technical Cooperation Division. The Human
Rights New York Office, headed by a deputy to the High Commissioner, works to integrate
human rights norms and standards within the decision-making and operational activities
of inter-governmental and inter-agency bodies at UN headquarters in New York. As of
June 2024, OHCHR had 1,955 staff members, including 72 Junior Professional Officers
(JPOs) and UN Volunteers sponsored by member states, with 49% of staff deployed in
the field, including 655 staff in peace missions.
4
A stronger field-presence has been an ongoing priority for OHCHR
to strengthen contextualisation and operationalisation of human
rights and the ability of the office to support mainstreaming in UN
country programmes. OHCHR’s field presence includes 18 country
offices with mandates agreed upon with host governments, 12
regional offices supporting the integration of human rights into
broader
development,
peacebuilding,
and
humanitarian
programming of the UN and Member States, 9 human rights
components in UN Peace Missions, 42 Human Rights Advisers
deployed to the field to support UN Country Teams (UNCTs) with
human rights mainstreaming, and 8 other types of field presence,
mainly rapid response functions to emerging human rights crises. Since 2018, OHCHR has
expanded its field presence by 12 countries, including a doubling of investigative missions,
with overall staff growing by over 600 during this period.
FINANCE AND FUNDING:
Human rights are a core responsibility under the UN
Charter and one of the three pillars of the UN system. In principle the UN regular budget
should finance all activities mandated by the General Assembly and its subsidiary organs,
including the HRC. However, only about five percent of the total UN regular budget was
allocated to OHCHR in 2023, failing to cover at least 20 percent of OHCHR mandated
work. In 2023, OHCHR received USD 178.2 million from the regular budget, against an
extra budgetary requirement of USD 452 million.
4
See Annex 5 for Organogram and further details on organisation and field presence.
4
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0009.png
While allocations from the UN budget have increased (USD 128.6 million in 2018), it
remains heavily insufficient to meet the growing demands on OHCHR’s mandate and
requests for support. OHCHR is therefore highly reliant on voluntary funds to be able to
address all requests and needs for assistance (extra-budgetary requirements). Although
voluntary funding increased from USD 187.1 million in 2018 to USD 281.5 million in 2023,
the gap between extra-budgetary requirements and funds received has widened significantly
over the last decade.
5
Voluntary contributions to OHCHR range from unearmarked to hard earmarked, based
on specific project agreements. In 2023, only 30% of voluntary funds were unearmarked,
further constraining OHCHR’s ability to respond flexibly and effectively to requests and
needs.
3. Lessons Learnt, Key Strategic Challenges and Opportunities
PARTNER ASSESSMENT:
OHCHR’s own reporting
under the 2018-2023 plan
demonstrates progress on planned outcomes and significant achievements in global human
rights protection.
6
Over this period, substantial progress was noted toward 90% of country-
level results, with 54% reported as fully or partially achieved. Likewise, good progress was
achieved against two-thirds of the expected pillar results in 2023.
5
6
See Annex 9 for further details on OHCHR funding trends 2014-2022
For snapshot of results and budget from annual reports 2022 and 2023 see Annex 7 and 8
5
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0010.png
The most recent
Multilateral Organisation Performance Assessment Network
(MOPAN) assessment of OHCHR was published in April 2019
7
, while the next one is
scheduled to take place in 2025. The MOPAN assessment scores were satisfactory, and
substantial progress was noted in areas like strategic leadership, gender equality, and results-
based management. However, MOPAN also pointed to significant challenges in addressing
resource constraints, enhancing human resources and partnership strategies, and
strengthening risk management and evaluation functions. With reference to its unique
mandate and mechanisms, normative authority, ability to link country specific challenge to
multilateral diplomacy, recognised expertise, and mission driven staff the MOPAN
concluded that OHCHR was “punching above its weight”.
In 2022, the MFA commissioned a
Mid-Term Review
(MTR) confirming the MOPAN
portrait of OHCHR and its relevance as a partner in support of Denmark’s strategic
ambition to advance democratic values and human rights. The MTR notes satisfactory
progress on two areas of priority in the previous strategy that are also carried forward in
the current strategy.
8
The MTR notes clear results in
mainstreaming human rights into UN
development, peace, and security
initiatives. Enabled by OHCHR’s increased field presence and
support to UNCTs, human rights are increasingly integrated into UN Sustainable
Development Cooperation Frameworks (UNDCF). The MTR further notes that OHCHR
increasingly supported UN peace operations and special political missions and had an
active role in briefings to the Security Council on human rights in conflict areas, such as
Syria, Myanmar, and Ukraine. On the priority of
organisational effectiveness,
the MTR confirms
that OHCHR has made progress in institutionalising strategic planning and results-based
management within the Performance Monitoring System (PMS), but also continued
challenges as outlined further below.
CHALLENGES:
Externally, OHCHR continues to be confronted by a challenging
geopolitical environment characterised by pushback on human rights, accessibility issues,
and emerging normative challenges.
While generally positive, MOPAN, the MFA’s MTR, and OHCHR’s own evaluations also
point to several internal challenges.
9
A key challenge - and opportunity - is presented by
the
proliferation and complexity of OHCHR’s mandated tasks,
often politically
assigned and beyond its sphere of control. The UN treaty body system has expanded
significantly and there has been a positive increase in ratifications resulting in a heavier
reporting and review burden. Simultaneously, the HRC has issued new mandates to address
emerging thematic issues, such as digital rights and climate change as well as an increase in
country mechanisms. The success of mainstreaming human rights has also generated new
expectations and demands on OHCHR’s services. These new mandates and tasks address
critical areas but also increase workload and are often not met with commensurate funding,
For further details on MOPAN scores and key findings, see Annex 6.
“Mainstreaming human rights into development, peace and security” and “Action for organisational effectiveness”
9
References used for section 3 section include OHCHR Annual Reports 22018–2023, MOPAN 2019, MFA Mid-
Term Review 2022, OHCHR meta-synthesis of evaluation reports 2023 , UN
progress report on QCPR
implementation 2023
7
8
6
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
resulting in further overextension and potentially impacting the sustainability of OHCHR’s
work.
As outlined earlier, OHCHR continues to face challenges from
chronic underfunding
and the modality and composition of OHCHR’s finances. The challenges of underfunding
have been worsened by the UN liquidity crisis and hiring restrictions imposed on regular
budget posts in July 2023, resulting in treaty body and investigative mandates working with
vacancies, alongside travel restrictions and operational budget cuts. Budget constraints,
earmarking, delayed payments, and restrictions on the regular budget present major
obstacles to OHCHR’s ability to deliver effectively, flexibly, and fully on its mandate.
OHCHR has made progress in strategic planning but continues to be challenged in its
ability to
prioritise in complex, resource-constrained environment.
Key challenges
include a) complex pillars and KPIs not fully supported by a coherent theory of change,
resulting in activity-centred projects not fully aligned with the operational management
plan, b) projects with overly ambitious targets lacking robust analysis, contributing to
underachievement of results, c) a complex PMS and an excess of underutilised plans and
reports. These challenges are acknowledged and to some extent addressed in the current
organisational effectiveness plans, but a continued focus on ensuring coherence,
effectiveness, and prioritisation of increasing demands on its mandate against limited
funding remains necessary.
OHCHR has grown significantly over the past decade, especially through its expanded field
presence. Increased presence has proven valuable, enhancing OHCHR’s results, its
monitoring capabilities, and influence on human rights agendas at the national level, and
mainstreaming human rights within UNCTs. However, the organisation also faces
challenges related to its organisational architecture.
The MOPAN assessment noted
staff being overstretched, capacity shortfalls, and limited flexibility over human resource
management. The 2023
OHCHR 2.0 Organisational Review
highlights a siloed working
culture that undermines coordination and synergies between Geneva and New York and
between headquarters and the field. Field operations also face challenges with double
reporting lines, where human rights advisers are embedded in UNCTs, or in peace or
political missions.
OPPORTUNITIES:
In the face of global challenges, there is an opportunity to use this
critical juncture to mobilise for a renewed momentum and commitment to human rights,
international law, and an effective multilateral system. This aspiration has been the drive
behind the recently adopted UN
Pact for the Future.
While OHCHR is challenged by the
demands on its mandate, its strengthened role within UN declarations, system-wide
initiatives, and mainstreaming efforts continue to present an opportunity to embed human
rights in global governance.
In contexts of shrinking civic space and declining scope and effect of bilateral human rights
diplomacy, the international human rights mechanisms often continue to present and
protect key opportunities for international and national human rights dialogue. The human
rights mechanisms and the work of OHCHR also constitute the foundation for policy and
advocacy engagement of other human rights actors. The MFA MTR highlights the
importance of OHCHR in support of civil society and human rights advocacy in
challenging contexts, through statements and documentation, support to human rights
7
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
defenders, and efforts to protect civic space and that civil society actors generally
characterised OHCHR as the most accessible of the UN agencies.
As custodian of the international human rights system, OHCHR holds a unique and central
mandate to promote and protect human rights. Reviews and evaluations show OHCHR’s
ability to adapt and delivery results despite challenges. They highlight OHCHR’s normative
authority and strengths in partnerships, stakeholder engagement, and broad convening
power. There is a clear convergence between OHCHR’s mandate and Danish priorities
and a continued partnership with OHCHR presents a key opportunity to leverage its
strengths for the realisation of shared human rights ambitions and priorities.
4. Priority Areas and Results to be Achieved
The priority areas and results outlined below reflect Denmark’s Strategy for Development
Cooperation and Foreign and Security Policy Strategy and align with OHCHR’s own OMP
and monitoring framework. They reflect the current context, but also a continuation of the
previous Danish Organisation Strategy and the long-standing areas of priority in
Denmark’s foreign policy. Denmark’s longstanding, specific focus on the prevention of
torture, promoting the rights of Indigenous Peoples, advancing women’s rights and gender
equality, incl. sexual and reproductive health and rights (SRHR), and protecting freedom
of religion or belief is embedded in some of the chosen priorities, but also constitute a
cross-cutting focus in Danish engagement with OHCHR.
Priority 1: Strengthening Civic Participation and State Accountability
Repression of civil society and human rights defenders is intensifying globally, with rising
marginalisation, hate speech, and disinformation eroding public trust and participation.
Erosion of civic space and limiting participation of civil society is often mirrored in a similar
decline in government responsiveness, accountability, and respect for rule of law, which
are the foundations of effective human rights protection and prevention. Under its current
management plan, OHCHR will work towards
enhancing participation, protecting
civic space, and safeguarding human rights defenders
as well as
strengthening
governance, the rule of law, and accountability for human rights violations and
abuses.
Across the priorities OHCHR efforts include strengthening legal and regulatory
frameworks globally and nationally, monitoring implementation, empowering individuals
and groups to engage in public consultation and dialogue, as well as outreach to and
engagement with civil society. OHCHR will also work to embed participation and
accountability as priorities across system-wide UN policies, programmes, and advocacy.
Civil society, public participation, and inclusive, responsive, and accountable governance
are also Danish key priorities. In Denmark’s Strategy for Development Cooperation SDG
16, emphasising accountable and inclusive institutions, is a key priority, also recognising
public participation and state accountability as a precondition for more peaceful, safe,
resilient, and sustainable societies (How
to Note: Human Rights and Democratisation).
Civil
society is a key partner across all Danish development priorities. A strong civil society can
hold those in power to account, disseminate information, facilitate engagement, and is a
prerequisite for accountability and democratic governance. Civil society, protection of civic
8
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0013.png
space, and assistance to human rights defenders at risk are thus key Danish priorities (How
to Note: Danish Support for Civil Society).
Denmark will reflect these priorities in its dialogue
with OHCHR, with monitoring focused on the following results
10
:
States and other relevant actors ensure that people and groups in all their diversity are
increasingly empowered to exercise their rights to access information and to participate in public
affairs without discrimination, online and offline.
Laws, policies and practices on governance, in the administration of justice, and in law enforcement,
address and prevent human rights violations and abuses, including in civic space and in the context
of emerging digital technologies and corruption.
Priority 2: Enhancing equality and countering discrimination
Ensuring equality and countering discrimination are core principles of international human
rights law and fundamental to the SDGs and the pledge to leave no one behind. However,
rising inequalities disproportionately affect groups already marginalised on the basis of
gender, sexual orientation and gender identity, race, religion, age etc. Gender-based
discrimination is increasing and remains one of the most prevalent forms of discrimination
across the globe. Under the current management plan, OHCHR will work to
enhance
equality, counter discrimination,
and support efforts to reduce socio-economic
inequalities. Priorities include assisting states in countering discrimination and enacting
non-discriminatory laws, policies, and programmes, with emphasis on race, gender,
minorities, persons with disabilities, Indigenous Peoples, migrants and people on the move.
In support of the United Nations System-Wide Gender Equality Acceleration Plan
emphasis will be placed ensuring that states prioritise gender equality and combat gender-
based discrimination.
This is well aligned with Denmark’s international engagement, which prioritises the rights,
equality, and protection of Indigenous Peoples, sexual and religious minorities, and women
and girls in all their diversity, with a particular emphasis on addressing sexual and gender-
based violence (SGBV) and promoting access to SRHR. These priorities will be reflected
Denmark’s engagement with OHCHR, with progress monitored against the following
results:
States adopt laws, policies, programmes and practices that combat all forms of discrimination and
address inequalities, including their intersectional dimensions, informed by disaggregated data.
States advance gender equality and combat gender-based discrimination and stereotypes against
all women and girls.
Priority 3: Mainstreaming human rights in development, peace, and security
In 2024, only 17% of SDGs are on track, with progress threatened by the impact of climate
change, geopolitical tensions, and escalating conflicts. This context is a stark reminder that
sustainable development cannot be realized without peace and security, peace and security
will be at risk without sustainable development, and neither can be achieved without human
The selected results under each area of priority 1-4 derive from OHCHR’s own framework and indicators. Their
numbering and operationalisation can be found in Annex 1.
10
9
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
rights. Under its management plan OHCHR will work to advance
sustainable
development, and address fragility, insecurity, conflict and violence, through
human rights
integration. OHCHR has a key role in supporting UN agencies in the
application of a rights-based approach and will continue to build UN capacity to support
states to integrate human rights within the sustainable development agenda and within
responses to threats to development, peace, and security arising from the climate crisis.
OHCHR will also work to mainstream human rights in peace and security agendas and
take a leading role in the implementation of the UN Agenda for Protection. They will work
to strengthen contribution of human rights monitoring to early warning and prevention
response and provide a human rights perspective to UN’s expertise and capacities in the
fields of prevention, mediation, peacebuilding, transitional justice and accountability.
For Denmark, human rights are the foundation of development, peace, and security. They
are integral to the sustainable development agenda, and the bedrock for the pledge to leave
no one behind and addressing the impact on those most affected including women, youth,
migrants, and persons living in vulnerable and fragile situations, including as a result of
climate change. Human rights protection is a cornerstone in Denmark’s Foreign and
Security Policy, and human rights violations are recognised as both a cause and
consequence of conflict. Denmark has been a front runner on the implementation of
Security Council Resolution 1325 and the Women Peace and Security (WPS) Framework,
and prioritises protection of women as well as their full, equal and meaningful participation
in the work with peace and security. This also constitutes a key thematic priority in
Denmark’s membership in the UN Security Council 2025-2026. Aligned with Security
Council Resolution 2250, Denmark also emphasises the importance of and youth in
conflict prevention and peace-building activities (How
to Notes: Peace Building and Stabilisation,
Securing Coherence between Humanitarian Aid, Development Cooperation, and Peacebuilding).
OHCHR, through is strategic coordination role, partnerships with other UN agencies, and
its continued field presence, represents a central partner for Denmark’s agendas on
strengthened focus on the critical links between climate, development, peace and security,
WPS, and mainstreaming of human rights. This will be reflected in Denmark’s engagement
with OHCHR, with progress monitored against the following results:
States benefit from increased United Nations support to integrate human rights […] when they
implement the 2030 Agenda and SDGs; support covers analysis, programmes and advocacy,
and includes economic and environmental policy, building on UN Human Rights’ coordination
mandate.
In line with its Agenda for Protection, the UN encourages and supports States and other actors
responsible for protecting people in situations of conflict, violence and crisis
Priority 4: Digital technologies serve humanity and advance human rights
Digital technology is transforming societies and impacting all aspects of life, presenting
both opportunities and challenges for human rights. Technological advancements outpace
efforts to regulate and govern and the multinational corporations behind the technological
revolution are becoming increasingly powerful.
Ensuring digital technologies and data
10
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0015.png
are at the service of humanity and advance
human rights is one of six
strategic
directions
in the OHCHR management plan. OHCHR will work with governments and
companies to integrate human rights into digital technology design and usage and support
the regulation of emerging technologies ensuring alignment with human rights, including
through the existing work and cooperation with companies under the B-tech project. The
Global Digital Compact, adopted in 2024, presents new opportunities and areas of
engagement for OHCHR.
For Denmark, digital technology also constitutes a cross-cutting priority in foreign,
security, and development policies. Through its TechPlomacy initiative, Denmark engages
the tech industry as a geopolitical actor and has a significant focus on the role as well as
the responsibility of large tech companies. The Danish-led Digital Democracy Initiative,
which stems from Denmark’s Tech for Democracy multi-stakeholder initiative, have a
particular focus on challenges and opportunities of digital technology for democratic
participation, civic space and human rights defenders. Finally, at the UN, Denmark is part
of the core group behind the HRC resolution on “New and Emerging Digital Technologies
and Human Rights”, focused on a holistic response to human rights opportunities,
challenges and gaps arising from rapid innovation. These priorities will be reflected in
Denmark’s engagement with OHCHR, with monitoring focused on the following results:
Legal, regulatory, institutional and policy frameworks protect and expand
civic space
offline
and
online
.
States and the UN system respond to threats arising from [...]
new technologies
[...] in a
manner that is
consistent with international human rights law
.
Priority 5: Action for organisational effectiveness
As reflected above, OHCHR faces
ongoing challenges with its organizational
architecture and prioritisation in complex,
resource-limited environments. With
growing and increasingly complex
demands on its mandate, often beyond its
control, these challenges are likely to
intensify. Denmark will maintain a focus
on organisational effectiveness as a key
priority. OHCHR’s own management plan
includes eight priorities to enhance
organisational effectiveness, programme
delivery, and operational impact. Each
priority is accompanied by an Organisational Effectiveness Action Plans (OEAPs).
Reflecting their relevance for the priority results areas of this strategy, Denmark will focus
on progress in two OEAPs: i) strengthening the field and ii) innovation to increase impact.
As part
of strengthening the field,
OHCHR aims to reinforce the capacity of regional
offices to provide strategic, programmatic and administrative services, and streamline
workflows between headquarters and the field. This will improve the overall efficiency of
the work of the OHCHR and ultimately strengthen technical assistance and achievement
11
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
of results in the field. Under
innovation to increase impact
OHCHR will promote the
use of data and digital tools to drive stronger results for human rights. Denmark will pay
special attention to the use of digital technologies for enhanced data collection, analysis,
and information management, but also the use of digital tools to support participation and
accessibility to UN human rights processes.
Denmark will furthermore monitor on OHCHR’s ability to
mobilise funds
and address
the widening gap between extra-budgetary needs and allocated funding. Together with the
EU, Denmark will continue to advocate for increased regular budget funding for the work
of the OHCHR within the 5th Committee.
Denmark and Norway are institutional lead for the planned
2025 MOPAN.
Engaging in
the MOPAN assessment is a priority for Denmark, with a particular focus on assessing
OHCHR’s ability to prioritise and manage financial risks such as the constrained regular
budget, high reliance on voluntary contributions, and low fundraising capacity of OHCHR,
as well as to see that OHCHR follows up on the coming MOPAN recommendations.
These priorities will be reflected in Denmark’s engagement with OHCHR, with monitoring
focused on the following results:
Progress on Organisational Effectiveness Action Plans related to i) strengthening the field and ii)
innovation for impact.
Addressing recommendations in the coming MOPAN assessment related to funding and
prioritisation of resources.
5. Danish approach to engagement with the organisation
Denmark will hold OHCHR accountable, monitor progress towards achieving results
relevant to Danish priorities, and engage in ongoing dialogue on the challenges and
opportunities confronting OHCHR. Consistent with Danish multilateral guidelines,
monitoring and reporting will be based on OHCHR’ own monitoring and reporting
framework and cycle, with a focus on selected targets mentioned in previous sections and
indicators outlined in Annex 1. OHCHR will furthermore provide Denmark with an
overview of progress on the targets in question.
Denmark will continue to engage actively with OHCHR as part of the semi-formalised
group of top likeminded donors to the OHCHR. The group holds joint, annual high-level
consultations with the UN High Commissioner for Human Rights and also meets regularly
with OHCHR at a technical level to follow up on shared priorities, cooperation, and
challenges related to finance and funding. In addition, Denmark has annual bilateral
consultations with OHCHR management and ongoing dialogue at technical level.
Furthermore, results, contextual developments in challenges, opportunities and risks,
lessons learnt and recommendations from evaluations, including MOPAN, will be reflected
in
annual stock-taking reports,
and discussed at
annual high-level consultations
and
as part of the ongoing dialogue at a technical level.
Denmark will support
promotion of selected priorities
and consolidation of OHCHR
mandate to pursue them through leverage of our broader political engagement within the
12
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0017.png
UN system, including in the General Assembly and the HRC, as well as in dialogues with
individual UN agencies receiving Danish multilateral assistance.
Denmark will also explore
synergies between its multilateral and bilateral cooperation
by supporting OHCHR’s engagement in Danish priority countries, with particular focus
on integrating human rights in UNSDFs and supporting follow-up on human rights
mechanisms, including the Universal Periodic Review.
At both multilateral and country levels, Denmark will promote close
coordination
with
the European Union, like-minded countries, and established civil society partnerships to
jointly influence resolutions, policies, and agenda-setting processes relevant to shared
priorities. Denmark will also coordinate with other donors in its ongoing monitoring
efforts and in support of OHCHR’s fundraising. Denmark will explore opportunities to
mobilise additional earmarked resources through OHCHR contributions to other
programmes and projects, or through secondment of experts or JPOs.
Each year specific priorities for engagement on priorities and interaction with OHCHR
will be established in an
Annual Action Plan,
developed in consultation with the
Contact
Group
and other relevant MFA Units.
11
6. Budget
Denmark’s voluntary contribution in 2024 was DKK 84 million (USD 12.2 million), which
is significantly larger than Denmark’s contributions in previous years. This is due to an
extraordinary contribution of DKK 16.5 million in 2024 for the OHCHR’s organisational
effectiveness initiative, dedicated to strengthening OHCHR’s presence in the field.
Approximately 32% of Denmark’s contribution in 2024 was unearmarked. Most other
funds were soft earmarked to the United Nations Voluntary Fund for Victims of Torture,
the OPCAT Special Fund, and the Voluntary Fund for Technical Cooperation, where
Denmark was the largest donor. Denmark also provided earmarked support for human
rights protection in stabilisation and peace operations, and other selected initiatives
12
.
Denmark’s voluntary contributions have remained consistent since 2018, while its ranking
as a contributor has fallen from sixth to tenth in 2023 due to increased donations from
other countries. As at 31 October 2024, Denmark’s ranking is number seven.
13
Denmark
has also consistently supported the deployment of JPOs to OHCHR. In 2023, three of 44
JPOs were supported by Denmark.
In the current Organisation Strategy 2025-2030, Denmark’s total annual
voluntary
contribution
14
to OHCHR is projected to be DKK 60 million per year amounting to a total
budget of DKK 360 million over the period. The funding is subject to annual parliamentary
approval and will be disbursed on an annual basis. The funding softly earmarked for the
Voluntary Fund for Technical Cooperation (VFTC) as well as for the OHCHR Peace
11 For Annual Action Wheel, see Annex 8
12 An overview can be found in Annex 12
13
For funding trends 2014-2022 and Danish contributions 2019-2024 see Annex 9, 10, and 12
14 The annual voluntary contribution equals the planned commitment amount
13
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0018.png
Mission Support Section (PMSS) reflect Denmark’s continued focus on strengthening
OHCHR presence in the field and focus on delivering results on the ground as well as the
ability to support mainstreaming of human rights within UNCTs and human rights
components of peace missions. The funding softly earmarked for the UN Voluntary Fund
for Victims of Torture (UNVFVT) reflects the long-standing Danish commitment to the
fight against torture and an expectation that it is a continued priority across the priorities
reflected in this strategy. Financial management of both funds follows OHCHR’s general
rules and regulations, and annual financial and narrative reporting is part of annual reports.
Indicative budget for Denmark’s voluntary contribution to OHCHR
15
2025
2026
27
26
2
5
2027
27
26
2
5
2028
27
26
2
5
2029
27
26
2
5
2030
27
26
2
5
Total
Finance act account: 06.32.08.35
Unearmarked
Voluntary
Fund
for
Technical Cooperation
United Nations Voluntary
Fund for Victims of Torture
Peace Missions
Section
Total
Support
27
26
2
5
Finance act account: 06.32.08.60
60
60
60
60
60
60
360
Budget in DKK million. The budget is subject to annual parliamentary approval.
7. Planning, Monitoring and Risk Management
PLANNING AND MONITORING:
OHCHR carries out continuous monitoring and
targeted evaluations to ensure that evidence and lessons are captured and feed strategic
decision-making in a timely manner. Monitoring not only enables OHCHR to track
progress towards identified results but validates its theory of change at the design stage and
allows it to adapt and adjust in response to changing circumstances. Mid-term and annual
reviews of the implementation of annual work plans contribute to the monitoring
framework of the OMP and help managers to determine the continued relevance of overall
targets. Environmental, programmatic and institutional risks are also reviewed in the
middle and at the end of the year and mitigation measures are taken to reduce threats to
successful implementation of the programme. The regular monitoring required for
effective implementation of the OMP is supported by a Performance Monitoring System,
a database in which OHCHR’s more than one hundred organizational units and field
presences record strategic programming documents, annual work and cost plans, and
report on programme implementation.
15 For the years 2026-2028, the numbers included are the expected Danish contributions as indicated in the Danish
Finance Act 2025, §06.32.08
14
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0019.png
RISKS:
The OHCHR Risk Register
16
was developed in 2020 as part of an overall risk
management initiative of the UN Secretariat. In line with mandated requirements, the
organisation wide Risk Register is reviewed and updated annually. The Risk Register
categorises risks according to their risk levels (very
high, high, medium and low).
This includes
an assessment of their impact and likelihood, as well as existing internal controls. For all
identified risks, the Risk Register further details risk mitigation responses to be taken by
the organisation. Risk treatment and response plans are prepared for high and very high
level risks, and the implementation status of these actions is reported on annually. Major
(significant/likely) risks with high residual risks include:
Financial risks:
Three major risks are identified relating to i) Budget Allocation, ii) Extra-
Budgetary Funding, and iii) Financial Contributions. These reflect the constrained regular
budget, the politicised budget approvals and high reliance on voluntary contributions,
earmarking restrictions, and low fundraising capacity of OHCHR. Mitigation measures
include strengthened engagement with member states to secure more predictable and
sustainable funding, strengthening awareness of OHCHR’s critical role, fundraising
diversification, and more strategic allocation of unearmarked funding. OHCHR expects a
constraint of resources to affect its ability to deliver on its mandate.
Political Climate:
Key drivers for this risk include geopolitical conflicts, push-back on
human rights, resistance to recommendations, lack of coordinated engagement threating
both effective international coordination and ability of UN General Assembly and
intergovernmental committees to effectively respond to needs of the UN secretariat, but
also challenging national implementation. Mitigation measures include building stronger
cross regional alliances, stronger membership engagement and dialogue, and more strategic
messaging. OHCHR expects challenges from global and regional shifts and divisions
impacting on its ability to effectively pursue its mandate and priorities.
Public Perception, Support and Reputation:
The reputation of OHCHR is vulnerable
to misinformation and negative narratives that can undermine its credibility and public
support. Rise of disinformation though digital technology, limited resources, and crisis
communication capacity leave the organisation at risk of reputational damage, especially in
politically sensitive situations. Mitigation measures include strengthening strategic
communication and media engagement, strengthening collaboration with civil society to
reinforce credibility and counter negative narratives, and strengthen rapid response
controls for crisis communication. A persistent risk remains in OHCHR’s capacity to fully
control its public image amid complex political dynamics.
ICT Infrastructure & Systems, and Cybersecurity:
With an increased reliance on digital
platforms, evolving cyber threats and limited investment in ICT and security infrastructure,
OHCHR faces cybersecurity vulnerabilities, including potential data breaches that could
compromise sensitive information on human rights cases and individuals. Mitigation
measures include strengthening digital resilience of its system, undertaking cybersecurity
See Annex 11 for a snapshot of risks in the Risk Register 2023, as the updated 2024 Risk Register is currently
being finalised.
16
15
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
audits and training, and strengthening incident response protocols. Despite mitigation
efforts cyber security threats continue to evolve and a persistent area of risk for the
organisation.
_________________
16
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0021.png
ANNEX 1: RESULTS MATRIX
The matrix below shows the chosen Danish priority results (cf. chapter 4) and the related results, indicators and targets from the OHCHR
Management Plan and associated results framework.
Priority 1: Strengthening civic participation and state accountability
Result
P2:
States and other relevant actors ensure that people and groups in all their
diversity are increasingly empowered to exercise their rights to access
information and to participate in public affairs without discrimination, online
and offline.
A1:
Laws, policies and practices on governance, in the administration of justice,
and in law enforcement, address and prevent human rights violations and
abuses, including in civic space and in the context of emerging digital
technologies and corruption.
Indicator
Number of countries of engagement demonstrating
significant improvement in the level of meaningful
participation in selected public processes.
Number of countries where the level of compliance of
legislation/policy with human rights standards has
significantly improved
Target
57
34
Priority 2: Enhancing equality and countering discrimination
Result
ND1: States adopt laws, policies, programmes and practices that combat all
forms of discrimination and address inequalities, including their intersectional
dimensions, informed by disaggregated data.
ND3: States advance gender equality and combat gender-based discrimination
and stereotypes against all women and girls.
Result
D1:
States benefit from increased United Nations support to integrate human
rights, including the right to development, when they implement the 2030
Agenda and SDGs; support covers analysis, programmes and advocacy, and
includes economic and environmental policy, building on OHCHR’s
coordination mandate.
Indicator
Number of countries where the level of compliance of
legislation/policy with human rights standards has
significantly improved in this area
Number of countries where advances in this area take
place
Indicator
Number of UNCTs that have significantly integrated
international human rights norms, standards and
principles, and/or the recommendations of the human
rights mechanisms, in their work
Target
12
5
Priority 3: Mainstreaming human rights in development, peace, and security
Target
60
Number of countries in which the OHCHR initiatives
PS1:
In line with its Agenda for Protection, the UN encourages and supports
have helped to protect people from human rights
States and other actors responsible for protecting people in situations of
violations
conflict, violence and crisis
25
17
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0022.png
Number of countries in which the international
community has engaged objectively and constructively
on human rights issues raised by OHCHR.
20
Priority 4: Digital technologies serve humanity and advance human rights
Indicator
Number of countries of engagement demonstrating
P1:
Legal, regulatory, institutional and policy frameworks protect and expand
significant improvement in the level of meaningful
civic space
offline and
online.
participation in selected public processes.
PS5:
States and the UN system respond to threats arising from the climate crisis, Number of areas where human rights mechanisms have
pandemics,
new technologies
and innovations in warfare in a manner that is helped to strengthen international or regional human
consistent with international human rights law.
rights law or standards related to new technologies.
Result
Target
57
16
Priority 5: Action for organisational effectiveness
Result
Indicator
Percentage of results under OEAP strengthening the
field where OHCHR good progress or partly/fully
achieved
Percentage of results under OEAP innovation for
impact where OHCHR good progress or partly/fully
achieved
Target
KPI1:
Progress on Organisational Effectiveness Action Plans related to i)
strengthening the field and ii) innovation for impact.
80%
Percentage of recommendations related to funding and
KPI2:
Addressing recommendations in the coming MOPAN assessment related
prioritisation of resources that are constructively
to funding and prioritisation of resources.
addressed by the OHCHR.
80%
18
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0023.png
ANNEX 2: OHCHR MANDATE
19
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0024.png
ANNEX 3: HUMAN RIGHTS MECHANISMS
20
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0025.png
ANNEX 4: OHCHR OMP PRIORITIES AND TOC
21
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0026.png
22
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0027.png
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0028.png
24
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0029.png
ANNEX 5: ORGANOGRAM AND FIELD PRESENCE
25
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0030.png
26
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0031.png
27
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
OHCHR ORGANISATION AND FIELD PRESENCES
Geneva headquarters:
The headquarters of OHCHR is located in Geneva. It consists of
three substantive divisions and the Executive Direction and Management, which handles
management, planning, coordination and outreach functions.
The Thematic Engagement, Special Procedures and Right to Development
Division (TESPRDD) develops policy and provides guidance, tools, advice, and
capacity-strengthening support on thematic human rights issues, including for
human rights mainstreaming purposes. It also provides support to the HRC's
special procedures.
The HRC and Treaty Mechanisms Division (CTMD) provides substantive and
technical support to the HRC, the Council's Universal Periodic Review (UPR)
mechanism, and the human rights treaty bodies.
The Field Operations and Technical Cooperation Division (FOTCD) is responsible
for overseeing and implementing the OHCHR's work in the field.
Dedicated services and sections, which report directly to the Deputy High Commissioner,
handle core management, planning, coordination and outreach functions.
New York office:
The OHCHR New York Office works for the effective integration of
human rights norms and standards in the decision-making and operational activities of
inter-governmental and inter-agency bodies based at the United Nations headquarters in
New York. OHCHR-NY is headed by the Assistant Secretary-General, who assists the
High Commissioner in advancing the human rights agenda among policy-making bodies,
permanent missions of Member States, United Nations departments and agencies, non-
governmental organizations, professional groups and the media.
Country and stand-alone offices:
In establishing country offices and stand-alone offices,
OHCHR negotiates with the host Government a full mandate that includes human rights
protection and promotion. OHCHR’s 18 country or stand-alone offices includes 16
country offices in Burkina Faso, Cambodia, Chad, Colombia, Guatemala, Guinea,
Honduras, Liberia, Mauritania, the State of Palestine, The Syrian Arab Republic (based in
Beirut), Sudan, Tunesia, and Yemen, Democratic People’s Republic of Korea (based in
Seoul), and the Human Rights Monitoring Mission in Ukraine. A mandate typically includes
human rights monitoring and analysis, protection, interaction with and the provision of
technical assistance to the host Government, national authorities, civil society, victims and
other relevant counterparts through targeted technical cooperation activities, capacity-
building and public reporting.
Human rights components in UN peace missions:
The OHCHR is the lead United
Nations entity for the protection and promotion of human rights, but all UN actors have
a role to play in protecting and promoting human rights in their operations. In this respect,
OHCHR seeks to integrate human rights in all components of UN peace missions. In 2024,
OHCHR supported nearly 900 international and national human rights officers and
support staff in 9 Human Rights Components of UN peace missions
28
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
in Afghanistan, Central African Republic, the Democratic
Congo, Haiti, Iraq, Kosovo, Libya, Somalia, and South Sudan.
Republic
of
the
Regional offices and centres:
Regional offices cover multiple countries and are
instrumental in integrating human rights into the broader development, peacebuilding and
humanitarian programming of the United Nations and Member States. OHCHR maintains
12 regional presences, which includes 10 regional offices, one Sub-Regional Centre for
Human Rights and Democracy in Central Africa (Yaoundé) and one Training and
Documentation Centre for South-West Asia and the Arab Region (Doha). The regional
offices are based in East Africa (Addis Ababa), Southern Africa (Pretoria), West Africa
(Dakar) South-East Asia (Bangkok), the Pacific (Suva), the Middle East and North Africa
(Beirut), Central Asia (Bishkek), Europe (Brussels), Central America (Panama
City) and South America (Santiago de Chile).
Human Rights Advisers:
Human Rights Advisers are deployed to the field to support
UNCTs at the request of UN Resident Coordinators. They are essential catalysts of human
rights mainstreaming. They follow up and analyse the human rights situation in the country
in which they serve and advise the UN Resident Coordinator and the UNCT as a whole
on strategies to build or strengthen nations' capacities and institutions in promoting and
protecting human rights. They also engage with national actors (Governments and civil
society) on how to best promote and implement human rights standards. As of the end of
2024, OHCHR had deployed Human Rights Advisers and/or undertaken human rights
mainstreaming projects in 43 countries: Argentina, Bangladesh, Barbados, Belize, Bosnia
Herzegovina, Brazil, Burundi, Republic of Congo, Ecuador, Eswatini, Gambia,
Georgia/South Caucasus, Guinea Bissau, Guyana, Jordan, Kazakhstan, Kenya, Lesotho,
Madagascar, Malawi, Maldives, Moldova, Mongolia, Montenegro, Myanmar, Nepal,
Nigeria, the Republic of North Macedonia, Papua New Guinea, Paraguay, Philippines,
Rwanda, Samoa, Serbia, Sierra Leone, Sri Lanka, Tajikistan, Tanzania, Timor-Leste,
Trinidad and Tobago, Zambia, and Zimbabwe.
Rapid response to emerging human rights crises:
A Rapid Response Unit supports
the work of OHCHR by swiftly deploying personnel to the field. The Unit manages an
internal roster of staff who can be rapidly deployed in human rights and humanitarian
emergencies and can provide surge capacity to OHCHR field offices. At the request of
Member States, OHCHR often conducts or supports fact-finding missions and
commissions of inquiry that investigate serious allegations of human rights violations and
abuses. The Rapid Response Unit has, in recent times, conducted or coordinated the
establishment of Fact-Finding Missions or Commissions of Inquiry mandated by the HRC
on the Occupied Palestinian Territories, Democratic Republic of the Congo (DRC) on the
events in the Kasai regions, South Sudan, Burundi and Myanmar; as well as the
Commission of Inquiry on Mali mandated by the Secretary-General.
29
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0034.png
ANNEX 6: MOPAN SNAPSHOT
30
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0035.png
31
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0036.png
ANNEX 7: PERFORMANCE AND BUDGET 2023 SNAPSHOT
32
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0037.png
33
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0038.png
34
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0039.png
ANNEX 8: ANNUAL ACTION WHEEL
Quarter 1
OHCHR
Annual HRC High Level
session (end February - early
April)
17
GVAMIS
Commitment of annual
contribution
Annual high-level consultation
between OHCHR and Denmark
(GVA/capital)
Participation in annual high-level
consultation between OHCHR and
top likeminded donors
Disbursement of annual
contribution
If possible, participation in donor
trips for OHCHR top likeminded
donors (bi-annually)
Quarter 2
Annual HRC June session
(mid June – mid July)
Briefing for Member States
on the OHCHR Program
Plan
Presentation of Annual
Results Report for the
previous year
Annual HRC September
session (early September –
mid October)
Quarter 3
Preparation of Annual Stock
Taking Report for the previous year
based on latest OHCHR
information
Preparation of draft Annual Action
plan for the following year
Participation in high level dinner
between OHCHR and top
likeminded donors
Quarter 4
Launch of the Annual Appeal
for the following year
At each HRC-session, 30-40 resolution are adopted. Most of these have budgetary implications for the OHCHR and
therefore add to the organisations budgetary needs.
17
35
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0040.png
ANNEX 9: PERFORMANCE AND BUDGET 2022 SNAPSHOT
36
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0041.png
37
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0042.png
38
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0043.png
ANNEX 10: FUNDING TRENDS 2014-2022
39
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0044.png
ANNEX 11: OHCHR RISK REGISTER
Last updated March 2023. Risks are identified with a four-year horizon
40
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0045.png
ANNEX 12: DENMARK’S VOLUNTARY CONTRIBUTIONS TO OHCHR 2019-2024
Earmarking
Unearmarked
Voluntary Fund for Victims of Torture
OPCAT Special Fund
Voluntary Trust Fund for participation of
LDCs/SIDS in the work of the HRC
Voluntary Fund for Technical Cooperation
Ethiopia
Joint investigation in Tigray
Somalia
HR protection in stabilization and peace
operations
Early warning in the Pacific
Technology and human rights
Building the capacities of border officials,
with a special focus on the MENA region
Addressing the human rights, migration and
climate change nexus in Sahel 2020-2021
Indigenous Fellowship Programme 2020-2021
Action for organisational effectiveness
Total in US$
2019
4.116.481
762.311
0
0
4.209.893
0
0
294.507
686.080
0
123.797
1.529.988
0
0
0
11.723.058
2020
3.972.341
735.619
200.610
0
5.724.343
0
0
147.254
686.080
0
0
0
1.472.537
160.488
0
13.099.272
2021
4.335.956
802.955
200.610
0
4.496.547
0
320.821
0
0
0
0
0
0
160.488
0
10.317.378
2022
3.789.474
701.754
143.287
1.601
0
0
0
0
696.208
114.034
0
0
0
0
0
5.446.358
2023
3.888.249
288.018
143.287
6.402
3.744.240
368.406
0
0
716.435
232.070
0
0
0
0
427.655
9.814.762
2024*
3.939.306
741.778
0
0
4.093.390
368.406
0
0
716.435
0
0
0
0
0
2.352.103
12.211.417
Total in DKK
* As of 31 October 2024.
77.323.585
87.750.000
64.250.000
39.816.383
68.183.617
79.000.000
41
 URU, Alm.del - 2024-25 - Bilag 182: Orientering om nye danske organisationsstrategier for ICRC, WHO, UNAIDS og OHCHR, fra udenrigsministeren
3006392_0046.png
42