Institutional Support and Development (ISD) is the support unit to the entire organisation with the There are also synergies between sections of the outputs outlined below. For instance improved brand awareness will also heighten KHRC’s ability to increase the funding it receives. ICT can assist with fundraising through the use of online media for anonymous gifts and mobilizing for community fundraising.
Improved effectiveness and accountability will help to prevent the closing of civic space by countering the often (not always) spurious allegations of poor accountability. With regard to an international conference on the importance of evidence in Human Rights work the Monitoring, Evaluation and Learning (MEL) and Human Rights monitoring will need to work closely together as this event will have objectives that serve both functions.
Human Resources (HR) and MEL will work together to integrate organisational performance review with individual staff performance review. Linking issues of performance and accountability with KHRC’s finance team will ensure value for money and integrity in the use of funds. Data gathered through MEL will provide rich information for KHRC’s communications team.
ISD will therefore operate within the following strategic objective: A well-resourced and self-sustaining Commission that delivers on its mandate and will within this operational period focus on achieving the following outputs:
- Enhanced recognition of KHRC as a reference point in human rights: KHRC believes that access to information is at the core of people’s understanding of the world and, therefore, their ability to recognise and fight oppression. KHRC will use the media to expose human rights violations, seek redress for survivors of human rights abuses or to put pressure on those responsible for promoting and protecting human rights to take action. KHRC will provide platforms to give voice to those directly affected by human rights violations and abuses and to enable them to speak for themselves. KHRC will finalize its communications strategy and manual and begin to implement the provisions in these documents
New Media is harder to suppress, offers opportunities to give voice to those outside of the established circles of power, and can be used for effective and speedy citizen mobilisation. Therefore, KHRC will invest in its internal and partners capacities to use ICT. KHRC will host twitter chats and use Facebook and blogs. These mechanisms will enable KHRC to create a buzz to get mainstream media interested and give it an opportunity to reach powerful players it would otherwise not be able to publicly engage.
To promote access to information KHRC publishes research reports, policy papers, press statements and recommendations to duty bearers. KHRC will ensure effective dissemination and advocacy strategies for these documents, monitor who the documents ‘reach’ and the ‘uptake’ of recommendations. KHRC will also explore partnerships with institutions of higher learning to ensure better research, joint projects/ forums and sharing experiences and perspectives around issues of mutual interest. KHRC will raise awareness of its library (physical and remote access) and research portals that it makes available for researchers and human rights advocates.
To ensure the realisation of human rights KHRC works at County, national, regional and international levels. To reach audiences in different geographical locations KHRC will work with media within Kenya (national and county), East Africa, Africa and the world. KHRC will seek to portray the linkages between our work at the micro, meso and macro levels and how each link is essential to ensuring social change for one and all.
KHRC’s image and reputation is essential to its effectiveness. Therefore, KHRC will communicate its results to the public and portray a brand that resonates with Kenyans. KHRC will ensure that the information that it provides publicly is communicated in a way that can be easily accessed and understood. This involves a consideration of disability (large text, physical accessibility etc), language (English, Kiswahili or vernacular) and avoiding the use of jargon or complex language.
- Prompt action on emerging and systemic injustices: The problem of state sanctioned violations of human rights, reduced independence of the security sector and the closing of civic space in the name of security are key contemporary concerns. Therefore, KHRC will work to safeguard civic space and to create enabling CSO regulatory frameworks and institutions. Constitutional Commissions and Independent Offices are key to addressing systemic human rights violations so KHRC will audit and strengthen these institutions. KHRC will work to ensure the independence of the security sector and that this sector complies with the law. KHRC will monitor and report on human rights violations. In instances of severe human rights abuses that affect large numbers of people KHRC will conduct thorough investigations, comes up with robust recommendations. Investigations will be followed up by relevant advocacy and an exploration of all legal avenues available. KHRC will provide legal aid and public interest litigation to address systemic injustices. KHRC will also co-ordinate joint action at the County, National ACHPR and UNHRC to ensure the protection of human rights and the end of systemic injustices.
- KHRC is more efficient, effective and accountable: KHRC will achieve this output through clear strategic and operational plans, suitable human resources activities and initiatives that support strengthening of processes and systems, as well as the implementation of robust IT and administrative systems. KHRC will seek to be accountable in the following ways:
- Downwards: Accountable to the rights holders for whom we work (e.g. communities, community based partners and the public),
- Lateral: Accountable to ourselves as well as different stakeholders for whom we do not directly work (e.g. national partner organisations and KHRC itself including our Board, management and staff),
- Upwards: Accountable to KHRC’s, sponsors and donors and to the NGO Board.
To do this KHRC will monitor, review and evaluate its work. This includes the analysis of financial information in terms of a financial health dashboard (monitoring) and audited reports (evaluation). To monitor its work it will use 1) results tracker, 2) activity/expenditure tracker, 3) stories of most significant change, 4) participants reached (registration forms), and 5) training evaluation. Stories of most significant change will also provide the communications with success stories with related photographs. KHRC will also produce and share reports from the gathering and analysis of programme related information. KHRC will host an annual results dissemination / transparency event to tell external parties what KHRC has achieved and learnt. Moreover, KHRC will foster a culture of learning by providing spaces for reflection to ensure evidence based decision making at all levels of the organisation and with our community based partners.
Linkages with communities are central to KHRCs vision, relevance and legitimacy and to the sustainability of the movement. To fully exploit the opportunities afforded by devolution KHRC will work closely with community based partners.
INSTITUTIONAL RESULTS, RISK, SUSTAINABILITY AND LOCAL OWNERSHIP/ EXIT FRAMEWORK-APRIL 2017-MARCH 2019.
- RESULTS FRAMEWORK: Click here to read more...