Geneva,17January2017

Dearfriends

StrategicFrameworkfor2017-2020We live in tumultuous times. Political and religious extremism, mass migration, rising inequality,

increased conflict over scarce resources, and the tide of intolerance and illiberalism all pose grave

threatstoafairer,morejustworld.

Humanrightsdefenders–thosebravepeoplewhostandupfortherightsandfreedomsofothers–

areourbesthope.Theirworkisindispensable.Itcontributestogoodgovernment,combatingpoverty

andsustainabledevelopment.Itexposescorruption,empowersthemarginalised,andprovidesjustice

tovictims.Sadly,alltoooften,theirworkisalsoimperiled,undertakenatunacceptableriskorcost.

Insuchchallengingtimes,humanrightsdefendersneedaprincipledandcollaborativeorganisationto

standwith them. An organisation that is strong and solid but that is also dynamic and innovative,

capableofrespondingtonewandevolvingopportunitiesandthreats.

ISHR’sStrategicFrameworkfor2017-2020willensurethatwearejustsuchanorganisation,helpingto

builddefenders’capacity,strengthentheirprotection,andamplifytheirimpact.

Informedbyface-to-faceconsultationswithmorethan700activistsandadvocates fromaroundthe

world, the strategy builds on over 30 years of ISHR experience in empowering defenders to use

internationalandregionalhumanrightssystemstoachievenational-levelchange.

Thestrategyalsorespondstoourtimes,prioritisingsupporttothosedefenderswhoworktoconfront

power, privilege, inequality and exclusion – women human rights defenders, defenders promoting

corporateaccountability,anddefendersoftherightsofmigrantsandrefugees,amongothers.

Itisanambitiousstrategy.ItcontinueswhatISHRdoesbest–providingtrainingandadvocacysupport

to defenders and lobbying for better laws and mechanisms for their protection – while also

committingtoexpandourreach,strengthenourpartnerships,anddeepenourimpactontheground.

We’llexpandourreachbothonlineandoffline,providingdefenderswithaccess toadigital training

platformandcommunity,establishingan intensiveFellowshipprogrammefordefendersat risk,and

publishingourtacticalhandbooksandguidesinmorelanguagesandformats.

We’llstrengthenourpartnerships,continuingtocollaboratedeeplywithcivilsocietyactors,playinga

unique role inNGOcoordinationand strategisation inGenevaandNewYork, andbuildingalliances

with progressive business enterprises.We’ll also explore new venues to advance the protection of

human rights defenders – like the World Economic Forum – while retaining our commitment to

provideexpertsupporttodefenderstoengagewiththeUN,AfricanandInter-Americanhumanrights

systems.

Andwe’lldeepenourimpactontheground,developingaGlobalNetworkofNationalHumanRights

DefenderFocalPoints,partneringwithlocalactorstoenactnationalprotectionlaws,anddeveloping

an‘ImplementationHub’toshareresourcesandlessonslearned.

There isa strongemphasis throughout theStrategicFrameworkonmonitoring,evaluation, learning

andadaptation.Thestrategywillbe reviewedonanannualbasis toensure it remainsdynamicand

responsiveinfast-changingtimes.Asakeypartner,wewouldwelcomeyourinputatanytime.

Thereisalsostrongemphasisoncollaboration.Inthefaceofsuchcomplexandpowerfulchallenges,

strategic alliances between state, non-governmental and private actors with a shared interest in

upholdinghumanrightsandtheruleoflawhasneverbeenmoreimportant.

We look forwardtopartneringwithyou in the implementationof thisStrategicFrameworkandthe

achievementofoursharedhumanrightsagenda.

Yourssincerely

PhilipLynch

ExecutiveDirector

LuciaNader

ChairoftheISHRBoard

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ISHR STRATEGIC FRAMEWORK 2017 - 2020

The purpose of this Strategic Framework is to ensure the effective and sustainable pursuit of ISHR’s Vision, Mission and Theory of Change over the period 2017-2020. It does this by articulating programmatic and managerial objectives and priorities. It is bold, ambitious and aims for transformative change.

The Strategic Framework – and the way in which it responds to the situation, priorities and protection needs of human rights defenders – was informed by face-to-face consultations with more than 700 HRDs working on diverse issues in over 110 states. The strategy has also been informed by in-depth consultations with experts and other key stakeholders and by over 30 years of ISHR research and experience. It is reviewed on an annual basis to ensure it remains dynamic and responsive in fast-changing times.

PURPOSE OF STRATEGIC FRAMEWORK

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PART 1 VISION, MISSION, VALUES AND THEORY OF CHANGE

OUR VISION AND MISSION THEORY OF CHANGEGOALSTACTICSWHAT WE’VE LEARNT

PART 2 PROGRAMMATIC PRIORITIES AND OBJECTIVES

GOAL 1 SUPPORTING HUMAN RIGHTS DEFENDERS

WHO WE SUPPORT PRIORITY GROUPS VISION

GOAL 2 STRENGTHENING INTERNATIONAL AND REGIONAL STANDARDS AND SYSTEMS

WHAT WE STRENGTHEN VISION

GOAL 3 ADVOCATING FOR NATIONAL IMMPLEMENTATION

WHERE WE WORK VISION

MONITORING, EVALUATION AND IMPACT MEASUREMENT PARTNERSHIPS COMMUNICATIONS

PART 3 MANAGEMENT PRIORITIES AND OBJECTIVES

HUMAN RESOURCES AND DEVELOPMENT GOVERNANCE AND BOARD WORKING METHODS ORGANISATIONAL STRUCTURE AND GROWTH FINANCIAL SUSTAINABILITY AND DEVELOPMENT

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PART 1 VISION, MISSION, VALUES AND THEORY OF CHANGE

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ISHR is an international non-governmental organisation dedicated to the service of other organisations and individuals working for the promotion and protection of human rights.

Our vision is the effective implementation of all international and regional human rights instruments in all nations and for all peoples.We realise this vision through our mission to support human rights defenders (HRDs) and ensure a safe and enabling environment for their work at the international, regional and national levels.

OUR VISION AND MISSION

THEORY OF CHANGEThis mission – supported by over 30 years of research, experience and a proven track record of impact – is founded on the understanding that HRDs are essential agents of human rights change and can use international and regional human rights standards and systems as powerful levers for such change.

HUMAN RIGHTS DEFENDERS The essential agents

INTERNATIONAL AND REGIONAL HUMAN RIGHTS LAWS AND SYSTEMS The powerful levers

NATIONAL-LEVEL CHANGE

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Human rights defenders are the heroes of our time. These organisations and individuals inject the life blood into human rights: they are the promoters of change, the people who ring the alarm about abuse, poor legislation and creeping authoritarianism… In these brave efforts they frequently resort to the international community and its human rights mechanisms for support.

Navi Pillay, ISHR Board member and former UN High Commissioner for Human Rights

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UN Photo/Jean-Marc Ferré

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We pursue our mission by achieving three complementary goals...

SUPPORT HUMAN RIGHTS DEFENDERS

GOAL 1 We support HRDs to use international and regional human rights standards and systems.

STRENGTHEN STANDARDS AND SYSTEMS

GOAL 2 We strengthen international and regional standards and systems to make them more accessible, effective and protective for HRDs and victims.

ADVOCATE FOR IMPLEMENTATION

GOAL 3 We work with local partners to advocate for national implementation of international and regional human rights standards on the protection of HRDs and an enabling environment for their work.

OUR GOALS

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Research and advocacy | Our expert policy research and advocacy, our authoritative papers and briefs, and our access to high-level decision-makers and diplomats within the UN and regional systems, help make those systems more accessible, effective and protective for HRDs and the victims they represent.

Training, capacity building and fellowships | We provide HRDs with practical and expert training, information, strategic advice and advocacy support, enabling them to use international and regional human rights mechanisms to achieve change on the ground.

Legal advocacy and strategic interventions | We engage in legal advocacy, and undertake strategic litigation and interventions at the international and regional levels, to strengthen legal protection of HRDs, prevent attacks and violations, and pursue justice and accountability where they occur.

Coalition building and coordination | We partner with leading NGOs at the national, regional and international levels, together with legal experts, progressive businesses, and democratic governments, to build and mobilise influential coalitions for human rights change. We also play a unique role coordinating NGO strategisation and action at the UN in Geneva and New York, and securing and facilitating NGO access to officials at the highest political levels.

Technical advice and implementation support | We work in deep partnership with HRDs, and in cooperation with national governments and human rights institutions, to promote, advise on and support national-level implementation of international and regional standards on the protection of HRDs.

OUR TACTICSWe achieve these goals through five key tactics...

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The values we bring to bear to our partnerships and transmit through

our communications are of an organisation that is

principled, passionate, expert, collaborative and connected.

We strive to be, and be recognised as, a leading and influential international NGO working to support human rights defenders and strengthen human rights systems, laws and implementation.

With over 30 years of experience, and assisted by an evaluation of our 2013-16 strategy, we’ve learnt that there are a number of factors that are critical to our impact and success. These lessons have informed and flow through this new strategy.

• Our work is deeply informed by the situation, protection needs and priorities of HRDs, and we work with them in partnerships that are long-term, committed and empowering.

• We are bold and ambitious in our plans, committed to experiment, innovate and push for systemic change.

• We understand the importance of flexibility and dynamism in a fast-changing world and we are able to adapt our tactics strategically and opportunistically.

• We constantly push for human rights progress, while being ready and vigilant to safeguard against regress.

• We measure our success, learn from discrepancies, and are guided in both by the inputs and experience of human rights defenders on the ground.

WHAT WE’VE LEARNT

OUR VALUES

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PART 2 PROGRAMMATIC PRIORITIES AND OBJECTIVES

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HIGH-LEVEL SITUATIONAL ANALYSIS

The work of HRDs is indispensable to the promotion and protection of human rights, the rule of law, good governance, and sustainable and inclusive development. Despite this, the operating environment for HRDs in many jurisdictions is dangerous and deteriorating. Attacks, restrictions and reprisals against HRDs, perpetrated by both State and non-State actors, persist in countries in all regions of the world. Drivers of this situation include the perceived imperatives of economic development, corruption and collusion between States and business enterprises, rising inequalities, and increased conflict over scarce land and water resources. Other drivers include the increased political and economic influence of authoritarian States and the increased illiberalism of some democratic States, mass migration and worsening xenophobia, misogyny and other forms of bigotry, religious fundamentalism, and the assertion of negative traditional cultures and values.

The need to combat violent extremism often leads to national security measures which have the purpose or effect of criminalising HRDs. In many States, laws are being enacted or applied which restrict the independence, operations and access to resources of NGOs. Increasingly, HRDs are stigmatised as ‘foreign agents’ or ‘economic saboteurs’, while impunity for harassment and attacks both persists and licences further and worsening attacks.

The situation for HRDs is not all bleak. In a number of States there is a broadly positive transition and increasing public and political support for defenders. A growing number of jurisdictions are developing specific HRD protection laws and mechanisms, although implementation challenges remain. Some business enterprises are recognising the shared interest of business and civil society in an enabling environment which respects human rights and the rule of law and are taking action to support HRDs accordingly. Enhanced access to information and technologies are enabling new forms of communication, collaboration and mobilisation, including the strengthening of global, regional and national civil society networks and coalitions.

GOAL 1 SUPPORT HUMAN RIGHTS DEFENDERS

WHO WE SUPPORT

We support HRDs from all regions whose engagement with international or regional human rights systems could contribute to the realisation of human rights on the ground. However, because our resources are limited, and we consider it important to develop deep expertise and networks to ensure sustainable impact, we apply the following criteria in identifying HRDs for support:

• the gravity, prevalence and salience of the issues on which the individual, group or association works;

• whether the individual, group or association faces elevated risks or marginalisation, or has particular protection needs;

• the opportunity or potential for systemic impact through engagement with the international or regional systems;

• the availability and effectiveness of domestic protection and accountability mechanisms;

• the passion, capacity and expertise of ISHR staff;

• the existence of, or opportunity to develop, strategic partnerships or alliances; and

• the extent to which support is better or otherwise provided by other organisations.

We are also cognisant of the need for a targeted but diverse range of priority groups in line with our commitment to universal human rights, shifting and evolving opportunities for impact, and alignment with the interests of a diverse range of States and other stakeholders.

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EXPLORATORY GROUPS

Periodically, we identify a category of HRDs working in a new or emerging area of need, or in an area in relation to which ISHR would need to develop further expertise and networks to be highly effective. We then scope the desirability and feasibility of developing a programme for this group.

For 2017-2018, this group is defenders of the rights of migrants, refugees and asylum seekers.This exploratory focus responds to: the increasing need to defend refugee and migrant rights; the stigmatisation, xenophobia and violence that many refugee and migrant rights defenders face; and the worsening legal restrictions on their work, including in Europe, the Gulf States, North and Mesoamerica, Australia and the Asia-Pacific. These issues have been well documented by the UN High Commissioner for Human Rights and the UN Special Rapporteur on HRDs.

PRIORITY GROUPS FOR SUPPORT

Applying these criteria, we prioritise support to HRDs who work to:

Promote equality and combat discrimination

In particular:

• women human rights defenders; and

• defenders of the rights of lesbian, gay, bisexual, trans and intersex people

Promote democratic rights and good governance

In particular:

• defenders in highly restrictive environments; and

• defenders working towards effective HRD protection laws and mechanisms

Promote economic, social and cultural rights

In particular:

• defenders working to ensure corporate accountability; and

• defenders working to promote sustainable development.

We recognise that these categories, the identities of defenders, and the issues on which they work are intersecting and fluid.

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2020 RESULTS

Our strategic and complementary actions – including training, capacity building, and the provision of information products, strategic advice and advocacy support – will contribute to ensuring that:

1.1. HRDs have access to an innovative, moderated online training and tactical platform to build their capacity to use international and regional mechanisms and to develop and pursue advocacy strategies and plans with ISHR’s expert, individualised input.

1.2. HRDs have access to an ISHR Human Rights Defender Fellowship Programme, providing six months of intensive training and advocacy support to at least two HRDs from ISHR’s priority groups per year.

1.3. ISHR’s Human Rights Defender Advocacy Programme is consistently ranked as ‘exceptional’ or ‘highly satisfactory’ by at least 75% of participants, at least 75% of participants achieve their advocacy and learning objectives through the programme, and at least 75% of participants engage in follow up activities at the regional or international levels.

1.4. HRDs have access to all major ISHR publications in a variety of languages, distributed in diverse, accessible and safe formats.

1.5. Former ISHR interns and alumni of ISHR training programmes and consultations are able to participate in a community of national-level HRDs – fostered by ISHR – to strategise, collaborate and share lessons learned.

1.6. HRDs and their organisations increasingly partner with ISHR on joint submissions and reports.

1.7. With and through ISHR, HRDs and their organisations have access to expert pro bono legal support to submit complaints and communications to international and regional mechanisms to pursue justice and accountability for restrictions and violations against them.

1.8. The vital and legitimate work of HRDs is promoted and championed by ISHR, including through enhanced media engagement, online profiles and videos.

2020 VISION FOR GOAL 1 HRDs are better networked and trained and more strategic, coordinated and effective in using international and regional human rights mechanisms to push for change on the ground.

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HIGH-LEVEL SITUATIONAL ANALYSIS

International and regional human rights standards and systems can be powerful levers for change on the ground. They can also be powerful platforms for the exercise of human rights that may be denied at the national level. This is particularly the case for HRDs from States where civil society space is closing at the national level, where international monitoring or pressure may help to promote accountability and prevent regress, or where international or regional resolutions and recommendations may be influential in achieving progressive domestic reform. Opportunities for engagement with international mechanisms are leading to the formation of new NGO coalitions and creating space for more constructive engagement between States and civil society. HRDs working on thematic issues, such as the rights of LGBTI people, are also engaging with international and regional mechanisms to strengthen norms and close protection gaps.

Engagement with international and regional mechanisms also carries risks. There is an increase in the incidence and severity of intimidation and reprisals against those who seek to cooperate with international and regional human rights mechanisms. Such intimidation and reprisals is targeted at individuals, organisations, and civil society as a whole. There are concerted efforts by some States to restrict independent civil society participation at the UN (particularly through the UN Committee on NGOs) and to challenge longstanding and well-established norms on the protection of HRDs.

While recent developments (such as a General Assembly resolution calling for enhanced national human rights institutional participation at the UN) and forthcoming occasions (such as the 2021 review of the Human Rights Council and the 20 year anniversary of the Declaration on HRDs in 2018) present opportunities, there is a need to build political alliances and will and to coordinate action towards institutional strengthening and reform. The chronic under-resourcing of bodies such as the Office of the High Commissioner for Human Rights, the Human Rights Council, the African Commission on Human and Peoples’ Rights and the Inter-American Commission on Human Rights undermine the accessibility and effectiveness of such bodies.

Multilateral economic fora, together with multinational business enterprises, are increasingly active and influential in the field of human rights, with both positive and negative impacts. There may be potential to leverage the business interest in enabling environments which respect the rule of law to advance the protection of HRDs, both through direct engagement with companies and with bodies such as the World Economic Forum.

GOAL 2 STRENGTHEN INTERNATIONAL AND REGIONAL STANDARDS AND SYSTEMS

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COMPREHENSIVE ENGAGEMENT

We support HRDs to engage with, and undertake research and advocacy to strengthen, the following human rights bodies and mechanisms:

• Human Rights Council and its mechanisms (particularly the Special Procedures and Universal Periodic Review)

• Treaty bodies

• UN General Assembly, particularly its Third Committee focused on human rights

• UN Committee on NGOs

• Office of the High Commissioner for Human Rights

• African Commission on Human and Peoples’ Rights

We also advocate within these bodies for stronger standards on the protection of HRDs and the creation of an enabling environment for their work. We focus on resolutions and recommendations which strengthen norms or fill protections gaps at the international or regional level, or which provide concrete policy guidance at the national level.

The criteria applied in selecting these mechanisms include:

• the influence of these mechanisms and their potential for impact, as identified by HRDs; and

• ISHR’s distinctive expertise and networks and the potential for such expertise and networks to be powerfully leveraged to support HRDs.

TACTICAL ENGAGEMENT

We use the following bodies and mechanisms to advance the recognition and protection of HRDs, both systemically and through individual cases (such as through the submission of reports or complaints or through advocacy on resolutions), but do not provide comprehensive support to HRDs to engage with the mechanisms:

• UN Secretariat, including the Office of the Secretary-General

• UNDP and UN country teams

• Commission on the Status of Women and UN Women

• Inter-American Commission on Human Rights and Inter-American Court on Human Rights

• African Court on Human and Peoples’ Rights

• European Court of Human Rights

EXPLORATORY ENGAGEMENT

Periodically, we identify mechanisms which may provide the potential to support and protect HRDs, but in relation to which ISHR needs to undertake further research to identify the scope for leverage and the networks and expertise required for effective engagement. For 2017-2018, scoping work will be undertaken in relation to bodies including the UN Security Council, the World Economic Forum, and the African Union Peace and Security Council.

WHAT WE STRENGTHEN

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2020 RESULTS

Our strategic and complementary actions – including research, advocacy, strategic litigation, and coalition building – will contribute to ensuring that:

2.1. NHRIs and accredited NGOs are able to participate in the work of the Third Committee of the General Assembly.

2.2. The UN’s recently appointed high-level official on reprisals, together with reprisals focal points within other UN and regional human rights mechanisms, adopt robust and effective victim-oriented policies, leading to enhanced transparency, investigation, follow up and accountability.

2.3. The process for NGO accreditation to the UN is undertaken applying principles of transparency, non-discrimination, due process and respect for the rights to freedom of association and expression.

2.4. There are stronger processes and consequences for systematic lack of cooperation or compliance with Human Rights Council membership standards, including suspension and expulsion.

2.5. The institutional integrity of the Human Rights Council is upheld and respected by Member States and the General Assembly, while there is a growth in civil society and cross-regional support for the elevation of the Council as a principal organ of the UN.

2.6. International and regional human rights bodies adopt strong, substantive resolutions and recommendations which enhance the recognition and protection of HRDs and pay attention to the needs of groups of HRDs which are most at risk or exposed.

2.7. The Declaration on Human Rights Defenders and related instruments such as the Yogyakarta Principles are expounded and strengthened through the jurisprudence and commentaries of international and regional human rights bodies and experts.

2.8. Individual complaints procedures are more accessible and transparent to HRDs and victims, providing victims and their representatives with the ability to track the status of cases and interested third parties with the ability to intervene.

2.9. A greater diversity of UN agencies, inter-governmental mechanisms and business enterprises and fora develop policies and issue public statements in relation to the situation and protection of HRDs.

2.10. A cross-regional group of States mobilised by ISHR supports the strengthening of the UN treaty bodies from the perspective of HRDs and victims.

2.11. The third-cycle of the Universal Periodic Review provides enhanced opportunities for civil society participation, and there is an increase in the number, quality and implementation of HRD-related recommendations.

2.12. The mandates of the UN, African Commission and Inter-American Commission Special Rapporteurs on HRDs are continued and strengthened, while the independence and effectiveness of the UN’s Special Procedures system as whole is upheld.

2020 VISION FOR GOAL 2International and regional mechanisms are more accessible, effective and protective for HRDs, providing them with powerful levers for transformative change and platforms to exercise their rights to freedom of expression, association, assembly, and public participation;

International and regional human rights mechanisms develop standards and make recommendations which respond to and positively influence the operating environment for HRDs on the ground; and

Multinational business actors and multilateral business fora recognise the value, and act to protect, HRDs and civic space and freedoms.

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HIGH-LEVEL SITUATIONAL ANALYSIS

The legal recognition and protection of HRDs at the national level is crucial to ensuring that they can work in a safe, supportive environment and be free from attacks, reprisals and unreasonable restrictions. In recent years, a wide range of UN and regional experts and mechanisms have called on States to implement laws and establish mechanisms that explicitly guarantee the rights reaffirmed in the UN Declaration on Human Rights Defenders. They have also called on States to review and amend laws and policies which restrict, stigmatise or criminalise the work of defenders. This has catalysed or contributed to processes in a number of jurisdictions to develop specific national HRD protection laws and mechanisms.

Despite this, only a few States have incorporated the rights reaffirmed in the Declaration comprehensively into national law, while many States continue to implement legislation restricting the exercise of fundamental rights and freedoms. In those countries where specific laws or policies for the protection of defenders have been developed, lack of resourcing or political will are impediments to their effective implementation. Judicial reference to the Declaration, whether as a source of obligations or an interpretative instrument, remains low.

The relatively small number of jurisdictions to have enacted or adequately enforced HRD laws is just one example of the ‘implementation gap’ that exists between international and regional standards and national-level realities when it comes to the protection of HRDs and an enabling environment for their work. Positively, recognition of the need to bridge this gap is leading to some enhanced efforts to bring an ‘implementation focus’ and build implementation reports or follow up mechanisms into relevant international and regional resolutions and recommendations.

GOAL 3 ADVOCATE FOR NATIONAL IMPLEMENTATION

WHERE WE WORK

Subject to capacity and resources, we work with local partners to promote and advocate for national implementation of international and regional standards on the protection of HRDs and the maintenance of an enabling environment for their work where:

• advocacy assistance is requested from or supported by a reputable national or regional-level HRD organisation or network, particularly those organisations which ISHR has supported in their international or regional engagement;

• there is an open policy window and a reasonable level of receptivity to international or regional resolutions or recommendations; and

• the relevant government or institutions demonstrate political will and have a reasonable implementation capacity.

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2020 RESULTS

Our strategic and complementary actions – including capacity building, research, advocacy, strategic litigation, technical advice and coalition building – will contribute to ensuring that:

3.1. At least four jurisdictions from a diversity of regions enact specific HRD protection laws in conformity with the Declaration and the Model Law on the Recognition and Protection of HRDs. These laws are developed, implemented and reviewed in close consultation with national HRDs, helping to ensure that they are effective in their operation.

3.2. A Global Network of National Human Rights Defender Focal Points – senior-level State officials responsible for promoting implementation of the Declaration and other relevant standards at the national level and for promoting international cooperation and sharing lessons learned through the Global Network – is launched by ISHR in collaboration with a cross-regional group of supportive States.

3.3. At least four jurisdictions from a diversity of regions develop National Action Plans in conformity with ISHR’s ‘Guidance on Human Rights Defenders in National Action Plans on Business and Human Rights’.

3.4. The Declaration on Human Rights Defenders is expounded and strengthened, and national law developed and interpreted in conformity with the Declaration, through an increase in judicial and quasi-judicial references to the Declaration.

3.5. Resolutions and recommendations made by international and regional bodies on the protection of HRDs are more directly informed by the situation and protection needs of national-level HRDs, provide concrete policy guidance, specify timelines, and provide for mechanisms to monitor and follow up on implementation.

3.6. States and civil society have access to a new ISHR ‘Implementation Hub’ – being a repository of information, resources and tools, good practice examples, and lessons learned – regarding implementation of the Declaration and HRD-related resolutions and recommendations at the national level.

2020 VISION FOR GOAL 3 An increased number of States enact and effectively implement specific laws and mechanisms at the national level to recognise and protect HRDs;

States desist from enacting, or review and repeal, laws which restrict or criminalise HRDs contrary to international and regional standards; and

An increased number of national courts refer to international and regional standards to strengthen legal recognition and protection of defenders.

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We are committed to robust monitoring and evaluation of the impact of our interventions and the achievement of our objectives. Our Impact Measurement Framework assists to ensure that:

• our strategies and activities are effective in achieving our goals, remain relevant and responsive to identified areas of need, and represent an efficient use of limited resources;

• we assess and report on our progress; and

• we monitor and learn from our successes and failures.

To achieve these objectives, ISHR’s Impact Measurement Framework identifies concrete indicators for each of our five activity types. Progress against these multidimensional indicators is tracked through an online programme management tool used across all ISHR offices and field presences. The indicators include both quantitative and qualitative measures, draw on verifiable data sources and key stakeholder feedback, and track both short- and long-term impacts.

In light of security concerns for some partners and beneficiaries, we are unable to report on all of our activities. We also recognise that the complex, multi-actor, multi-factorial nature of most human rights change means that it may only be possible or appropriate to claim contribution to change rather than causation.

ISHR’s robust internal monitoring and evaluation processes are complemented by independent external evaluation of major projects, together with annual independent financial auditing.

MONITORING, EVALUATION AND IMPACT MEASUREMENT

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2020 VISION

We establish, support, resource and mobilise powerful networks and coalitions to achieve human rights impact.

2020 RESULTS

• ISHR develops and invests in deep, holistic and long-term partnerships where there is a strong alignment of values and objectives, including through a network of key strategic HRD partners who are regularly consulted to ensure that we remain highly responsive to the situation and protection needs of HRDs on the ground. ISHR will also explore the desirability and feasibility of exchanges and secondments with these partners to deepen collaboration and expertise.

• ISHR continues to act as a convenor of NGOs in Geneva and New York, securing access to high-level officials and coordinating initiatives to strengthen international standards on the protection of HRDs or to make international bodies and mechanisms more accessible, effective and protective for HRDs.

• Together with the Business and Human Rights Resource Centre, ISHR convenes a Business Network on Civic Freedoms and Human Rights Defenders, bringing together a powerful and influential cross-sector network of leading multinational companies committed to actively protecting HRDs and civil society space.

• ISHR promotes and support the establishment of a cross-regional network of States committed to supporting the participation and protection of HRDs at and through international and regional mechanisms.

• ISHR continues to participate in, resource and support key networks of which we are a founding partner, including the Women Human Rights Defenders International Coalition, the West African Human Rights Defenders Network, and the Business Network on Civic Freedoms and Human Rights Defenders, among others. Further, ISHR will act as the coordinator and secretariat for HRCnet, a coalition of leading international, regional and national NGOs engaging with the Human Rights Council and aiming to ensure it is accessible and effective for HRDs from the Global South.

• ISHR establishes a network of law firms, academic partners and institutions prepared to contribute to ISHR’s reports and to undertake research and analysis in areas of common interest on a pro bono basis.

PARTNERSHIPS

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2020 RESULTS

• HRDs have free access to all major ISHR publications in a variety of languages and formats.

• ISHR develops more dynamic and interactive online resources and tools for HRDs, including an innovative, moderated training and tactical platform to build HRDs’ capacity, to collaborate, and to develop and pursue advocacy strategies and plans.

• ISHR consistently and systematically seeks audience feedback and input, ensuring our communications remain targeted, relevant and responsive, with a focus on quality over quantity and timeliness over periodicity.

• While remaining expert, ISHR communications will increasingly seek to engage and influence stakeholders through values and a less technical, more humanised narrative.

• ISHR strengthens its media profile and engagement, being a ‘go to’ organisation on HRD-related issues, and using the media more extensively to pursue advocacy objectives.

• ISHR strengthens its use of visual communications, including through photography, videography, infographics and other data visualisation tools.

• ISHR uses social media more extensively to engage stakeholders, in addition to as a platform for the widespread dissemination of information.

• ISHR further strengthens its provision of ‘real-time’ information, including through webcasts and social media.

• ISHR enhances its digital security, optimising the safety of our staff and partners and the integrity of their information, and further develops our IT infrastructure to ensure that our staff can connect and collaborate efficiently from anywhere in the world.

2020 VISION

Our communications are highly targeted, accessible and effective. Our information products and resources:

• increase the capacity and expertise of HRDs;

• engage and influence key experts and decision-makers in relation to the protection of HRDs and an enabling environment for their work; and

• build public understanding and support for the vital and legitimate work of HRDs.

COMMUNICATIONS

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PART 3 MANAGEMENT PRIORITIES AND OBJECTIVES

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HUMAN RESOURCES AND DEVELOPMENT ISHR attracts and develops outstanding staff and volunteers with a deep commitment to the principles and practice of human rights, providing them with a collegiate and empowering environment, and a high level of fulfilment through important and impactful work that is appropriately recognised.

OUR HUMAN RESOURCES COMMITMENTS AND VALUES

• ISHR employs exceptional staff, placing a premium on alignment of individual and organisational values and a professional and pluralistic staff.

• ISHR provides staff with salaries and benefits at a level that is competitive among comparable leading international human rights organisations and that appropriately recognise experience and expertise.

• ISHR nurtures and provides staff, fellows and interns with a working environment and community that is highly collegial, collaborative and dynamic and a culture that values diversity, innovation and learning.

• ISHR provides employees with a flexible working environment, reasonably accommodating requests to work part-time or offsite, and respecting employees’ privacy and family life.

• ISHR recognises and promotes the expertise of staff, including through the provision of appropriate opportunities to externally represent the organisation.

• ISHR will continue to increase investment in the professional development of staff, including through exploring opportunities for secondments or exchanges with key partners, and through sabbaticals for outstanding service.

• ISHR is committed to the holistic security of staff, fellows, interns and trainees, including their physical, psychological and digital safety and wellbeing.

GOVERNANCE AND BOARDISHR’s Board is comprised of a diverse group of outstanding individuals with a deep commitment to the principles and practice of human rights, working collegiately and collectively providing ISHR with strategic leadership, policy guidance, organisational development support, and access to networks. Board members also contribute individually to ISHR in accordance with their capacities, including in terms of access to networks, fundraising, mentoring and professional development, publicity and media engagement, organisational representation, and high-level advocacy.

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WORKING METHODSISHR staff and volunteers work in dynamic, non-hierarchical, team-based structures that promote collaboration and learning, share leadership and responsibility, and optimally and sustainably leverage staff capacities and competencies.

OUR WORKING METHODS, COMMITMENTS AND VALUES

• ISHR ensures that all relevant staff are consulted and able to input into the formulation of organisational strategy and policy and into decisions which affect them, including through investment in an annual staff strategy retreat.

• ISHR staff and volunteers take a high level of individual and collective responsibility for the implementation of organisational policies and decisions.

• ISHR staff and volunteers work at a level which is efficient, disciplined, professional and sustainable, striving to work on fewer tasks in a deeper, more reflective and more effective way.

• ISHR will continue to increase the time, space and opportunities available for consultation, monitoring, evaluation, follow up and sharing of lessons learned, including through building such time and space into all relevant projects and activities.

ORGANISATIONAL STRUCTURE AND GROWTH

ISHR will grow in a way which is strategic and disciplined, building and leveraging our distinctive expertise and networks in Geneva and New York, while also further building the capacity of our partners at the national and regional levels. More specifically:

• ISHR will grow incrementally to a size of approximately 25 staff, of whom around 16-18 will be based in Geneva, 3-4 in New York, and 3-5 co-located with partners in regional posts.

• ISHR proposes to establish regional posts on a short- to medium-term strategic basis. Such posts will involve co-locating ISHR staff with a key national or regional HRD organisation or network, with a mandate to build the capacity of that organisation or network and to support and advise on national implementation of international and regional HRD resolutions and recommendations. These posts will assist to ensure that ISHR remains closely connected with the situation and protection needs of HRDs on the ground.

• ISHR will continue to access and leverage the pro bono expertise, capacity and resources of leading international law firms and explore similar arrangements with other professional service providers, delivering value for money and an outsized impact for donors.

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FINANCIAL SUSTAINABILITY AND DEVELOPMENTISHR will seek and professionally manage the financial resources necessary to flexibly and effectively implement this Strategic Framework, ensure the security and sustainability of the organisation, and establish and maintain a prudential reserve. More specifically:

• ISHR will continue to diversify and deepen our funding base, retaining existing donors and cultivating new donors through demonstrable impacts, compelling communications, prudential funds management, timely and transparent reporting, and leveraging the profile and networks of Board members and alumni (including former Board members, staff, interns and trainees).

• ISHR will aim for year-on-year income growth of an average 5-10% over the period 2017-2020, with income of USD 3 million needed to implement this ambitious Framework in 2017.

• ISHR will aim for a year-on-year surplus of an average 5-10% over the period of 2017-2020, minimum reserves of 25% of core expenses over the same period, and prudential reserves of 40% of core expenses by 2020.

• ISHR will maintain the proportion of core/non-earmarked funds at 50% or above to ensure flexibility and will ensure that no individual donor accounts for more than 25% of income to ensure independence.

• ISHR will continue to develop its individual giving programme, including through targeted online campaigns, personal contributions and outreach by Board and staff members, the recruitment of Board members with fundraising expertise and networks, and the establishment of a bequests programme and donor circle.

• ISHR will continue to explore and consider opportunities for private sector donations on a case-by-case basis, applying principles of due diligence.

January 2017

www.ISHR.ch