ANNEX 1-14 ANNUAL REVIEW 2016 GENEVA, 19-23/3 2016

Transcription

1 ANNEX 1-14 ANNUAL REVIEW 2016 GENEVA, 19-23/3 2016

2 List of Annexes: Annex 1:Description of the Governance structure in the project document Annex 2: NOTES TO ICC (Notes from March, May and October 2015) Annex 3: Meeting Report on the organisation of ICC and funding available to support the development of ICC Annex 4: Terms of reference for two GANHRI positions funded by the NHRI.EU project Annex 5: Meeting report, Berlin Annex 6: Knowledge Management Assessment for GANHRI UNDP (2016) Annex 7: Agenda and participant list for Steering committee meeting Annex 8: Agenda for Project Implementation Committee Annex 9: Status of project (memo) Annex 10: Introduction to the project (power point presentation) Annex 11: Re-grants (power point presentation) Annex 12: Visibility (power point presentation) Annex 13: Project Leaflet Annex 14: Correspondance with EU regarding new governance structure.

3 ANNEX 1

4 Governance structure of NHRI.EU. DIHR Steering committee Advisory Panel DIHR PM Unit act as secretariat to the steering committee Project Implementation Committee DIHR INTERNAL PROJECT ORGANISATION Body Composition Functions Main Applicant/ Programme Director Advisory Panel / Reference group Steering Committee DIHR Executive Director NANHRI Chair & Secretariat ENNHRI Chair & Secretariat APF Chair & Secretariat RINADH Chair OHCHR NIRMs UNDP The Advisory panel has to decide on a chair. DIHR PM unit serves as secretariat DIHR International Director ICC Chair ICC Secretary DIHR International Director chairs the meeting Final decision-making authority and accountability to EU The Advisory Panel is a mechanism for a) Sharing of information between the EIDHR programme and regional networks, ICC and key external stakeholders b) Identifying synergies and opportunities to promote coordination of activities and avoid duplication of tasks c) Disseminating Programme results d) Securing inputs and feedback The Steering Committee is a mechanism for a) Deciding on the overall political and strategic direction of the programme b) Informing the ICC about the programme c) Providing accountability of the programme with the ICC

5 Programme Implementation Committee/ Management Unit DIHR Department Director Co-applicant 1 Co-applicant 2 Co-applicant 3 Co-applicant 4 Co-applicant 5 DIHR project manager DIHR Project Economist Other DIHR Department Director chairs the meeting The Programme Implementation Committee is the mechanism with responsibility for a) Project management b) Deciding on overall priorities in line with the EIDHR programme documents and legal basis c) Deciding on any deviation from programme documents. The PIC can alter components, outcomes and outputs d) Implementation e) Donor reporting f) Financial reporting

6 ANNEX 2

7 THE DANISH INSTITUTE FOR HUMAN RIGHTS MARCH 2015 NOTE TO ICC BUREAU FROM DIHR: EU GRANT TO NHRIS, REGIONAL NETWORKS AND ICC 1. INTRODUCTION AND CONTEXT In 2014, the European Commission adopted a legal decision to grant funds for capacity development for NHRls under the European Instrument for Democracy and Human Rights, the EU's main funding instrument to provide support for the promotion of democracy and human rights in non-eu countries. 1 In its legal decision, the European Commission states that this EU funding for capacity building of NHRls will be channelled through DIHR,, as the "main applicant". This mechanism was decided on by the European Commission following consultation between the European Commission, DIHR, the ICC Chair and Bureau, to secure support for this arrangement. The EU's proposed grant is in the amount of approximately EUR 5 million, with an additional EUR 250.CXX> suggested own contribution from DIHR, over a 3-year project period. The grant should be directed towards dedicated capacity strengthening activities, rather than the ordinary "operating" costs of beneficiary organisations. The European Commission's decision envisages that the ICC and regional networks should be closely involved in the implementation of the programme, alongside DIHR. As the "main applicant" and contract holder, however, DIHR is and remains ultimately responsible to the European Commission for all funds received and is required to administer in full compliance with European Commission grant rules. This means that DIHR is liable to repay to the European Commission any funds that may be found upon external audit to be unaccounted for or improperly spent, up to the full grant amount of EUR 5 million, and up to 10 years after completion of the programming period. 1 See Regulation (EU)No. 235(2014) establishing the EIDHR for the period ; Commission Decision adopting Special Measure concerning the Work Programme 2014 for the EIDHR to be financed under Budget Line of the General Budget of the EU, and Annex S to the Special Measure, entitled "Supporting key actors - National Human Rights Institutions (NHRls)'.

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40 ANNEX 5

41 ICC-Meeting Berlin 08/09. February 2016: Summary of the discussion on Monday, the : 1. Summary of discussion around the minutes from the November meeting Clarification around the purpose of the meeting o The meeting was convened in order to discuss the application to UNDP and to make sure that the application was done in consistence with use of the EU-funds. o Second objective was to make sure that the transition from outgoing chair to incoming chairs is organised properly and that the current work and functions done by Judith and Vivian from the South African NHRI are taken over by the new Chairs office. Several additional information points will be added to the minutes from the presentations on functions of the current officers Content and common understanding on the Merida decision: Common understanding that at the Bureau meeting in Merida it was decided that the support from the EU funding shall be used to improve the ICC chairs office. In telephone conversation with the DIHR, Michael Windfuhr and Marie Louise Muff clarified that the EU funds should to a core degree be used to support the secretariat in Geneva, but if all other support fails to be financed for the German ICC Chair, parts of the money could also used to contribute to the financing of the special representative as support to Beate Rudolf. 2. Statute changes No need to change even if the mentioning of NIRMS as secretariat cannot and should not be read as a normal secretariat. It must be seem more than an UNsecretariat with fulfills certain support structure for GANHRI The future relationship with NIRMS shall be on the agenda of a formal exchange with NIRMs after the change in the ICC-Chair. The relationship shall be expanded and further strengthened. 3. Clarifications concerning job profiles - All job profiles shall follow the same structure and contain a section on required qualifications and on the reporting line of each position + with whom the person is required to cooperate. - All profiles shall be sent around to the regional networks for further discussion. The dead line will be short (one or two weeks) in order to allow that the jobs are filled soon. Head of office / ICC director o The post shall not be called director it gives the wrong impression about the role of that persons o The term face to the organisation is too strong. The face is the ICC Chair and the regional chairs and the second layer of faces are the special representative and the Geneva representative as faces in the political context o It is seen by all as an office head organizing the Genva office, following up ICC strategy and decisions. Titels could be Operations manager, Office manager or executive director. 1

42 o o o Responsibility of the annual auditing should be mentioned, in close collaboration with the finance office. Auditing is an important milestone every year. Coordinating of project implementation and project accounting are important tasks of the office head. Reporting line: ICC-Chair Special representative o Job description was supported: o Presenting GANHRI at High level forum representative, particularly in New York, when needed also in Geneva in close collaboration with ICC-Chair in order to assist the ICC Chair coping wih the work load o Capacity to visit the GANHRI regions regularly o Capacity to be involved in situations where NHRI are under threat (while the coordination of such situation is done in the ICC-Chairs office) o Can help with initial fundraising contacts at high level, followed up by the work of the head of office in Geneva, who should follow up fundraising opportunities Geneva representative o The current job profile was supported. It is good that somebody in Geneva coordinates the presence of GANHRI in the UN-Human Rights system, a person with the time and capacity to focus on this work o The person should also be in charge to be the regular person follow-up the SCA-processes, because of the link to the overall human rights trends and developments Finance officer + administration officer o Bullets mentioned are all relevant o It would be better to call the officer finance and administration office o Additional tasks must cover the membership fee handling office administration: Computer purchase and handling, petty cash, telecom / wifi organisation, office furniture Budgeting processes and monitoring Administration officer o Current job description is valid o Support in organizing meetings, conferences o Support in organizing travel, the presence of NHRIs in Geneva etc. ICC-Chairs office technical /research officer o In general support to the job description o The person should also be in charge to support GANHRI and the Geneva office with the communication work ICC-Chairs office assistant o Support to the job description 2

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91 STEERING COMMITTEE MEETING 19 MARCH 2016 AGENDA FOR STEERING COMMITEE MEETING HOTEL ROYAL (MANOTEL GROUP) SALON EAUX- VIVES MEETING ROOM AVENUE DE LAUSANNE 41 GENEVA

92 AGENDA, TIME: PARTICIPANTS: ICC CHAIR (OUTGOING AND INCOMING, ICC SECRETARY, DIHR I. GOVERNANCE STRUCTURE II. STATUS OF THE NHRI.EU PROJECT III. DEVELOPMENTS IN THE ICC COMPONENT IV. BUDGET ON ICC V. KNOWLEDGE MANAGEMENT NEEDS ASSESSMENT, UNDP VI. AOB LUNCH FOR STEERING COMMITEE

93 AGENDA FOR 19 MARCH PROJECT MANAGEMENT COMMITTEE ALL REGIONAL COORDINATORS INCL. STAFF 19 MARCH March, time: STATUS OF PROJECT i) Welcome ii) LFA and governance structure iii) Status of project - Management & Operation: compliance, systems, organisation and budget - Blended learning: Learning needs assessment, process, service providers - Organisational development: ICC and regional secretariats

94 AGENDA FOR 20 MARCH 2016 PROJECT MANAGEMENT COMMITEE (CONTINUED) : Introduction to organisational development (OD) concept and external consultants : Re-grants in the project: timelines and governance : Lunch OD bilaterale talks : ICC and OD consultants : APF : ENNHRI : NANHRI : Americas

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102 INTRO TO INTERVENTION LOGIC OVERALL OBJECTIVES - Long term objectives - Not likely to be achieved within the project period SPECIFIC OBJECTIVES - Planned to be achieved within project period - will be monitored by using indicators BLENDED LEARNING (NHRI S) - Essential methodology in reaching specific objective 1&2 - Building on the blend between human and technology - A 3-step process: 1) e-learning, 2) follow up workshops, and, 3) national interventions (re-grants) ORGANISATIONAL CAPACITY DEVELOPMENT (REGIONAL NETWORKS AND ICC) - Essential in reaching specific objective 3 - Institutional strengthening as per their function - Strategy, accreditation, international engagement

103 TARGET GROUPS INDIVIDUAL NHRIS GANHRI REGIONAL NETWORKS AND SECRETARIATS

104 Overall objectives 1. NHRIs impact positively on the promotion and protection of human rights in accordance with the UN Paris Principles on the four thematic areas 2. The regional networks of NHRIs and the ICC improve interactions with human rights mechanisms at regional and global levels Specific objectives: 1. Increase the number of NHRIs fullfilling their mandate in conformity with UN Paris Principles requirements worldwide, on Monitoring & Reporting and Human Rights Education 2. Human Rights and Business (HRB) and Economic, Social and Cultural Rights (ESCR) have become integrated parts of all involved NHRIs performance 3. The NHRI networks have the institutional infrastructure to be international human rights stakeholders and act as recognised networks of NHRIs 4. Project Management (not a Specific Objective)

105 TWO OVERALL OBJECTIVES: INTERVENTION LOGIC 1. Participating NHRI s has an increased capacity to promote and protect human rights within four UN Paris Principles mandate areas: HRE M&R HR&B ESCR 2. ICC and the four regional networks for NHRI s improves their interaction with key international human rights actors

106 INTERVENTION LOGIC 3 SPECIFIC OBJECTIVES: Blended learning Capacity building of NHRI network

107 SPECIFIC OBJECTIVE 1 By the end of the project all targeted NHRIs fulfil better their mandates with an emphasis on core functions vis a vis UN Paris Principles: Strengthened formal human rights education Enhance their competences in monitoring and reporting

108 SPECIFIC OBJECTIVE 2: By the end of the project HR&B and ESCR have become an integrated part of all targeted NHRIs performance

109 SPECIFIC OBJECTIVES 1 & 2 RESULTS

110 HRE + M&R (SO1) 1. A tailor made programme for NHRIs and HRE in the formal sector and in Monitoring & Reporting has been developed 2. Participating NHRIs gain knowledge and methods aiming at enhanced formal HRE 3. Participating NHRIs professionalise their independent Monitoring outputs and submissions (reports) to regional and international bodies

111 B&HR + ESCR (SO2) 1. A tailor made programme for participating NHRIs on HR&B and ESCR 2. More effective and relevant actions are carried out by the participating NHRIs to address emerging human rights challenges and opportunities in the area of HR&B 3. More effective and relevant actions are carried out by the participating NHRIs to address emerging human rights challenges and opportunities in the areas ESCR

112 SPECIFIC OBJECTIVE 3 RESULTS

113 SPECIFIC OBJECTIVE 3: By the end of the project all the NHRI regional networks and the ICC gain acknowledgment as key international human rights stakeholders and act as recognized regional/ global networks of NHRIs

114 EXPECTED RESULTS 1. The sustainable institutional capacity, effectiveness and impact of all the regional networks is increased 2. The sustainable institutional capacity, effectiveness and impact of ICC is increased 3. A continuous dialogue between regional and international bodies such as the EU and UN, the ICC and its regional networks is consolidated

115 ACTIVITIES 3.1 The sustainable institutional capacity, effectiveness and impact of all the regional networks is increased by: 1. Inception phase: consultations with 4 regional networks/secretariats and ICC defining needs and priority interventions 2. Capacity building: organisational development programme for 4 regional networks/secretariats and ICC 3. Accreditation support: develop activities of 4 regional networks/secretariats supporting accreditation of NHRI members 4. International meetings: activity plans for 4 regional networks/secretariats and ICC attendance in regional/international meetings in order to influence defined HR issues of relevance to NHRI members

116 ACTIVITIES 3.2 The sustainable institutional capacity, effectiveness and impact of ICC is increased by: 1. Inception phase: consultations with 4 regional networks/secretariats and ICC defining needs and priority interventions 2. Capacity building: organisational development programme for 4 regional networks/secretariats and ICC 3. Accreditation support: develop activities for ICC and Sub-Committee on Accreditation of NHRIs 4. International meetings: activity plans for 4 regional networks/secretariats and ICC attendance in regional/international meetings in order to influence defined HR issues of relevance to NHRI members

117 ACTIVITIES : A continuous dialogue between regional and international bodies such as the EU and UN, the ICC and its regional networks is consolidated through: 1. Inception phase: consultations with ICC defining coordination of donors and develop a plan 2. International dialogue: implement plan for donor coordination activities

118 EXPECTED RESULT 4 (PROJECT MANAGEMENT) An efficient and operational system for the coordination, administration, monitoring and evaluation of the project is implemented and the institutional capacity of all partners is enhanced

119 ACTIVITIES 4 (PM) An efficient and operational system for the coordination, administration, monitoring and evaluation of the project is implemented and the institutional capacity of all partners is enhanced by: 1. Global baseline assessment including organisational capacity as well as desk study and translation. 2. Set up a PCM system and organise an internal kick-off and capacity building workshop in Denmark of 3 days for DIHR project staff 3. Organise 5 decentralised inception phase, kick-off and capacity building workshops in each region and ICC each for 5 days 4. Develop and implement a visibility plan based on the EC visibility guidelines. 5. Develop and establish re-granting scheme that sets up selection criteria, application format, guidelines, decision making process and transparency. ( continued next slide)

120 ACTIVITIES Continued. 6. Organise 3 annual coordination and review meetings with all partners back to back with ICC meeting (4 days) and 15 decentralised review and capacity building meetings annually and with each partner (4 days) 7. Organise telephone conferences once a month between DIHR and each partner individually 8. Participation of project coordinator in EC meetings in Brussels 9. Run 5 financial audits of partners and one consolidated by DIHR annually 10. Conduct an external final evaluation

121 ANNEX 11

122 RE-GRANTS (3 STEPS) 1. SET UP THE SYSTEM 2. AWARD 3. IMPLEMENT

123 ABOUT THE RE-GRANTS How many and how much? Total budget = 240, (4 X 4) 15,000 each Purpose? National interventions (NHRIs) within the 4 thematic areas (HRE, M&R, HRB, ESCR) Who and where? NHRIs in all regions

124 OBJECTIVE 1 AND 2 OVERVIEW (ALL TRANSLATED TO THE 4 GANHRI LANGUAGES) E-Learning (for all NHRIs who wishes to be part of it) HRE M&R HRB ESCR Facilitated workshops (14 workshops, 14 participants each = 7 to 14 NHRIs per workshop) HRE (4) M&R (2 crossregionals) HRB (4) ESCR (4) Re-grants (16) HRE (1 for each region) M&R (1 for each region) HRB (1 for each region) ESCR (1 for each region)

125 ROUGH/INDICATIVE TIMELINE (depend on blended learning)

126 RE-GRANTS - STEP 1 SET UP THE SYSTEM 1) Eligibility and selection criterias 2) Financial and administrative requirements and reporting 3) Set up a decision-making-body for transparent and democratic awards

127 STEP 1 CONTINUED ELIGIBILITY AND SELECTION EXAMPLES E-learning Face-2-face workshop NHRIs only Ensure adequate support to implement (to be further developed and finally decided at a later stage)

128 RE-GRANTS STEP 2 NHRIs apply to Regions Regions checks eligibility and forward to Grant- Committee Grant- Committee evaluates and decides based on selection criterias Documentation and feedback to NHRIs

129 RE-GRANTS - STEP 3 IMPLEMENT & REPORT 1) DIHR (or partner) transfer funds and guidelines to NHRIs 2) NHRIs implements (with technical advice if needed) 3) NHRIs reports to regions, who reports to DIHR (final deadline is October 2018)

130 ANNEX 12

131 VISIBILITY WHY VISIBILITY? A. EU REQUIREMENT B. THE PROJECT DEPENDS ON VISIBILTY

132 REQUIREMENTS 1. EU Logo 2. Standard Phrase: a) This Project is supported by the European Union b) This publication has been produced with the assistance of the European Union. The contents are the responsibility of [DIHR] and can in no way be taken to reflect the views of the EU Contact information Link to europeaid website (mainly for websites and online material) 3. Update EU on major project events

133 VISIBILITY PLAN - TEMPLATE 1. Overall Communication Objectives 2. Target Groups 3. Spec. Objectives for each target group, reltated to the actions objectives and the phases of the project cycle 4. Main communication activities covered by the plan 5. Tools chosen 6. Completion (indicators) 7. Provisions for feedback from participants 8. Human Resources 9. Financial Resources

134 Newsletters Press releases Briefings Guidelines Invitations Press conferences Written material EU RECOMMENDATIONS

135 ANNEX 13

136 The Governance Structure Steering Committee Main Applicant DIHR Executive Director DIHR, GANHRI Chair and GANHRI Secretary Secretariat to the Steering Committee DIHR PM Unit Advisory Panel Regional Network Chairs, Regional Secretariats and in the Americas the regional coordinator OHCHR, UNDP The Coordinator The Danish Institute for Human Rights (DIHR) Phone Co-Applicants Global Alliance of National Human Rights Institutions (GANHRI) Asia Pacific Forum of National Human Rights Institutions Defensia del Pueblo (Bolivia Ombudsman) Capacity building of National Human Rights Institutions Project Implementation Committee DIHR Department Director, DIHR PM Unit, Co-applicant Managers European Network of National Human Rights Institutions Network of African National Human Rights Institutions This project is funded by the European Union NHRI EU_Folder_02.indd 1 16/03/

137 STRENGTHENING NHRIs NHRI EU is a global project with the vision to strengthen National Human Rights Institutions and to increase the impact of involved NHRIs protection and promotion of human rights nationally. IMPROVING IMPACT The project is relevant for all NHRIs The project targets all NHRIs globally. The aim is that involved NHRIs improve their impact when protecting and promoting human rights within four thematic areas. These are: 1) Monitoring and Reporting 2) Human Rights Education 3) Human Rights and Business 4) Economic, Social & Cultural Rights A blended learning approach is applied combining interactive e-courses with face-toface workshops. Re-grants are available for national follow-up interventions. Timeline The e-courses are ready for sign-up from 2017 free of charge and available in English, French, Spanish and Arabic. The face-to-face workshops will be run throughout Each workshop has a capacity of 15 participants from NHRIs. Only those participants who complete the e-learning courses will be eligible for participation. Finally, the project has 16 re-grants open for NHRIs who participated in the blended learning and available for national follow-up interventions. The average size of the grants is 15,000, and the grants are available from the end of More info on the selection process will follow. The project is relevant for the networks NHRI EU strengthens the global and regional networks and has the vision to improve the regional and global networks interaction with human rights mechanisms. The project allocates resources to the secretariats and provides technical expertise on institutional and organisational capacity development. NHRI EU is supported by the EU NHRI EU is a three-year project supported by the European Union with 5 million. The expected impact Outcomes Indicators Objectives Improved impact of NHRIs to promote and protect Human Rights within four thematic areas Networks institutional & organisational capacity improved NHRIs fullfil mandate areas and take action Improved collective NHRI actions to promote and protect human rights NHRIs protect & promote human rights Networks improve interaction with regional and global human rights mechanisms Stay informed Quarterly newsletters will inform about the project and provide further insight into the selection and award criteria. Further information can be provided by from DIHR or from your regional network. NHRI EU_Folder_02.indd 2 16/03/

138 ANNEX 14

139 From: To: Kristine Yigen Cc: Mads Gottlieb; Katrina V. Palad; Subject: RE: Updates Date: 9. juni :22:39 Attachments: Annex 6 - Final narrative report.doc Annex 6 - Interim narrative report.doc Dear Kristine, Thank you for your and the extensive (!) reports. I am afraid I did not have time to read them in detail, but skimmed them through. (For me a shorter executive summary is enough, but happy to receive copies like these of course if you prepare them for your partners.) As this is a report of your own initiative you may present it as you wish. It is indeed for the interim and final narrative reports for the EC that you need to use the standard template/s (attached). On the amendment: I suggest it is done when all elements are in place. I.e. when you know better about the potential changes to the budget and the role of Americas network as well. I am here most of the summer anyway so will be able to treat the issue when it arrives to my desk. I would also use this opportunity (i.e. the amendment request) to highlight the change in the management structure you outline below. I hope this helps, Sofia From: Kristine Yigen [mailto:kyi@humanrights.dk] Sent: Wednesday, June 08, :14 PM To: LEMMETYINEN Sofia (DEVCO) Cc: Mads Gottlieb; Katrina V. Palad Subject: RE: Updates Dear Sofia Further to my below, I have two questions: 1) Do you rather prefer that we initiate the no cost extension before the holiday? 2) During GANHRI meeting in Geneva, the steering committee decided that it wanted to change the governance structure of the project as described in the project document and instead of having a steering committee and an advisory panel, these two bodies are merged so that the advisory panel is merged into the steering committee. DIHR would accept this as long as it has no cost implications. Do we need formally approval of such a change? Kind regards Kristine From: Kristine Yigen Sent: 8. juni :18 To: Sofia.LEMMETYINEN@ec.europa.eu Cc: Mads Gottlieb (mwg@humanrights.dk) <mwg@humanrights.dk>; Katrina V. Palad <kavp@humanrights.dk> Subject: Updates Dear Sofia I hope all is well with you. I was informed that you and Katrina did not manage to meet in Brussels. I hope all is well with you. We are forwarding two draft reports this week, the GANHRI annual meeting as well as our draft on the mission to Bolivian. Please let us know if the format is good for you and the EU system before we finalise. I am aware it is not the formal reporting which has its own format. The NANHRI is still under development. Also, we should plan the no-cost extension, perhaps we can initiate it after the summer holidays? Kind regards

140 Kristine KRISTINE YIGEN PROGRAMME MANAGER NATIONAL HUMAN RIGHTS INSTITUTIONS HUMAN RIGHTS CAPACITY DEPARTMENT WILDERS PLADS 8K DK-1403 COPENHAGEN K PHONE CELL KYI@HUMANRIGHTS.DK HUMANRIGHTS.DK MENNESKERET.DK TILMELD DIG VORES DANSKE NYHEDSBREV. 10 gange årligt giver vi dig nyt om instituttets viden og aktiviteter. SUBSCRIBE TO OUR ENGLISH NEWSLETTER. 10 times a year we brief you on new human rights knowledge and our activities.