MFA Organisation Strategy for the Danish Institute for Human Rights (DIHR)

Transcription

1 MFA Organisation Strategy for the Danish Institute for Human Rights (DIHR) Draft 6 October 2014

2 1. Introduction Respect for human rights is fundamental to the lives, integrity and dignity of all human beings. Violations of human rights often lay the ground for instability and political extremism. Protection and promotion of human rights therefore constitute a key element in Danish foreign and development policy. It is a sound investment in a better and more secure future for all of us. Emerging economies and new international alliances increasingly challenge established international norms and systems. It is becoming increasingly difficult for the EU and likeminded countries to promote a progressive human rights agenda within the UN, and there are clear risks of set-backs within the international normative human rights framework. It is becoming more and more necessary to safeguard and promote human rights at the international and national arena through various instruments. The Ministry of Foreign Affairs (MFA) has a strategic interest in a close partnership with the Danish Institute for Human Rights (DIHR). 1 In its capacity as Denmark s independent National Human Rights Institution (NHRI), DIHR is a legitimate human rights actor with expertise to influence the human rights agenda, norms and policies at the international, regional and national level. DIHR s long engagement in this area is an important contribution to Denmark s overall fight against poverty through promotion of human rights and economic growth. 2. Objective This Strategy provides the basis for the MFA s contribution to DIHR in respect of its international engagement and is the central platform for the MFA s dialogue and partnership with DIHR. It sets up MFA priorities for DIHR s performance within the overall framework established by DIHR s own international strategy. In addition, it outlines specific goals and results vis a vis DIHR that MFA will pursue in its cooperation with the institution. On the basis of the Strategy, a new Framework Institution Agreement with DIHR will be prepared. It will be financed through a core grant with direct authorization on the Finance Bill to support implementation of DIHR s international strategy ( ). In 2015, the core grant will amount to 29.2 million DKK. It is expected that the Strategy will enable a more efficient administration of activities financed by the MFA and reduce the number of project grants to ad-hoc tasks, strategic initiatives and seminars. From 2015, MFA and DIHR will convene annual policy meetings, and DIHR will elaborate a consolidated annual report reflecting its new international strategy, regardless of the funding source, replacing the current production of separate annual reports to different donors. DIHR s overall strategy, policies and priorities for its international work are set out in three key documents: DIHR s international strategy for ; DIHR s draft International Results Framework for (annex 1) and DIHR s preliminary rolling budget for (section 8). DIHR sub-strategies already exist within the areas of research, 1 The importance of a strong Danish NHRI is also reflected in the Government s Platform, A Denmark that Stands Together (2011). 2 The Danish Institute for Human Rights. International Strategy

3 communication and equal treatment and will be developed within each key priority area of the international strategy. 3. The organisation DIHR was established in 1987 as an independent and self-governing body within the public sector. Its mandate is to promote and protect human rights nationally and internationally in accordance with the UN Paris Principles. 3 The UN Paris Principles prescribe that NHRIs shall ensure effective implementation of international human rights standards and work to ensure that national legislation, regulation and practices conform to the fundamental principles of human rights. The Board is the supreme body of the DIHR and appoints its Director. Members of the Board are appointed by Danish universities, the Danish Council for Human Rights, the Human Rights Council of Greenland, and DIHR s employees. The Danish Council for Human Rights advises DIHR on the implementation of activities. The Council consists of representatives from councils, political parties, Danish and international NGOs and Danish authorities and ministries. Day-to-day management rests with the Director who is seconded by two Deputy Directors, one for the national and international department, respectively. In addition, DIHR has a department for communication and a management secretariat covering HR, finance & administration. As the only NHRI with a significant international mandate, DIHRs has for more than 15 years played a role in the various international human rights systems and in the developments of other NHRIs. In 2014, the international department comprised 35% of the DIHR s full time staff equivalents of 123, Financial situation DIHR s projected total income in 2014, covering national and international activities, is 134 million DKK, an increase from 120 million DKK in DIHR s activities as a national human rights institution and equality body are financed by regular public funding through the Finance Act, whereas the budget for international activities is financed by development assistance through the Finance Act and other external sources. The main fixed cost for DIHR is staff costs, which amounted to 67 million DKK in DIHR s international activities accounted for approximately 92 million DKK or 68% of the total income in Compared to 2012 this is an increase from 68.6 million DKK or 57% of total income. The increased budget for international activities from is primarily the result of larger and more coherent programmes financed by the MFA in the MENA 3 DIHR is established as a NHRI by law (see Act No. 553 of 18 June 2012), which states that DIHR is an independent and selfgoverning body within the public sector. The act defines DIHR s national and international mandates as including monitoring and reporting of the human rights situation in Denmark; human rights analysis and research; advising the Government, public institutions and private actors on human rights; cooperation with civil society within human rights; provide library facilities on human rights; provide human rights education and training and assisting in the implementation of human rights nationally and internationally. 3

4 region, China, Afghanistan, Belarus and Africa. (See annex 2 for a detailed overview of current MFA grants. 4 DIHR total income in million DKK (*) NHRI-budget, incl. equal treatment mandates Consultancies/ commercial activities Research activities MFA international core grant (Cooperation Agreement ) International activities Total (*) Income budget forecast as of 29 September Lessons learned from previous engagements A MFA review of DIHR conducted in 2013 confirmed that DIHR is a valuable partner bringing sound technical advice to projects in the field. DIHR s country interventions were assessed as relevant, effective, sustainable and relatively efficient. DIHR had substantial research, methodological and operational human rights expertise in its thematic policy areas, such as rule of law and human rights and business, as well as in the area of participation, research and human rights education. The review concluded that these areas would have continued relevance in future agreements with the MFA. However, the review and subsequent discussions in the External Grant Committee in 2014 also stressed that DIHR had to clarify its role and added value as an NHRI; improve its strategic focus; improve its administrative capacity, and strengthen its approach to results based management. One particular weakness was the inability of DIHR to document the actual costs of achieving results internationally. Inspired by these recommendations, DIHR has formulated a new international strategy which was approved by its Board in September The following lessons learned identified by the MFA review has informed the DIHR s international strategy process: DIHR s capacity as an NHRI: The NHRI mandate provides legitimacy and independence that no other actor possesses. DIHR is able to enter into strategic short term partnerships as well as long-term engagements creating ownership and change within partners ranging from state actors and independent public institutions to regional/international actors. DIHR has also been able to play a bridging role between rights holders and duty bearers. 5 As one of the oldest and largest NHRIs, DIHR has played a key role in enhancing the capacity, role and recognition of NHRIs globally and supported the institutional and strategic capacity of large numbers of NHRIs. This has been accomplished on the basis of DIHR s own experience as an NHRI in Denmark. 4 See DIHR Annual Report 2013, Chapter 8. Financial Overview, p activities-funded-ministry-foreign-affairs 5 DIHR s reputation as an NHRI was decisive for the strategic partnership with the Asia Europe Foundation (ASEF) in relation with the 13th Informal ASEM seminar on Human Rights and the Environment in Copenhagen in October

5 DIHR s ability to influence international human rights actors, structures and norms. DIHR has a role to play in relation to the international human rights system and in enhancing the capacity, role and recognition of NHRIs globally through the International Coordinating Committee (ICC) of NHRIs. DIHR has influenced human rights norms related to the private sector and the right to participation, and contributed to international policy dialogues on e.g. the Universal Periodic Review (UPR), UN Treaty Bodies and Special Procedures. Whereas DIHR has been relatively successful bridged the gap between the international and national UPR experiences, further attention should be paid to policy linkages between DIHR s national experiences with the UN Committees and its international policy work. These relationships are covered more explicitly in the new international strategy. DIHR has a particular expertise within human rights mainstreaming in the area of business: DIHR is regarded as a global pioneer and leader in the area of human rights and business. DIHR has produced a number of tools for human rights due diligence that reach companies worldwide. It has contributed to mainstreaming of human rights into key international frameworks such as: the UN Guiding Principles on Business and Human Rights; the OECD Guidelines for Multinational Enterprises; the Global Reporting Initiative (GRI); the United Nations Global Compact; and the ISO Standard on corporate social responsibility. Since 2011, a DIHR member of staff has served on the UN Working Group on Human Rights and Transnational Corporations and Other Business Enterprises - a Special Procedures Mandate established by and reporting to the United Nations Human Rights Council. However, this strength at the international policy level has not been fully utilized in DIHR s activities in priority countries. In the new international strategy, it is stressed that DIHR s strategic collaboration on selected policy areas should be linked better to work with local state institutions. Monitoring of business compliances with human rights, including environment safeguards, has recently, and in large part due to DIHR s leadership in the area, become a focus area of many NHRIs and state institutions. 5. DIHR s theory of change and international strategy In an international context, DIHR s long-term objective is to promote and protect human rights by supporting effective national and international human rights systems in accordance with the Paris Principles. DIHR s international strategy covers the period It is based on a theory of change on how DIHR s mandate can be applied to generate sustainable and enduring human rights change anchored in public institutions and international systems (see Annex 3 for an overview of DIHR s theory of change). 6 The theory of change is grounded in the United Nations human rights-based approach (HRBA). DIHR s partners are formal duty-bearers sharing DIHR s goals. DIHR will seek to support and empower states to fulfil their obligations as duty-bearers. At the same time, DIHR will encourage states to involve citizens in the conduct of public affairs and to carry out public consultation and informed dialogue. The rationale behind the international strategy is based on the interrelatedness of the national and international levels of human rights protection. DIHR will work closely with the UN system, including the Office of the High Commissioner for Human Rights (OHCHR), human rights committees and other international actors to 6 The Danish Institute for Human Rights. International Strategy

6 ensure linkages between the international and national levels and to advocate for the integration of human rights into international and regional frameworks and standards on selected strategic themes. This will strengthen the national protection of human rights. DIHR will strive to ensure that key national actors increase their capacity to protect and promote human rights. This will be done through a partnership approach where DIHR in its capacity as the Danish NHRI, builds state actor capacity on organisational human rights expertise and knowledge. This improved capacity will enable a more effective and selfsustaining national human rights protection. To implement DIHR s theory of change, four strategic priorities have been identified: 1) human rights institutions, 2) global human rights issues, 3) human rights expertise as an instrument for change and 4) effectiveness. This organization strategy will focus on the three first priorities that are considered important parts of DIHR s international engagement. The remaining strategic priority is rather seen as a means to an end to achieving the others and will therefore not be considered further here. 5.1 Human rights institutions DIHR s support to and partnership with human rights institutions includes 4 types of actors: National Human Rights Institutions (NHRI). DIHR will support the establishment and strengthening of NHRIs to comply with the UN Paris Principles in their founding acts and in how they carry out their mandate. International Coordinating Committee (ICC) of NHRIs. DIHR will support the development of a strong ICC secretariat capable of mobilizing, coordinating and providing needed support to individual NHRIs in enhancing their capacity and in their engagement with the international system. State agencies with a cross cutting human rights mandate. DIHR will support the development of human rights policies and legislation as well as review of legislation and other rules to address inadequate protection of human rights and lack of human rights compliance in partnership with state agencies such as relevant ministries. Justice system actors. DIHR will target mainly two types of actors within the system of justice: police and primary justice providers such as legal aid networks, paralegals and local courts. DIHR will concentrate its work in a limited number of countries selected on the basis of six criteria: 1. DIHR s ability to apply its theory of change in the context and with local state actors. 2. The political will to engage in human rights reform. 3. The commitment and capability of local partners. 4. The country s relevance to regional dynamics. 5. The ability of DIHR to add value. 6. The cost of impact relative to other countries. 7. The availability of long-term resources. 6

7 Before the end of the 1 st quarter of 2015, DIHR will make an assessment of how the current portfolio in 20 countries matches the overall priorities in the new strategy. 7 DIHR has an ambition to deepen its engagement in fewer countries in the future. Engagement in DIHR priority countries will be guided by DIHR country strategies and the international strategy. DIHR s partnership with state institutions and focus on duty bearers is found to be relevant for Denmark s overall support to human rights and efforts to promote sustainable human rights improvements through a HRBA. Synergies with Danida governance and human rights programmes have already been achieved in several countries, in particular in Africa. The partnership with local NHRIs and ICC is expected to pave the way for synergies between national, regional and international support to human rights. 5.2 Global human rights issues DIHR will focus on the following global human rights issues for the duration of the strategy period Each one is chosen as it constitutes either an emerging agenda or a gap in the setting or interpretation of standards: Human rights and sustainable development. Globalization and unregulated economic growth implies increasing pressure on human rights. Hence, DIHR will contribute to the integration of human rights principles into the post-2015 development agenda and accountability framework. Human Rights and Business. DIHR will address and support the growing awareness that states must begin to integrate human rights into monitoring and regulation of business. Human rights and universality. In the current global context both the legitimacy and coherence of human rights are increasingly challenged. DIHR will assist in the promotion of a more nuanced and less confrontational international debate. These global human rights issues areas are found to be fully in line with and relevant for Danish human rights priorities and efforts to address human rights issues in the post-2015 agenda. 5.3 Human rights expertise as an instrument for change DIHR considers the third strategic priority a key driver for human rights change. DIHR s operational, policy- and research-based human rights expertise combines academic research and validated methodologies with practical experience of human rights implementation from DIHR s work in Denmark as an NHRI as well as its international work. DIHR will combine this human rights expertise with knowledge of the geographic contexts in which DIHR works. DIHR will focus on three types of expertise: 1. Legal expertise on human rights norms and standards. 2. Contextual expertise on stakeholders, priorities and institutions where DIHR works. 3. Methodological expertise on technical, organizational and political processes. 7 See DIHR Annual Report 2013 (Annex 7 Programme Countries). 7

8 The application of human rights expertise, knowledge and research in concrete national programmes is found to be a strength. Efforts will be made to focus even more on creating synergies with other Danida funded governance and human rights programmes Key opportunities and challenges This section entails an analysis of some of the key opportunities and challenges related to the implementation of the organisation strategy for the MFA s cooperation with DIHR. 6.1 Key opportunities A more structured cooperation between MFA and the DIHR, based on a common conceptual framework and annual policy meetings, will provide a basis for increased synergies between bilateral and multilateral human rights programmes and synergies between human rights priorities within Denmark s foreign policy and development cooperation. Both the External Grant Committee and the 2013 review stressed the need for a joint conceptual framework for the MFA s cooperation with DIHR and improved internal coordination within the MFA to prepare and manage the different programme activities. A new organisation strategy is expected to give guidance to and prioritise policy and programme initiatives. Progressively, DIHR s activities will be better linked with MFA policies, human rights priorities and governance programmes in Danida priority countries, contributing to the achievement of Danish foreign policy and development cooperation priorities. A new Framework Institution Agreement financed through a core grant with direct authorization on the Finance Bill will lead to more efficient use of resources in the MFA and in DIHR. Core funding to the implementation of DIHR s international strategy will allow DIHR more flexibility in budgeting and programme implementation. A core grant with direct authorization on the Finance Bill will provide greater predictability and reduce transaction costs related to the preparation, adjustment and presentation of annual programme activities. These gains will allow more time to focus on policy dialogue and programme implementation. A more focused international DIHR strategy will provide greater clarity and pave the way for contributions to improved human rights results internationally and nationally in developing countries. The review and the External Grant Committee stressed that DIHR should focus its international work on areas where it clearly adds value as an NHRI. The new international strategy will enable DIHR to focus its cooperation with state institutions in selected DIHR priority countries. From 2015, DIHR will no longer support the institutional capacity of civil society organisations but leave this to other actors. This strategic decision will enable DIHR focus on areas where it has a clear added value as an NHRI. 6.2 Key challenges and risks The challenges relate primarily to administrative issues that have to be addressed whereas the risks relate to the probability of not meeting the overall objectives in DIHR s international 8 See DIHR 2013 Annual Report 2013 for a description of synergies with other Danida and Danida-funded programmemes in e.g. Mali, Niger, Burkina Faso, Zimbabwe and Nepal. 8

9 strategy (programmatic risks) or risks to the MFA in terms of reputational damage (institutional risks). If challenges are not addressed they could turn into programmatic or institutional risks. The MFA s internal challenges to coordinate and prepare new regional and country-based activities outside the core-grant. As part of the new organisation strategy it should be made clear that the Department for Human Rights has an internal coordinating role with regard to policy initiatives, policy discussions and preparation of programme activities outside the core grant. DIHR s administrative and organisational capacity to implement the new international strategy. DIHR in general and its international department in particular has experienced a lot of turmoil in recent years. As a follow-up to the administrative weaknesses and malpractices identified by the General Auditor s Office in 2012, DIHR s administration has been scrutinized and several organisational changes effected to improve accounting, budgeting and programme management. The process has been led by DIHR senior management. Improvements are recognized in the report from the State Auditors from October 2014, but further improvements in programme management and with regard to the internal controls have to be made. 9 Therefore, the current practice with two annual financial monitoring visits from the MFA controller unit and the Department for Quality Assurance will continue. The purpose of these visits is twofold: to ensure that DIHR complies with State and MFA rules and regulations and to hold DIHR accountable to previous agreements and follow-up activities. DIHR has witnessed a number of institutional changes and internal reforms in the past years. Senior management has an important role in ensuring ownership of and commitment to the new international strategy by all staff working in the international department. In addition, linkages with the national department should be further strengthened to ensure complementarity and synergy in particular at the international policy level. DIHR s research capacity and international research activities should promote synergies with other international activities. The review emphasised that research and other cross-cutting initiatives were not sufficiently integrated into the overall international DIHR framework. A new research strategy has underlined the importance of designing strategic research activities of direct relevance to the implementation of DIHR s international activities. However, there is also need for an organisational change, and perhaps a change in the culture in DIHR, to enable regular coordination and cooperation between the national and international departments. Risks related to the implementation of DIHR s international strategy The implementation of DIHR s new international strategy faces contextual, programmatic and institutional risks. A thorough risk assessment of DIHR s programme activities will be made according to Danida s guidelines for risk management within the 1 st quarter

10 Results may be lost or eroded due to political turmoil and instability, changing leadership and staff of the partner institutions and erosion of the general commitment to human rights reforms. The risk is highest in fragile states with weak democratic institutions and in nondemocratic countries. DIHR s international strategy presupposes that the selected priority countries have sufficient political stability and security in its territory to enable governmental policies for building effective national human rights systems. Risks related to misuse of funds The MFA has a policy of zero tolerance on corruption. Hence, any partnership agreement will explicitly address this issue. DIHR has recently adopted an anti-corruption policy, along with a Code of Conduct and an anti-terror policy. All contracts with partners and consultants have anti-corruption clauses and included in each contract is a specific annex on accounting and use of funds. 7. Priority results to be achieved During the period , the MFA will focus on the following priority results: 1) Progress on selected strategic priority areas in DIHR s results framework; 2) DIHR s institutional reform process and 3) Results based management and efficiency. 7.1 DIHR s key results framework ( ) At the annual policy meeting, and whenever required, attention will be paid to progress in DIHR s overall strategic priorities (see annex 1 for a more detailed description): Strategic priority 1 Strategic priority Objective Impact Indicator Strategic Priority 2 Strategic Priority Objective Impact Indicator Strategic Priority 3 Strategic priority Objective Impact Indicator Human rights institutions in priority countries Well-functioning national human rights system, where key human rights actors effectively exercise their mandate in priority countries. National actors for human rights promotion and protection are effective in the realisation of their mandate and role. Global human rights issues. Effective integration of human rights into regional and international frameworks and standards. Human rights based approaches and universality reflected in national human rights protection systems and international frameworks and agendas related to sustainable development, human rights and business. Human rights expertise as an instrument of change. Knowledge and standard development on selected issues where there is a need to promote human rights. Integration of human rights norms into regional, international and national frameworks and standards within the three global human rights issues. DIHR s theory of change at organizational and operational level will be monitored by DIHR. Monitoring is an integral part of DIHR s project cycle and is based on three components: 1) systematic collection of data on indicators; 2) mid-term reviews; and 3) regular audits of activities and finances. DIHR s consolidated annual report on its international activities is an important part of DIHR s ongoing monitoring. Mid-term reviews assess the continued relevance and quality of implementation. Evaluations are used to improve programme planning, strategy formulation and institutional accountability. Evaluations are in accordance with standard OECD DAC criteria, criteria for HRBA and the Paris Declaration on Aid Effectiveness. 10

11 Measuring progress in the improvements of human rights at impact level is often a challenge. Achievements in relation to the impact of protection and advancement of human rights are generally results of concerted efforts of different actors, making it difficult to attribute results to one actor alone. Political will, local capacity and socio-economic factors are equally important elements for improving the enjoyment of human rights in practice. 7.2 DIHR s institutional reform process The MFA will pay particular attention to DIHR s internal institutional reform process during the strategy period, which is seen as an important step towards refocusing DIHR s international engagement. As a consequence of DIHR s new international strategy, the international department will be re-organized according to three key areas: Area 1: National human rights systems (human rights mandated state agencies and selected human rights key actors of justice systems in priority countries). Area 2: Human rights education and NHRIs, (NHRI networking, education and methodology development). Area 3: Human rights and development (with focus on business, human rights, and sustainable development). A research programme will be developed to build human rights expertise, knowledge, methods and tools to directly reinforce DIHR s support to human rights institutions and global human rights issues. The research programme will be anchored in DIHR s research department. Following a recommendation of the review, a unit for monitoring and evaluation will be established as part of the international operations. These organizational changes will be implemented in the 1 st quarter Results based management and efficiency The MFA will focus on DIHR s results based management and efficiency in delivering results. This includes considerations on how DIHR contributes to the achievement of international and national human rights objectives and how DIHR overall add value as an NHRI through an efficient use of public resources. As part of the organisational changes, DIHR will improve its results based management system within the 1 st quarter of 2015 through competency development, system development and a higher degree of centralised results management. The 2013 MFA review pointed to the need for implementing output-based budgeting and to more clearly demonstrate efficiency and value for money. From first quarter 2015, all projects implemented by DIHR will be planned and implemented by using output-based budgeting making it easier to perform cost analysis of interventions. 8. Budget The MFA s support to the implementation of DIHR s international strategy will be provided using different sources and instruments available. An annual core grant will be provided through the introduction of the new Framework Institution Agreement. This core grant figure in the Finance Bill and may be compared to core grants for multilateral organisations. 11

12 The core grant can be used by DIHR to finance activities within the scope of the international strategy and following MFA administrative guidelines. DIHR also receives earmarked grants from the MFA for specific regional programmes such as the Danish Arab Partnership Programme, the ASEM programme and geographic programmes, such as the China human rights programme. DIHR preliminary rolling budget BUDGET Strategic Priorities (SP) DKK PROJECT TYPES PROJECT DESCRIPTION ATA FRAME MFA Cooperation Agreement SP1 West Africa SP1 Southern Afrcia SP1 NHRI/International Human Rigths System SP3 Human Rights - Education SP2 Human Rights & Business SP2 Human Rights & Sustainable Development SP3 Universality and research cooperation SP4 Effectiveness (M&E+ Communication) SP1& SP2 (ATA OTHERS) AFRICA ASIA China MENA Mena Regional EURASIA Afghanistan (will be redefined to government cooperation) IV Commercial services (SP1, SP2, SP3) TOTAL

13 Annex 1 DIHR s preliminary results framework for the implementation of the international strategy Strategic priority 1 Human rights institutions in priority countries. Strategic priority Well-functioning national human rights system, where key human rights actors Objective effectively exercise their mandate in priority countries. Impact Indicator National actors for human rights promotion and protection are effective in the realisation of their mandate and role. Engagement Title National human rights protection systems. Outcome indicator NHRIs in DIHR priority countries have improved compliance with the UN Paris Principles. Means of verification The ICC accreditation and review process. Target Year 2017 Minimum 3 of the NHRIs in DIHR priority countries have engaged in the ICC accreditation process based on the cooperation with DIHR on improving legal compliance and capacity as NHRIs. Engagement Title National human rights protection system. Outcome indicator Timely human rights reporting to the international system with adequate follow up on recommendations in DIHR priority countries. Means of verification DIHR Baseline for West Africa (2015) and MENA (2014) regions and MFA regular capacity assessment of DIHR International work in Target Year 2017 Minimum 4 state agencies in DIHR priority countries have an effective governmental mechanism responsible for coordination and development of human rights reporting to international and regional mechanisms. Strategic Priority 2 Strategic Priority Objective Impact Indicator Engagement Title Global human rights issues. Effective integration of human rights into regional and international frameworks and standards. Human rights based approaches and universality reflected in national human rights protection systems and international frameworks and agendas related to sustainable development; human rights and business. Sustainable development. Outcome Human rights based approaches reflected in national implementation and monitoring of the post-2015 development agenda. Outcome indicator The role of National Human Rights Institutions is recognised in the post-2015 development agenda. Means of verification UN and ICC reports and documents on the post-2015 agenda. Target Year 2017 ICC establishes an NHRI task force and takes a common NHRI position on the post-2015 development agenda. Engagement Title Outcome indicator Means of verification Human rights and business. Implementation by state actors of the UN Guiding Principles on Business and Human Rights in national action plans; policy; legislation; regulation; monitoring and reporting. DIHR progamme review and internal evaluation of the UN Working Group on human rights and business is carried out in These documents will provide input to the baseline. Target Year 2017 State actors in 3 DIHR countries of operation have conducted baseline assessments and developed action plans on human rights and business. 13

14 Strategic Priority 3 Strategic priority Objective Impact Indicator Engagement Title Outcome indicator Means of verification Human rights expertise as an instrument of change. Knowledge and standard development on selected issues where there is a need to promote human rights. Integration of human rights norms into regional, international and national frameworks and standards within the three global human rights issues. Human rights expertise. Internationally recognised legal, contextual and methodological expertise in regard to each of the thematic focus areas: a) Human rights and sustainable development b) Human rights and business c) Human rights and universality Assessment and peer review of DIHR research and analysis and MFA capacity assessment in Target Year 2017 A global research network to set research agendas on the three thematic focus areas, ensure multiplier effect for DIHR expertise and impacts on the human rights discourse at the regional and international level. Engagement Title Outcome indicator Means of verification Human rights expertise. DIHR research in the areas of human rights and business, economic, social and cultural rights provides input to human rights mandated state agencies in DIHR priority countries for their further work on assessing human rights compliance, policy development and monitoring and reporting. Assessment and peer review of DIHR research and analysis and MFA capacity assessment in Target Year 2017 DIHR research and analysis have contributed to impact and nuance national and international discussions on the universality of human rights including controversial issues, relating to e.g. religion, gender, and sexual orientation through relevant research and analysis outputs. Strategic priority 4 Strategic Priority Objective Impact Indicator Engagement Title Effectiveness of the work of DIHR. Improved leverage of DIHR work through effective management and systems for execution of DIHR mandate. DIHR international work supports and strengthens reputation of the domestic NHRI mandate. Strategic collaboration. Outcome indicator Strategic collaboration and strategic partnerships are systematically established at institution and programme level to enhance leverage of DIHR work. Means of verification Sub-strategy for strategic collaboration and DIHR s international annual report. Target Year 2017 Strategic collaboration with Nordic human rights institutes and Nordic donors on human rights promotion are formalised. Engagement Title Outcome indicator Means of verification Monitoring and evaluation. Monitoring and evaluation provides programme and project based evidence to inform the progress on strategy implementation and institutional learning to further develop DIHR concepts, methods, and approaches. Ongoing reports from M&E unit, DIHR annual global report, monitoring of DIHR in the media and the MFA capacity assessment Target Year 2017 M&E framework is used for the consolidation of all tools and methods and external communication of DIHR results. 14

15 Annex 2 DIHR Income budget 2014 Area Text Amount in 1000 DKK (prognosis 2014) Core funding AV/Finance Act Equal treatment Less spending previous years AV, Total IV/ Consultancies Private companies Other donors MFA Pipeline IV, Total Subsidised Research Activities (TF) EU Other donors (Ph.D. Scholars) Pipeline TF, Total Other Subsidised Activties (ATA) MFA Cooperation Agreement MFA China Grant MFA MENA Grant MFA Afghanistan Grant MFA Others Other International National (Ministries etc.) Pipeline ATA, Total Total DIHR

16 Annex 3 DIHR s theory of change for its international engagement A THEORY OF CHANGE FOR OUR INTERNATIONAL WORK We believe that sustainable human rights change has to be anchored in public institutions and systems Promote and protect human rights around the world GOALS Strong human rights protection and fulfilment systems. National actors necessary for development of enduring human rights systems We do this by strengthening: International actors that enable human rights protection and fulfilment at the national level NHRIs Public Authorities Justice System NHRI networks UN system Development frameworks Regional Bodies OUTCOMES Effective and selfsustaining national human rights systems in priority countries Effective integration of human rights into regional and international governmental frameworks and standards on strategic themes OUTPUTS Increased capacity of state actors to drive human rights change e.g. monitoring, counseling, operations Knowledge and standard development on selected issues where there is a need to promote human rights Increased institutionalisation of human rights among national and international state actors ACTIVITIES AND INPUTS Build organisational capacity on human rights Build human rights expertise Produce and disseminate new analyses, methods and tools Identify and convene stakeholders and decisionmakers