Network of African National Human

Rights Institutions

(NANHRI)

Resources Mobilization Strategy

2015 -2019

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TABLE OF CONTENTS

TABLE OF CONTENTS 2

ABBREVIATIONS AND ACRONYMS 3

1.0 BACKGROUND AND INTRODUCTION 4 1.1 BACKGROUND 4 1.1.1 AFRICAN NATIONAL HUMAN RIGHTS INSTITUTIONS (NANHRI) 4 1.1.2 CURRENT SITUATION 4 1.2 INTRODUCTION 4

2.0 OBJECTIVES OF THE RMS 7 2.1 THE OVERALL OBJECTIVE 7 2.2 SPECIFIC OBJECTIVES 7

3.0 GUIDING PRINCIPLES 8

4.0 IMPLEMENTING THE RMS 10 4.1 FRAMEWORK FOR RESOURCES MOBILIZATION 10 4.1.1 IMPROVE COMMUNICATIONS AND INFORMATION FLOW 10 4.1.2 FRAMEWORK FOR DIALOGUE WITH COOPERATING PARTNERS 11 4.1.3 COMMUNICATE RESULTS 11 4.1.4 CAPACITY FOR RESOURCES MOBILIZATION 12 4.1.5 STRATEGY FOR IMPLEMENTATION OF THE RMS 12 4.1.6 IDENTIFY OPPORTUNITIES 13 4.1.7 DEVELOP AND STRENGTHEN PARTNERSHIP 13 4.1.8 MANAGE AND REPORT 13 4.2 MONITORING AND EVALUATION 15 4.3 PROPOSED BUDGET 16

5.0 ANNEXES 17 5.1 ANNEX 1: CURRENT NANHRI PARTNERS 17 5.2 ANNEX II: RESOURCE MOBILIZATION PLAN 18 5.3 ANNEX III: RESOURCE MOBILIZATION STEPS 20 5.4 ANNEX IV: CURRENT NANHRI RESOURCE MOBILIZATION EFFORTS 21 5.5 ANNEX V: NANHRI SWOT ANALYSIS MATRIX 23

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ABBREVIATIONS AND ACRONYMS

AU African Union CSO Civil Society Organisation

DIHR Danish Institute for Human RightsEU European Union GIZ Deutsche Gesellschaft für Internationale

Zusammenarbeit ICC International Coordinating Committee of National

institutions for the Promotion and Protection of Human Rights

ICPs International Cooperating PartneSC Steering Committee

M&E Monitoring and Evaluation NANHRI Network of African National Human Rights Institutions

NHRIs National Human Rights Institutions OHCHR Office of the (UN) High Commissioner for Human

RightsOIF Organisation Internationale de la Francophonie

OSISA Open Society Initiative for Southern Africa OSIWA Open Society Initiative for West Africa

OSJI Open Society Justice Initiative OSF Open Society Foundation RWI Raoul Wallenberg Institute for Human Rights and

Humanitarian Law RM Resources Mobilization

SIDA Swedish International Development Assistance SWOT Strengths, Weaknesses, Opportunities, and Threats

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1.0 BACKGROUND AND INTRODUCTION

1.1 Background

1.1.1 Network of African National Human Rights Institutions (NANHRI) The Network of African National Human Rights Institutions (NANHRI) is non-governmental organization and regional umbrella body that brings together 44 National Human Rights Institutions (NHRIs) in Africa. NANHRI, whose Secretariat is based in Nairobi, Kenya, is currently registered under Kenyan laws as an independent legal entity and has been operational since 2007.

NANHRI plays a critical role on the continent with respect to the establishment of human rights policies’, technical guidelines, norms and standards. It provides technical policy advice, contributes to National Human Rights Institutions (NHRIs) sustainable capacity building, strengthens NHRI’s management capacity, and strives to provide human rights protection and promotion leadership by coordinating efforts at International, regional, sub-regional and national levels.

The rapidly escalating and sustained complexity of the challenges facing the promotion and protection of human rights on the continent have generated an increased level of demand for the technical expertise and support provided by NANHRI. Resource mobilization efforts for the Network’s coordination role as well as the resource requirements for running the secretariat and its planned activities are of crucial importance to effectively respond to human rights concerns in Africa.

1.1.2 Current Situation Since inception NANHRI has performed fairly well in terms of fulfilling its mandate. This has been possible due to close collaboration with donors, programme and implementing partners (Annex 1).

As part of implementation of the previous strategic plan, NANHRI implemented a number of projects (Annex II). However, a significant human resource capacity and funding shortfall in all the areas of the secretariat’s work jeopardizes effective implementation of NANHRI’s strategic plan (2015-2019).

1.2 Introduction A SWOT Analysis, staff and network members experiences informed the development of this resource mobilization strategy (RMS). While NANHRI has a huge comparative advantage due to its unique coordination mandate, it has to overcome a number of challenges to effectively improve its resources. These include;

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• Lack of structured and coordinated information: Information flow relatedto resource mobilization lacks within and beyond the secretariat. Aninformal internal needs assessment conducted showed that there is littleinformation on ongoing resource mobilization strategies and targets.There is also a significant lack of information on who is responsible for RMin general and for fundraising in particular. Information relating to donorprofiles, processes, funding opportunities, predictability of funding etc.needs to be readily available or easy to access. It is equally important toimprove internal communication at the secretariat level, from the Steering Committee (SC) to and from the NHRIs, between NHRIs, and between the secretariat and the SC.

• Lack of Processes and Standard Operating Procedures: It is imperativethat NANHRI standardizes processes and operation procedures withrespect to the mobilization of resources. The organization requires a solidcomplement of basic processes that will facilitate initiative and enhanceefforts.

• Lack of Incentives and Empowerment: Staff members require incentivesto identify opportunities, design projects and articulate activities to donoraudiences. They need to do so in a conducive environment thatencourages both individual and team efforts.

• Insufficient Skills or Capacity: Individual staff need relevant skills andcapacity to capture and optimize opportunities as they are presented tothem. However, training is not in itself an objective. It needs to beaccompanied by support for applying newly acquired skills and capacity atthe secretariat.

• Lack of Donor and Partner Interaction Opportunities: Mobilizingresources is intimately linked with two factors: (1) knowing about anopportunity that exists, and (2) getting the donor’s attention. The latterrequires in most cases getting in front of the donor. Donor intelligencegathering by the officer in charge of RM must be done with availableresources for “donor intelligence”. This is an aspect that is highlyunderutilized by NANHRI.

• Little emphasis on existing and interpersonal relations: The value ofexisting relations and networks cannot be overemphasized. Studies haveshown that a major motivation in the decision to commit funding is therelationship between the donor and the recipient. Efforts should beundertaken not only to build new relationships, but to nurture existingones.

• Emphasis on producing results and monitoring impact: Donors are placingincreasing importance on implementation, delivery, monitoring andevaluation of programmes, as well as documentation of impact. Thesecretariat should in its proposals, reports and through inter-personalcommunication highlight the mechanisms and systems it has in place toensure accountability, transparency and cost-effectiveness.

The RMS outlines the challenges impacting effective resource mobilization, the current trends in donor funding for human rights priorities, assesses internal

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structures and provides a framework for mobilizing resources.

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2.0 OBJECTIVES OF THE RMS 2.1 The Overall Objective The overall objective of the NANHRI Resource Mobilisation Strategy is to ensure that there is a clear, systematic, predictable and well co-ordinated approach to soliciting, acquiring, and utilisation, management, reporting, monitoring, and evaluating assistance from International Cooperating Partners and for expanding the resource base to ensure sustainable resource availability for implementation of the NANHRI’s programmes as stipulated in 2015-2019 strategic plan. 2.2 Specific Objectives The specific objectives of the strategy are to:

1. develop and improve relations and dialogue between NANHRI and the Cooperating development Partners ;

2. mobilize adequate resources for NANHRI to carry out all the activities as per the 2015-2019 strategic plan;

3. Put in place a framework for resource mobilization.

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3.0 GUIDING PRINCIPLES NANHRI will pursue a resource mobilization strategy that is consistent with its overarching goals and priority programmes as stipulated in its strategic plan 20i5 -2019. The strategy will also comply with the principles laid down in the Paris Declaration (2005)1 aimed at making aid more effective. The guiding principles of the RMS are as follows: Principle 1: Embracing One NANHRI The recognition that NANHRI needs one corporate identity and approach in its interaction and relations with its donors and partners cannot be overemphasized. Embracing one NANHRI ensures that donors and partners get a consistent message regardless of the source. Principle 2: Meeting Members’ Needs Governing the Network’s interaction with donors and partners is the inviolable principle that the Network maintains its core mandate and role—supporting its members. Principle 3: Creating an Enabling Environment for Mobilizing Resources An enabling environment includes adequate support and other factors that directly or indirectly influence an individual’s or the organization’s ability to identify, mobilize, track, spend, monitor and report back on resources received. All these activities are to be undertaken within the parameters provided by NANHRI General Assembly, the Steering Committee and the Network’s secretariat. These include organizational structures; human resources; effective operational and managerial systems, tools, guidelines and practices. Principle 4: Building the Capacity of Internal Human Resources Any significant and sustainable increase in the current levels of resource can only be achieved by building the capacity within NANHRI Secretariat itself, and strengthening the skills needed to generate such additional funding. It is important that staff members are equipped with essential skills that will enable them to be successful. Initial skill-building sessions should focus on

1 The Paris Declaration outlines the following five fundamental principles for making aid more effective: Ownership, Alignment, Harmonisation, Results and Mutual accountability.

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building the individuals’ ability to identify and assess opportunities, to assess and determine the interests of external audiences through conversation, and to make conversation with the objective of sourcing information or soliciting advice. Proper skill-building sessions with emphasis on improving negotiation skills, proposal writing skills and presentation skills should be organized through trainings, workshops and working sessions using a variety of media, including the Internet and video-conferencing. Principle 5: Results-based programming and implementation Results! Results! Results! The significant increase in the number of players in the African human rights architecture has resulted in high competition for resources. To remain relevant in this increasingly competitive landscape, it is imperative that the secretariat delivers high quality services and assistance in a timely and appropriate manner. It is equally important to deliver on promises made and to be accountable for results and impact through rigorous monitoring and evaluation of efforts.

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4.0 IMPLEMENTING THE RMS NANHRI’s unique position presents opportunities for meeting and identifying potential donors at international, regional and sub-regional levels. While NANHRI is not a governmental body, the members are and this blend of an identity can make NANHRI attract resources from different sources. The main efforts are described as a resources mobilization framework. Implementing the RMS also requires a budget and an M&E system. 4.1 Framework for Resources Mobilization 4.1.1 Improve Communications and Information Flow The RMS calls for improved communication and information flow through the following ways;

• Develop an information package: NANHRI will develop a basic information package (capability statement, case studies, etc.) to help address information gaps and improve awareness about its existence and operations.

• Share Existing Information: NANHRI to develop donor mapping information and share with the SC and fund raising committee.

• Establish a Knowledge Management System: The system should have a repository with donor profiles, proposal templates and NANHRI information. Modules on proposal writing could also be included.

• Strengthen Communication Linkages at all levels: A communication loop should be established that will allow the Secretariat as well as the SC to convey important information to the sub-regional focal points and beyond. Increased communication between the SC and the secretariat will allow the SC to better represent the needs and priorities of the members.

• Strengthen Communication with External Audiences: It is recommended that a comprehensive package of information is compiled and adapted to donor audiences. This should be prepared jointly by the programmes and the communication office so that the package is well informed by programme reality and expectations.

• Increased use of NANHRI official Website: NANHRI’s website is a premier vehicle for communicating to external audiences, including potential donors. The website should provide services and tools to facilitate donor decision-making, and include contact details for senior regional office staff. The officer managing the website should be properly trained to communicate effectively with external audiences. It is recommended that more rigor is applied to develop and implement a standard operating procedure (SOP) for updating, posting and renewing information on the website.

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• Include Resource Mobilization Updates in staff meetings: The secretariat already holds regular staff meetings, which could serve to further enhance information sharing and open communication on resource mobilization. The staff meetings should also be used to underscore the importance of resource mobilization and create a culture of shared responsibility and pride in mobilizing the resources needed.

4.1.2 Framework for Dialogue with Cooperating Partners Donor engagement is a crucial step towards resource mobilization. The strategy calls for;

• Proactively Solicit Information: It is recommended that a biannual working session is organized between the secretariat and the SC with the purpose of determining the exact divisional and programmatic needs and discussing concrete opportunities for mobilizing resources and/or strategies for accessing funding.

• Establish Resource Mobilization and Partnership Team at all Levels: For the purposes of facilitating the development of this strategy a regional and sub-regional resource mobilization focal points/board will be established. The regional focal point will be the SC advisory board on resource mobilization. The five sub-regional networks operating at the level of the RECs will also be asked to designate a resource mobilization and partnership focal point. It is strongly recommended that the team established through this nomination be formalized and its Terms of Reference developed. The teams should meet at least semi-annually, and one of their major objectives should be information sharing.

• Encourage interpersonal relationships: The need for strong interpersonal relationships should not be underestimated. It is critical that opportunities for interacting with and ideally meeting with donor audiences throughout the year are tracked and seized. Consideration should be given to tracking fund solicitation meetings or courtesy visits to potential or new donors. A system will be put in place to track these interactions and follow up on any leads they generate.

• Capitalize on International Meetings and Events: It is recommended that a calendar be developed to map all major donor and/or partner meetings and events on the continent and beyond. With proper mapping and preparation, it is possible to turn a variety of events into communication, advocacy and/or resource mobilization platforms. Such opportunities include the annual meetings of the ICC, other international working groups, regional NHRIs forums, international and regional HR meetings, etc.

• Organize Resource Mobilization Events; These may include (i) an Annual Signature Events (ii) Donor Round Tables (iii) annual/semi-annual meetings in donor capitals and (iv) capitalize on Regional Meetings.

4.1.3 Communicate Results Communicating results is a key element of getting noticed by donors. This gives leverage for resources mobilization. NANHRI will;

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• Develop an Advocacy and Communication Strategy: Communication is a vital tool for resource mobilization. It is recommended that a formal advocacy and communication strategy be developed to aid resource mobilization.

4.1.4 Capacity for Resources Mobilization There is an urgent need to build capacity at all levels on resource mobilization. This includes development of tools and skills. NANHRI will;

• Clarify Roles and Responsibilities: It is first and foremost essential to clearly articulate and describe the role and responsibilities for resource mobilization at various levels—the SC, the regional advisory board, the sub-regional board, and the secretariat.

• Build the Resource Mobilization Case Internally: First and foremost it is important to sensitize staff about the premise for mobilizing resources. Getting key individuals to understand and fully embrace the concept and the roles and responsibilities associated to RM is a critical first step.

• Develop Resource Mobilization Manual: There is already a lot of information available related to standard procedures and best practices from a plethora of initiatives at the secretariat that will inform development of a resource mobilization manual. A comprehensive resource mobilization manual should be developed, including standard operating procedures and processes. The manual should then define the direction of resource acquisition and utilization.

4.1.5 Strategy for Implementation of the RMS

• Introduce Incentives for external resource mobilization: NANHRI could consider engaging professional fundraiser to write award winning proposals at a fee pegged on funding. This could be explored further for its sensitivity and utility within the secretariat.

• Secure Senior Management buy-in: Top-level management buy-in is required to facilitate and support the execution of this strategy. Senior Management includes not only that of the secretariat, but also SC and the General Assembly (GA). Sensitization is needed to determine why and how the secretariat anticipates to mobilize resources, and ideally if and how efforts can be supported and expanded beyond the secretariat. Finally, it is essential that the secretariat’s senior management understands how funding will be allocated and which priorities and guidelines will be pursued or followed as unspecified funding becomes available. Prior planning and prioritization is key.

• Establish a RM Advisory board: A resource mobilization Advisory Board (AB) for NANHRI comprised of representatives of the donor community, the international development community, academia, civil society and the private sector should be established. The Advisory Board will help to direct resource mobilization efforts and serve as ambassadors for the secretariat and the NHRIs they represent. The taskforce should ideally meet a couple of times a year with a set agenda. Its meetings could be convened in

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conjunction with major stakeholder gatherings such as the AU summit, Commonwealth of Independent States meetings, etc.

4.1.6 Identify Opportunities It is important to proactively identify funding opportunities, as soon as or ideally before they become public knowledge. There are many sources and resources available summarizing tender opportunities or cataloguing donors with a particular interest or focus. Constantly scanning the horizon, networking and soliciting intelligence is the responsibility not only of one person but also of every staff member at the secretariat, regardless of position. It is important to take note of individual donor countries’ financial year; often there are opportunities for accessing unspent year-end funds a couple of months before they expire.

• Donor intelligence gathering: It is recommended that donor intelligence be undertaken and information shared to facilitate and encourage interaction. This work will be guided by and jointly executed by the entire secretariat. Intelligence should include donor profiles (policies, preferences, geographical focus), but also include a mapping of donor hubs on the continent and pooling of like-minded donors around thematic areas of attention. The Diaspora represents a growing and increasing donor potential and such information should be included in the donor intelligence gathering process.

4.1.7 Develop and Strengthen Partnership The donor landscape encourages partnership. This will be embraced through Joint Proposal Writing (especially with credible organizations in the region). Joint proposal development or reporting will facilitate not only a mutual understanding between NANHRI and its members but also increase NANHRI’s credibility. The joint proposal could be vertical (joint proposal with one NHRI or a group of NHRIs at any level) or horizontal (with institution outside NANHRI structure). Establishing cross-organizational working groups around the achievement of the SDGs and/ or other thematic approaches can leverage NANHRI and act as pedestals for attracting funds. 4.1.8 Manage and Report Institutional effectiveness is one of the key requirements for donor partnership. NANHRI will;

• Improve Partner Reporting Systems: Donors are under increasing pressure to justify programmes and projects with their stakeholders and constituencies. The secretariat should develop and deliver donor reports that assist donor agencies in justifying investments in the promotion and protection of human rights, by providing compelling results and evidence from the projects and programmes implemented.

• Provide Additional Implementation Support: It is acknowledged that there often are complexities and challenges associated with project start up and/or implementation. It is recommended that an initial “kick off” meeting be organized prior to the commencement of any new initiative.

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The purpose of the meeting would be to bring staff together to make sure everyone understands the project and the type of support that colleagues may be able to provide.

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4.2 Monitoring and Evaluation Monitoring and evaluation of the impact of this resource mobilization strategy is of paramount importance. The single most important measure of success will be the Secretariat’s ability to mobilize adequate resources to carry out all its planned activities in the strategic plan 2016-2019. Monitoring and reporting is not new to NANHRI. The Secretariat already evaluates and reports regularly on the implementation of programmes to the SC and its donors and/or partners. The current system will be refined to include monitoring of progress in the implementation of this strategy. This will require additional milestone and indicators. Table 4.2 provides a summary of milestones and indicators of progress towards the resource mobilization goal. Table 4.2: Monitoring and Evaluation Framework

STRATEGY

Milestone Milestone Indicator Indicator

Overcoming the information challenge

Streamline information sharing among NANHRI structures

Diversify information channels between NANHRI & partners

Officer in charge of resource mobilization in place

Knowledge Management system in place

Overcoming the communication challenge

Develop a communication strategy

Revamp the website

Communication strategy developed

A new website operational

Overcoming the lack of processes challenge

Develop SOPs Develop Policies – Travel Policy RM Policy

Policies in Place SOPs in place

Overcoming the challenge of Staff Motivation

Initiating Team Building activities

Avail resource materials

Team building activities held

Resource materials in place

Overcoming the challenge of Insufficient staff Capacity

Develop Staff Training Plan

Conduct Trainings each quarter

Staff trainings conducted

Staff specialization on various thematic areas

Overcoming the challenge of Lack of Donor & Partner Interaction Opportunities

Conduct Donor Mapping

Organize Donor round table meetings

Donor & Partner information gathered

Meetings with relevant donors held

Overcoming the challenge to produce results and evaluate impact

Develop M&E framework in all proposals

M&E officer in place

Project action plans

Project mid-term reviews

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4.3 Proposed Budget The execution of this plan requires the commitment of human and financial resources. However, given the current financial position of the secretariat, it might not be an option to simply just recruit additional staff. Table 4.3: Expenditure and Income projections for 2015-2019

2015 2016 2017 2018 2019 TOTALS TOTAL PROGRAMME COSTS

1,004,000 1,744,000 1,354,000 1,144,000 1,205,000 6,451,000

TOTAL ADMINISTRA-TIVE (CORE) COSTS

300,800 362,650 355,235 420,600 420,100 1,859,385

TOTAL COSTS 1,304,800 2,106,650 1,709,235 1,564,600 1,625,100 8,310,385 Less MEMBERSHIP FEES 160,000 160,000 160,000 160,000 160,000 800,000 TO BE RAISED FROM DONATIONS, GRANTS ETC

1,198,800 1,946,650 1,549,735 1,404,280 1,465,100 7,510,995

Source: NANHRI Strategic Plan 2015-2019.

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5.0 ANNEXES 5.1 Annex 1: Current NANHRI Partners

Donor Programme Partners Implementing Partners

MacArthur Foundation DIHR AU

OSF APT Common Wealth

EU RWI OIF

SIDA GIZ UNDP

UNOHCHR OSISA ICC

OSIWA KAS

OSJI Member NHRIs

Plan International

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5.2 Annex II: Resource Mobilization Plan

Objectives Actions steps Persons Responsible

TA/Support Desired

Priority Level

Deadline

Expand support by xx donors

1.Research information on donors 2. Submit at least xx proposals to donors

Expand support by US dollars

2,041,650

160,000

Identify expected opportunities

Research on Upcoming funding opportunities

Develop and /or compile all template documents for developing proposals

Update corporate capability statements Develop CV template and Update CVs Develop past performance references template Develop budget and budget note templates Update Audit reports Develop Management plan organogram M&E – develop template, document approach (framework)

Develop fundraising systems to support resources mobilization

Develop prospective donor list with contact and background information, and notes on their strategies. Secure soft copies of all donor templates Assign roles and responsibilities for cultivation of exiting donors. Develop process for assigning proposal development coordinator role. Establish a list of possible editors for proposal documentation.

Assign roles and responsibilities for resources mobilization staff

Develop a process for proposal coordination and follow-up 3. Assign responsibilities for new donor research

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Documentation for resource mobilization

Develop and disseminate a basic information pack (organization, Case studies, programme results, success stories)

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5.3 Annex III: Resource Mobilization Steps

Practical Steps

Activities Responsible Time frame

Identify Develop a matrix of resource partners, mapping their interest and NANHRIs strategy

Use tools to identify Engage Develop concept notes and programme/project proposal

Refine the resources partners matrix, matched to specific concept notes/proposals

Develop a communication plan detailing how each resource partner identified will be engaged

Develop promotional materials and update website to communicate key priority programmes and projects

Engage resources partners through field visits/Workshops/Meetings Negotiate Ensure that the resource partner is acceptable to NANHRI Manage and Report

Ensure the reporting is conducted in a timely fashion, and as agreed with the resource partner

Communicate Results

Develop information pack (Project Sheets) to widely communicate the success of programmes and projects

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5.4 Annex IV: Current NANHRI Resource Mobilization Efforts

Funding source Description Funding Period Swedish International Development Cooperation Agency through the Raoul Wallenberg Institute;

The initial support from the RWI was largely in the context of jointly hosting capacity building activities (training workshops) for the benefit of NANHRI member institutions. However in 2011, the 2 organizations entered into a formal partnership agreement that yielded a 4 year project seeking to strengthen African NHRIs through various activities and initiatives. The project has so far seen NANHRI directly receiving annual project funds (over the four year period) which total to USD 733,736 This partnership project has equally entailed institutional support for NANHRI that seeks to bring the NANHRI Secretariat to a level where it can adequately meet the needs of its members and also be able to manage direct funding from different funders.

2012-2015

McArthur Foundation Through a project proposal submitted to the McArthur foundation, they funded NANHRI to the tune of USD 400,000 for a 3 year project that has ended in December 2014.

2012 - 2015

Open Society Foundation (OSF); OSISA Open Society Justice Initiative OSIWA

They funded a one year project for the benefit of Southern African NHRIs on Torture prevention. US$ 96,000. They contributed with funds towards the implementation of a workshop on the role of NHRIs in implementation of decisions of regional human rights bodies that took place in Banjul on 19 to 21 April 2015. Amount received US$25,000. The Open Society Initiative for West Africa (OSIWA) supported a consultative meeting for 6 NHRIs in November 2014 and has pledged a further US$ 35,000 for a training workshop.

2013

European Union through the Association for the Prevention of Torture (APT);

A 3-year partnership project on ‘Enhancing the leading role of National Human Rights Institutions (NHRIs) in protecting the rights of persons deprived of their liberty in Africa’ The project has so far seen NANHRI directly receiving annual project funds

2013-2015

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(over the three year period), which total to USD 71,560. The funds a mainly for administrative costs for the secretariat. The project has been extended and there is some additional funding.

PROGRAMME PARTNERS

GIZ Conducted a two-month study on NANHRI’s Perspectives on the Implementation of the African Court’s Decisions worth USD 8,950.

2015

Plan International Discussions are currently underway with Plan International through its Pan Africa Office on modalities of partnering with NANHRI on a Pan African project on Childs Rights Monitoring. US$90,000

IMPLEMENTING PARTNERS

NANHRI annual member contributions

The compliance to this annual obligation is still below expectation. Below are some key statistics

1. As of 2015, 17 of the 44 NANHRI members regularly and consistently pay their membership dues to NANHRI

2. In total, NANHRI receives on average of USD 110,000 per year from its member institutions

3. The funds received from members are crucial in supporting NANHRI’s core budget

4. The Kenya National Commission on Human Rights (the host institution) greatly subsidizes NANHRI’s core costs to the tune of USD 9,700 per year in the form of office space, parking, electricity, water and other key amenities.

Ongoing

AU 1. OIF 1. They have supported NANHRI in

implementing activities with the francophone NHRIs. In 2015, OIF supported NANHRI to a tune of USD 25,000.

2. OIF also supported the participation of francophone NHRIs in the just concluded biennial conference with EU 20,000 (US$21,000)

Common Wealth UNOHCHR

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5.5 Annex V: NANHRI SWOT Analysis Matrix

Strengths Weaknesses • Human Rights funding to Sub-

Saharan’s is popular with many donors.

• Prominent normative and regulatory role.

• Presence in 44 African states. • Strategic position as the only regional

network dealing with NHRIs in Africa

• Competition for funds with NHRIs. • Inefficiencies in receiving, tracking and

monitoring funding. • Few incentives for staff to engage in

RM activities. • Inadequate knowledge, skills and/or

experience in fundraising • Lack of coordinated efforts between

NANHRI structures. • Poor communication strategies • Non interactive website

Opportunities Threats

• Interest in Human Rights sector is increasing.

• New emerging donors and wealthy foundations.

• Links with international HR institutions (OHCR, UNDP, ICC,)

• Range of partners at all levels increasing.

• Strong platform for support to HR priorities

• Potential to be a resource center for NHRIs

• Significant and increasing competition for resources from other HR institutions

• Possibility of donor fatigue if NANHRI does not develop more proactive tactics

• Perceived inefficient and lackluster NANHRI

• Global financial crisis.

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