GANHRI – Strategy 2017-2019
Second Draft / 30.01.2017
GANHRI – Strategy and Strategic Plan 2017-201
(to be tabled at the March 2017 GANHRI Bureau and General Meetings, for final adoption)
1.
1
The primary aim of GANHRIs Strategic Plan is to increase the visibility of GANHRI and its members‘ impact at the international
and regional levels.
GANHRI’s first Strategic Plan is developed in a new phase for GANHRI (NHRI-collaboration / networking). The name change offers new
opportunities for the international network for communication and a renewed common understanding of its relevance. At the same time
GANHRI has received external funding which will allow it to increase the number of staff working for the alliance. This will assist in implementing the elements of the Strategic Plan and allow for a better follow-up.
What are the key considerations and challenges that should be addressed by the new Strategic Plan?
Most of them have already been discussed in the context of the communication project and knowledge management needs assessment,
which was developed during 2015 (see below). These include:
o Bringing the richness of experiences from NHRIs to the international level
NHRIs have a wealth of diverse experiences at the domestic level, which GANHRI struggles to showcase at the international level.
This leads to GANHRI often being unable to share, and make use of, the expertise of its members internationally. Therefore, one of
the core ideas is to find new ways in which more NHRIs can contribute to the debates at the UN level thereby providing opportunities to make the richness of NHRI experiences more visible. Also, GANHRI can showcase the competence and work of its members
through hosting events at international level so as to ensure greater general awareness at international level about the work of
NHRIs and the important role that they can play in contributing towards the promotion and protection of human rights. The current
format of the annual general meeting that is held in March in Geneva does not make maximum use of this potential because it is
largely an internal event. Going forward, consideration should be given to changing the current format and creating a program that
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in part includes participation by the broader human rights community and other stakeholders, thereby documenting and creating
awareness of the work that is carried out by NHRIs at both the national and regional levels. GANHRI will do this strengthening process in close cooperation and collaboration with the regions. Most of GANHRIs work related to the exchange of experience, of
common learning etc. is organized by the regions. They should also be strengthened in the further development of the alliance.
GANHRI will try to collect best practices from the work of NHRIs every year in front of the General Meeting and use space of the
General Meeting also to present such good experiences.
o
Increased international visibility of GANHRI and its members supports national work and contributes towards the protection of NHRIs at domestic level
A more visible and recognized role of GANHRI and/ through its members at the international level will assist NHRIs at domestic level as it will increase national recognition and thereby the respect that should be given to them in view of their unique independent
status. Increased visibility will therefore simultaneously support the work of all GANHRI members.
o
Advocating and promoting common GANHRI human rights positions and the relevance of NHRIs at the international level - Moving forward issues of to GANHRI and the relevance of NHRIs (in international fora)
Currently, GANHRI takes advantage of the opportunities that are presented in the Human Rights Council, in bodies of the General
Assembly, and in other UN fora through written statements and / or oral contributions. However, going forward, one of the core ideas of the Strategic Plan is to more systematically identify common issues and to enhance GANHRI´s role as collective NHRI voice at
the international level. In order to do this, the GANHRI membership will need to identify and ensure consensus on a common human
rights agenda to be promoted at the international level. This may also include GANHRI members raising common concerns at the
international level. Continue to provide support to NHRI effective engagement at an international level in both Geneva and New
York, and other relevant processes.
o
Learning from each other’s experiences from the national level (knowledge management)- collet and distribute experience
between members
The implementation of the recommendations emanating from the knowledge management needs assessments (KMNA) will assist in
increasing and improving knowledge sharing between NHRIs: by learning about each other’s successful methods of intervention
common knowledge among GANHRI members is creating.
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 All of the above points can be condensed into a core objective, namely the need to clarify and properly understand why NHRIs cooperate at
the international level and to identify those areas where collective action can be intensified and where current cooperation need to be continued.
 Going forward, it is proposed that the days of the General Meeting in Geneva are used in a more focused way. The first day would remain
devoted to the Bureau meeting and meetings of the regional networks. Half of the second day could be used for the annual general meeting addressing the internal business and functioning of GANHRI. The second half of that day could be used for NHRIs to share and exchange experiences, working methodologies and the outcomes thereof. The final day could include an event with participation by the
broader human rights community in which there are topical presentations around one theme that showcase the experiences and successful
outcomes of members work conducted at the national level. In addition, GANHRI can communicate its collective position that it advocates
for in respect of the theme to a broad international audience. The KMNA report has made concrete recommendations aimed at improving
the General Meetings and maximizing them as an opportunity to exchange the work of NHRIs.
2.
3
The process, content and results of the last Strategic Plan of the ICC 2014-2016.
o Process: The last Strategic Plan of the ICC was developed in 2012 and 2013 under the leadership of the ICC Chair from APF in 2012,
Dr. Moussa Burayzat, and from 2013 under the leadership of the then new ICC Chair from NANHRI, Adv. Adv Lawrence Mabendle
Mushwana. The plan covered the period from 1 January 2014 to 31 December 2016. The process followed the steps set out in a detailed process document. The process started with a situational analysis both for the external and internal environments and included a
survey sent to all members.
Content: The Strategic Plan outlined four strategic goals with the following expected outcomes / results:
o Enhance engagement with the United Nations and regional mechanisms
 The expected outcomes laid down in the Strategic Plan were: greater visibility, awareness about, and understanding of
the role of NHRIs; more effective, focused, and coordinated engagement by the ICC with international and regional
mechanisms, resulting in the ICC being more responsive to the needs of ICC members.
o Build partnerships and engage external stakeholders
 The expected outcomes were: the needs and priorities of ICC members were more effectively integrated into ICC work
through more effective engagement with the regional coordinating committees; and the ICC facilitated greater regional
coordination resulting in enhanced cooperation between the ICC and the regional coordinating committees.
o Maintain and strengthen ICC accreditation process
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The expected outcomes were: NHRIs are supported in the accreditation process resulting in the process becoming more
transparent; and SCA recommendations are follow up and monitored.
o
Develop a sustainable and well managed ICC
 The expected outcomes mentioned were: increasing the financial sustainability of the ICC that allowed for adequate human resources to achieve the strategic goals; have a good internal governance framework with policies that govern
management, administration, finances, human resources; and, membership is increased and maintained.
Results:
o Many points relate still very much to the particular concern which are raised on the first page of this paper and the issues or core
objectives remain relevant on the agenda. The implementation of the Strategic Plan during the last three years has improved
many issues relating to internal governance. GANHRI has new good tools for understanding our common interests and ways of
learning from each other and for furthering cooperation amongst members (e.g. the knowledge management needs assessment).
o A careful evaluation of the achievements and shortcomings during the past three years of implementation of the strategic plan
was done in the period leading up to end of October 2016, at the time of the GANHRI Bureau meeting in Berlin.
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3.
Developments
Two essential documents have been developed with a number of proposals on how to increase or improve the cooperation among NHRIs.
These documents refer to many of the different objectives from the last strategy, and implementation is just beginning. These two documents are:
o Knowledge Management Needs Assessment (January 2016)
o Communications Project work/ outcomes presented in Mérida, October 2015 and the related follow up recommendations “Defining
and implementing a communication strategy for GANHRI” (February 2016)
The three pillars for the structure of the GANHRI Strategic Plan 2017-19 set out in point 4 beneath seek to take up and implement most of
the recommendations from the KMNA and the Communication Project.
4.
Structure of the strategy document
It is proposed that the new GANHRI Strategic Plan will be built on three pillars. These are:
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A. Thematic Issues - the first pillar will contain content issues that shall be taken up by GANHRI in order to better present the richness and
diversity of the national work done by NHRIs and, at the same time, influence human rights debates at regional and international fora. The
issues identified are a collection of those that are already in the UNGA NHRI Resolution (A/70/163) of December 2015 and those on which
a GANHRI Working Group has been established. New issues have already been identified during the GANHRI Annual Conference in
March 2016, such as “shrinking space”, violent extremism, peace and security, as well as the refugee situation, and NHRIs in conflict and
post conflict situations. For the next three-years period we have incorporate these issues into the list of content issues to be followed up.
Core idea is that GAHNRI does not develop own content related activities, but coordinates that the existing national and regional work of
network members is becoming known at the international level and relevant initiatives are taken for coordinated and common promotion of
recommendations and demands.
B. Knowledge Management - the second pillar addresses issues that relate to internal and external communications, knowledge management, information exchanges and peer-to-peer learning. It implements a number of recommendations flowing from the Knowledge Management Needs Assessment and Communications Project.
C. Institutional Development - the third pillar summarizes the objectives that are linked to the functioning of GANHRI, most importantly the
accreditation process and the ongoing need for further institutional development.
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5.
Process to develop GANHRI’s Strategy 2017-2019 going forward1
Step 1:
A first draft outline (zero draft) was prepared by the Chair’s Office in advance of the Tripartite UNDP/ OHCHR / GANHRI
Partnership Meeting in New York in June 2016. The meetings surrounding the Tripartite Meeting and the Tripartite Meeting
itself provided opportunities for discussions of a first outline. After the Tripartite Meeting the regions were invited to send their
further ideas and comments to the Chair’s Office by 15 August 2016. The GANHRI meetings on strategic planning and the
Tripartite Meeting were used to carry out an internal and external environment situational analysis of GANHRI. The starting
point was a discussion of the external situational analysis of the last Strategic Plan. The discussion in New York focused on
identifying changes in the situational context both externally and internally during the past three years. This exercise was
useful to assist when drafting an introductory chapter to the new Strategic Plan which describes recent external and internal
achievements and challenges.
Step 2:
The Chair’s Office prepared a first draft of the Strategic Plan 2017-2019 by 31 August 2016. After translation it was sent to all
regions for discussion and comment. GANHRI members were supposed to send their comments to the Chair’s Office directly
1
.
While the second draft is prepared in January 2017 and the process come to an end, the steps are maintained in the draft - for time being – in order to document the
process.
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and to their regions until 30 September. Also Regional Networks were supposed to brief their GANHRI Bureau members
about comments, amendments etc.
Step 3:
The October 2016 session of the GANHRI Bureau Meeting began with an evaluation of the implementation of the previous
ICC Strategic Plan. The evaluation assisted in identifying what has been implemented, what has not been implemented, and
what still requires implementation and therefore inclusion in the new Strategic Plan. Included in this evaluation there was an
exercise to identify the underlying reasons for why certain objectives and actions were not implemented so to assist in guiding the implementation of the objectives.
In addition, the Bureau meeting provided an opportunity to further discuss and agree on the new Strategic Plan. After the Bureau meeting by 31 October 2016, the members would have had time until 31 December 2016 to provide further input. This
draft would also be circulated for comments to GANHRI’s strategic partners, namely OHCHR and UNDP. Eight members
sent their comments by the end of year (Burkina Faso, Colombia, Denmark, Egypt, Nicaragua, Qatar, South Africa and
Wales).
6
Step 4 / 2017: In the course of January 2017, the GANHRI Chair finalizes the new Strategic Plan (Second Draft). A smaller drafting group
will discuss it in January/early February. The composition of this group is proposed as follows: Regional coordinators,
GANHRI Chair, GANHRI Secretary, GANHRI’s Representatives (Geneva and Special Envoys). If time turns to be too short,
the drafting group will at least receive a second draft end of January/beginning of February, in English in order to allow for a
careful read before the General Meeting in March 2017.
The second draft will be translated after January and distributed to all GANHRI members before the General Meeting.
Step 5 / 2017: Based on the Strategic Plan, an implementation plan for 2017 should be developed before the General Meeting. This shall
also be the moment to describe the “theory of change” behind the strategic plan. Core elements of that theory are presented
on the first two pages of this strategy document.
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Pillar I:
Issue / Thematic area – Focus on GANHRI’s inputs 2017-2019
A discussion on the activities is required in order to clarify and identify the role of GANHRI versus the role of the Regional Networks.
Moreover, it shall be discussed in 2017, how members’ capacity can be strengthened in relation to these core thematic areas. Our
motto shall be: We are not adding another voice to thematic debates but we are adding the special voice of NHRIs.
Issues / Objectives (numbering Activities
does not reflect / sets priorities)
Core objective
Expected Outputs / Outcomes
Key results
Issues related to Sustainable Development
1. Sustainable Development Goals SDGs
7
On SDGs there is a formalized
WG and all thematic work should
be coordinated with the WG
2. Business and Human Rights
On B+HR there is a formalized
WG and all thematic work should
be coordinated with the WG

Issue of “shrinking space” is taken up at the
HLPF (regular report to countries present at
HLPF)

One Knowledge Management product per year
related to those countries, which are monitored
at the HLPF and have NHRIs

Knowledge management and communication of
GANHRI members SDG Implementation and
monitoring work at the national level to inform
GANHRI inputs at the international level

Knowledge is shared and communicated with
GANHRI members on how NHRIs can ensure
that national processes are rights based


Follow-up to Mérida Declaration
Active role and participation by GANHRI in the UN
Forum on Business and Human Rights

GANHRI has raised accountability issues from
the perspective of NHRIs to business in the
treaty process

Knowledge is collated and communicated about
the role of NHRIs in the follow-up to the UN Guiding Principles for Business and Human Rights

NHRIs have played and are playing a role in
the development of National Action Plans
(B+HR) and in the monitoring of these plans
Proposals for the development of the nexus state
business

Inter alia: Contribute and insist as GANHRI in
the development of meaningful standards for
multilateral development banks


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Follow up to Edinburgh Declaration
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Issues related to specific groups / persons
3. Gender
4. Rights of older persons
On Aging there is a formalized
WG and all thematic work should
be coordinated with the WG
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5. CRPD Monitoring functions of
NHRIs – Persons with Disability
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
Coordination at a global level of common gender
human rights issues that NHRIs regard as priority
issues that should be placed on the UN Agenda
and be given priority

Participation rights of NHRIs in the CSW process are strengthened and defended

Active role and participation by GANHRI in CSW
processes

Regular presence is realized at CSW processes

Follow-up to the Amman Declaration

Active role and participation by GANHRI in the UN
Open-ended Working Group on Ageing process

NHRI support for a Convention is known and
well founded

Collate and share knowledge at a global level on
NHRI national processes that identify issues that
should be dealt with by a convention

NHRIs experiences contribute towards the new
Conventions agenda and the final text

Organize regular exchanges between NHRIs on
their monitoring roles as a National Monitoring
Mechanism under the CRPD


The CRPD-Guidelines have been adopted and
the use shall be promoted and supported
GANHRI shares experiences, best practices
and challenges in carrying out CRPD monitoring at the international level and makes recommendations and proposals to the Treaty
Body, sharing them with a wide audience of
stakeholders.

The CRPD-Guidelines will be introduced to
GANHRI members and their use will be promoted

For the CRPD context, GANRHI has delivered
good practice

Development of indicators for national monitoring
of CRPD

The body of experience has been growning
and allows to hold substantive deliberations on
extending the rules to other fields of application
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Issues related to governance and peace and security
6. NHRIs in conflict and post-conflict
situations
7. Refugees, international migration,
rights of persons on the move,
migrants, displaced persons

Place the issue of NHRIs in conflict situations on
the agenda of the Human Rights Council as well
as respective bodies in New York (incl. Security
Council)

Follow-up on the Kyiv-Declaration

Coordinate the knowledge management and
communication of the national monitoring work of
NHRIs


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8. Shrinking democratic space
Awareness is raised at the global level about
opportunities for NHRIs to promote and protect
human rights in conflict countries and about
the potential risks for NHRIs in working under
conflict conditions

Organizing an exchange of experiences of NHRIs
on using international instruments to promote and
protect the rights of refugees
Knowledge Management and communication
of the monitoring work of NHRIs concerning
refugee situation is coordinated at the global
level and known to GANHRI members and
other relevant stakeholders

Collate information from NHRIs in this area of
work and identify and share common experiences, achievements and challenges
The issue of human right of people on the
move is placed on the international agenda
and strongly supported by NHRIs

Cooperation has started. Own project support
has been found

An annual report on shrinking space for civil
society and NHRIs is published on the occasion of the HLPF for Sustainable Development

Coordination to ensure that documentation
and information related to the issue is incorporated in NHRI inputs to UPR and Special Rapporteurs

Explore possibilities for cooperation between
NHRI in countries of origin, transit and destination

Place the issue of a ‘shrinking democratic / civil
society space on the UN SDG Agenda

Collaboration with relevant UN mechanisms: Special Rapporteurs on the issue (documentation of
national experiences), treaty bodies

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
Collaboration with civil society and human rights
defenders
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Pillar II:
Second Draft / 30.01.2017
Knowledge Management
Methodology /
Core Objectives
Activities (to be further detailed)
1. Implementation of the Knowledge
Management Needs Assessment
recommendations
2. Methodological exchange at the
international level
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
Follow-up workshops conducted by GANHRI in all
regions

Information-sharing platforms set up by the Geneva Office

Annual activity report submitted to GANHRI Bureau

Day of exchange of working methods (in March
2017) is organized and results will be used in future activities

3. Human Rights education work of
NHRIs
4. Exchange about function
NHRIs (incl. monitoring role)
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

Regional general assemblies will be used to discuss methodological issues and information sharing
Organizing exchange activities among NHRIs (internationally and regionally)
Organize exchange meetings at the regional and
international levels
Expected Output / Outcome
Key results

NHRIs in all regions are fully appraised of
GANHRI’s KMNA and begin to implement the
applicable recommendations

The technical infrastructure is set up to followup all recommendations

Working methods tool developed

NHRIs see the benefit of sharing more actively
results from their work, methods of undertaking
activities etc.

A culture of sharing and learning among
NHRIs is established, particularly in the regions but also internationally

A lessons learned and best practice platform is
created

GANHRI has formats developed for an effective exchange of experiences in human rights
training and education

Speaking with one (GANHRI) voice - reaching
coherence in human rights education and
training
A common understanding about the monitoring
function of NHRIs is developed and shared
among the GANHRI members

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5. Communication
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
Web designer company is chosen

New website is created

Web strategy is developed

GANHRI repositions itself as a well-organized
global network

Intranet is built up in order to allow an exchange
of material, research results, tools etc.

Intranet is established and allows all functionalities recommended in the knowledge management needs assessment

Logo and new design rules are implemented at
international, regional and national levels

Annual report is published

Information and assistance in implementing the
recommendations from the CD + CI process

Strengthen internal communication flows, including with and from Bureau, WG and regions

Strengthen external communication with key
stakeholders and develop a communication strategy in that respect

An annual report should be produced
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GANHRI – Strategy 2017-2019
Pillar III:
Institutional Development - Objectives
Institutional Development –
Core Objectives
1. SCA
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2. NHRI participation rights
(close link to pillar I – thematic
work)
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Activities (to be further detailed)
Expected Output / Outcome
Key results

Implementation of outcomes of Accreditation
Roundtable with respect to SCA

Strengthened GANHRI Statute and SCA Rules
of Procedure

Development of training materials for new SCA
members


Conduct workshop with SCA members and follow
up where new members are elected.
OHCHR-GANHRI
working
relationship
strengthened through ensuring sustainability
through the documentation of the formal working relationship.


Development of internal GANHRI-OHCHR accreditation process manual
Support for an effective and functioning SCAprocess is provided to all NHRIs


Host an annual (or biannual) accreditation workshop with NHRIs on the fringes of AGM in March
Develop Good Practice Manual on de facto independence of NHRIs


SCA to conduct study tour of NHRIs

Assists members in following up on SCA recommendation
Strengthened partnership between GANHRI
and OHCHR in which accreditation process is
accepted by key stakeholders as above scrutiny

Findings are communicated transparent, also
those negative for certain NHRIs

Joint GANHRI-OHCHR Project to address SCA
capacity challenges (workload, translation etc. …)

Develop an action plan to follow up with the implementation of the
2015 GANHRI resolution
with respect to
o CSW
o SDG HLPF
o CRPD

Participation rights are demanded and space
offered are used in all four areas (follow up of
the 2015 GANHRI resolution)
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o
3. IT infrastructure
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4. GANHRI Governance (incl. Head
Office )
5.
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Finance and Fundraising
OEWG Older Persons

And to include a strategy to advocate for the extension of participation to other bodies/fora

The NHRI resolutions in Geneva and New
York are followed up by the GANHRI Chair

Supporting NHRIs in using the UN-Human rights
systems

The service function to NHRIs is enhanced
Identifying an IT expert to guide the development
of IT infrastructure

GANHRI’s new IT structure is developed (including server, common data room)

Purchasing equipment

Formats for communications, document sharing and online learning are developed

Technical solutions for internal and external
communications are developed and implemented

A good IT infrastructure (Web etc.) will facilitate the Communication work (Pillar 2)

New office in Geneva is set up

Office space is identified, staff employed, infrastructure is functioning

Clarifying roles of the different GANHRI functions
(Chair, Secretary, Regional Chairs, Regional Coordinators and GANHRI staff.)

Role clarity among the different entities of
GANHRI has been achieved



Development of a functioning finance and administration unit

Finance and administration unit is set up and
is functional optimally

Project management capacity needs to be further
developed

The GANHRI Head Office is capable of running acquired projects

Clarifying roles and relationship with OHCHR

GANHRI is recognized new status as international organization, or similar

Exploring possibilities of modifying GANHRI status (international organization, or similar)

Develop the planned joint project under the Tripartite partnership with UNDP and OHCHR

Project is submitted


Strategy exists
Develop a longer fundraising strategy
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