Sudan National Human Rights Commission

In the name of Allah, the Beneficent, the Merciful.

Republic of Sudan National Human Rights Commission

Strategic Plan 2014 – 2018

February 2014

Table of Content

EXECUTIVE SUMMARY ...... 2 1. INTRODUCTION ...... 3

APPROACH AND METHODOLOGY ...... 3 CONDITIONS FOR SUCCESS (KEY ASSUMPTIONS AND RISKS) ...... 4 DURATION OF STRATEGIC PLAN ...... 4 2. BACKGROUND ...... 4 3. VISION ...... 5 4. MISSION ...... 5 5. STRATEGIC OBJECTIVES ...... 5 6. STRATEGIC PLAN ...... 5

THREE PHASES ...... 6 Phase II: Capacity Development (2015-2016 ...... 6 CURRENT CHALLENGES AND OPPORTUNITIES ...... 7 SOURCES ...... 7 PHASE I: GOVERNANCE AND SUSTAINABILITY (2014) ...... 7 1. Preliminary work ...... 7 2. Infrastructure and Operations ...... 9 3. Organizational Development ...... 10 4. Complaints management ...... 12 5. Establishing a Regional Presence in Conflict Areas ...... 13 PHASE II STRENGTHENING CAPACITY (2015-2016) ...... 15 6. Targeted Training and Professional Development...... 15 7. Strengthen complaints management, investigations, monitoring ...... 16 8. Public education and awareness ...... 18 9. International Cooperation ...... 19 10. Advice and Assistance to Government ...... 20 11. Knowledge Management II ...... 20 PHASE III: GROWTH AND EXPANSION (2 YEARS: 2017-2018) ...... 21 12. Enhance program operations in the areas of monitoring, legislative and policy review, and regional expansion ...... 22 13. Specialized Training to upgrade skills and abilities ...... 23 14. Knowledge Management III ...... 23 15. Outreach and Education ...... 24 16. Thematic Programming: Suggested area: Women, Family, and Child Rights ...... 25 7. CONCLUSION ...... 26 8. APPENDIX I: PROJECT ACTIVITY FRAMEWORK (PHASE I & II) ...... 27

Executive summary

The Strategic Plan of the National Human Rights Commission sets out the vision, mission and strategic priorities of the Commission for a five-year period, building on the values and culture of Sudan that inform the pluralism and diversity of its society.

In order for the Plan to succeed, the Commission will require resources, logistical support and political will to support its independence and effectiveness in promoting and protecting human rights. It will further require support from partners in civil society and the international community in the different phases of the Plan.

The overall objective is to strengthen institutional capacities, build constructive engagement with civil society and promote effective linkages with the international human rights system, while enhancing its institutional independence. Consequently, this Plan takes into consideration the role of civil society not only as a beneficiary but also as a supporter of the overall Strategic Plan.

The National Human Rights Commission has established the following strategic objectives:

• The institutional capacity and independence of the Commission; • Human rights dimensions of the peace process and transitional justice, with a focus on conflict areas; • Promoting awareness of human rights; • Harmonizing Sudan’s laws and policies with international human rights law, including in the new constitution; • Reporting on the human situation in Sudan to encourage a realistic assessment of human rights in the country; • Protecting human rights though monitoring and through an effective complaints system; • Build, maintain relations and interact positively with regional and international human rights mechanisms and institutions.

The Commission plans to implement these objectives through a three-phased approach, with outputs and activities aligned with each phase.

• Phase I: Governance and Sustainability (2014): Phase I is aimed at creating a sufficient institutional base and a critical mass of resources for the Commission, including human resources, to ensure that basic human rights protection and promotional activities can proceed. Therefore, in this phase the project aims to ensure the establishment of foundations for planning, project management, internal governance, financial sustainability, organizational development, and complaints management of the Commission.

• Phase II: Capacity Development (2015 – 2016): Phase II builds on the foundations established in Phase I, and expands human rights programming. In the second phase, Commission members and staff obtain knowledge, skills and working tools required for them to carry out human rights promotion and protection activities effectively.

• Phase III: Growth and Expansion (2017 – 2018): In the third phase, the Commission develops and enhances its capacity to handle complaints in a professional and effective manner, deliver substantial public education and awareness programs, and issue well- developed publications and reports. The Commission expands its regional presences to other conflict areas or regions and develops specialized programming in selected thematic areas. This phase is indicative only, and is not developed in detail.

The first two phases (2014 -2016) are the focus of this document. Details of each Phase are set out in the narrative sections and in the Project Activity Framework in Appendix.

1. Introduction The National Human Rights Commission was established in January 2012 by Presidential Decree, pursuant to the 2009 National Human Rights Commission Act and Article 142 of the 2005 Interim National Constitution of the Republic of Sudan (the 2005 Constitution). Although these events demonstrate political will to create a national human rights institution, the delay in actually establishing the Commission raised expectations both inside and outside Sudan about what the Commission could reasonably accomplish in the brief period since the Commissioners were named in 2012. In addition, there were factors such as the two-year delay in the approval of the Commission’s organizational structure and of its general budget. Finally, the armed conflict that has been ongoing among a number of areas, coupled with the economic sanctions in the country, have contributed to significant human rights violations and to the general climate within which the Commission is now operating.

Approach and Methodology Despite this difficult context, the Commission has embarked on its first national Strategic Plan for the years 2014-2018. In doing so, it has sought inspiration from the cultural richness of the Sudanese people, drawing on the faith and values that have shaped and preserved the Sudanese national character over its long history.

Without the precedent of a similar organization in Sudan, the Commission found guidance in good practices from comparable national human rights institutions in the region. It has also been guided by the 2005 Comprehensive Peace Agreement (CPA), the 2011 Doha Document for Peace in Darfur (DDPD), the recommendations of the 2011 Universal Periodic Review (UPR), and the 2013 Report of the Independent Expert on the situation of human rights in the Sudan (A/HRC/24/31).

The Commission has developed mandates and functions for each of its eleven internal standing committees.1 The strategic planning process was also supported by a capacity assessment and a draft framework for a strategy prepared with the support of the United Nations Development Program (UNDP) under its project to strengthen the capacity of the National Human Rights

1 The twelve committees of the Commission at the time of the capacity assessment have been altered: the capacity development committee and the international committee were merged to form eleven committees. 3

Commission in Sudan for the years 2014 - 2018. In addition, the Commission has taken into consideration the perspectives and inputs of civil society over a two-year period.

Drawing on all these elements, the Commission has identified priorities for its work over the next five years.

Conditions for Success (Key Assumptions and Risks) In order for this plan to succeed, the Commission will require resources, logistical support and political engagement, as well as support from partners in civil society and the international community in the different phases of the Plan. Consequently, this Plan takes into consideration the role of civil society not only as a beneficiary but also as a supporter of the overall Strategic Plan.

The Plan also relies on close cooperation with various United Nations agencies and programs. In addition, this Plan was developed in coordination with various Sudanese national mechanisms over the course of the planning of this strategy as part of an important feature in the successful development of the plan. Finally, the Commission will itself require concerted teamwork, as well as sound governance and administration in its own operations to ensure its future success.

Duration of Strategic Plan This plan extends over five years. Detailed planning is provided for Phases I and II over approximately 3 years. Phase III covers the years 4 and 5.

2. Background Historically, waves of Arab migrations to North Africa and from the coasts of the Mediterranean overlapped with the African peoples in Sudan to shape a dynamic cultural and ethnic identity. Today, Sudan is an African, Arab and Islamic state, with a diverse and multicultural population. Sudan also contains many religions, including Christian and animist minorities. This Afro-Arab identity is unique and it is in this context that the Commission seeks to protect and promote human rights within the particular context of Sudan.

Even after the secession of South Sudan, Sudan is still a vast country, comprising 1,882,000 km2 with a coastline on the Red Sea and seven neighboring countries. Despite its resources, that include the Nile River basin and extensive arable land, Sudan is still one of the poorest countries in the world. Its size and an underdeveloped road system affect its economic, social and political cohesiveness. Nonetheless, successive political regimes have endeavored to maintain the territorial integrity of Sudan over the years.

The Commission has considered in depth the meaning and content of the 1948 Universal Declaration of Human Rights, the 1993 Vienna Declaration and Program of Action, and the 1993 Paris Principles. The Commission takes particular note that all rights are universal, indivisible and interdependent. The Universal Declaration of Human Rights was followed by the two covenants dealing with civil and political rights, and with economic, social and cultural rights and both is reflected in the 2005 Constitution.

Sudan has been active in the regional context and was a founding member of the Organization of African Unity, and signatory to the African supervisory mechanism of the African Commission on Human and Peoples’ Rights. The Commission is aware of the rapid transformation of Sudan, the impact of climate change and the resulting environmental pressures, and the nature of the escalation of unresolved conflicts in the country. The Commission will seek to use systematic means and models to address the human rights dimensions of these issues.

3. Vision A State that will respect, protect, fulfill and guarantee human rights and dignity.

4. Mission The National Human Rights Commission promotes and protects human rights in Sudan. The mission and the mandate are conferred by the 2009 National Human Rights Act.

5. Strategic objectives The National Human Rights Commission has established the following strategic objectives:

6. Strategic Plan The Plan is designed to create an enabling environment for the Commission to fulfill its strategic objectives and to implement the Plan based on a phased program of planned action. The selection of strategic objectives is based on the independence of the Commission and is linked to the functions of its internal committees.

A phased approach is designed to support the Commission through careful planning and the development of an adequate operating base. The sequencing of activities can be changed easily: this plan is intended to be flexible and responsive to circumstances, and should not be considered as static.

The plan aims to strengthen the capacity of the Commission in the promotion and protection of human rights in accordance with its vision and mission. As part of the implementation of the plan and the evaluation of the results, the Commission will assess progressively its strengths and weaknesses and adapt the plan accordingly.

Three Phases The Strategic Plan covers the period of five years (2014-2018) divided into three phases:

Phase I: Governance and Sustainability (2014)

Phase I addresses the launch of the Strategic Plan and the development of the basic infrastructure of the Commission (including premises; transport; information and communications technology; and an institutional development advisor). The goals are the effectiveness of the institution, its financial sustainability and its institutional independence. The first phase also develops the organizational structure, the recruitment of human resources and the development of an internal training program to support professional development of the Commissioners and the staff. The Plan also strengthens the complaints management system in this phase. Finally, the Commission has prioritized steps to establish a regional presence though branch offices in the conflict areas and in Abyei, with a priority in Darfur.

Phase II: Capacity Development (2015-2016)

The second phase continues the internal capacity development process and strengthens relationships between the Commission and government, civil society, and relevant national, regional, international human rights bodies, including the International Coordinating Committee (ICC) with a view to eventual accreditation.

In Phase II, the Commission develops its programming for the protection and promotion of human rights. It implements its investigations and monitoring programs and delivers public education and outreach programs on a national scale. International cooperation will be strengthened and the Commission will further provide structured and systematic advice and assistance to the government on human rights. As well, the Commission will implement its knowledge management program.

Phase III: Growth and Expansion (2017-2018)

This phase is indicative only. In Phase III, the Commission develops and enhances:

• Capacity to handle complaints in a professional and effective manner; • Substantial public education and awareness programs; • Well-developed publications and reports; • Its regional presence to other conflict areas or regions; • Specialized programming in selected thematic areas such as women and child rights.

Current challenges and opportunities The Commission is experiencing a number of current challenges and opportunities in the context of the implementation of the Strategic Plan. In addition to the issues mentioned in previous sections, these include:

• Level of social and economic development in Sudan; • Political will to support or limit the role of the Commission in the constitutional process and the development of a new Bill of Rights; • Respect for civil and political rights in the election process; • Security situation in the conflict areas.

Sources In addition to previously cited documents, the Commission relied on several sources in the development of this Strategic Plan, including:

• 2009 National Human Rights Commission Act; • Various human rights sessions and conferences attended by Commissioners at the local and regional levels; • Technical and material support from the UNDP for strategic planning, projects and programs; • Mandates and reports of various internal committees.

Phase I: Governance and Sustainability (2014) Phase I addresses the planning steps for a basic institutional infrastructure at the outset of the Plan, drawing primarily from the capacity assessment report. It reviews the main findings of the capacity assessment and offers priorities and recommendations for future action. The plan provides the framework, resources and planning tools necessary for the Commission to review its own priorities as they evolve, adjust to reflect new circumstances, and to adapt programming accordingly. The final plan should be publicly launched to underscore the Commission’s commitment to achieving its objectives.

1. Preliminary work 1.1 Strategic planning Strategic planning has as a goal the development of detailed plans and programs that reflect the organization’s selected priorities. Strategic planning is important because it helps to create or encourage conditions that will enable the independent operation of a NHRI by providing a public roadmap for Sudanese citizens and for stakeholders. The Plan explains what the priorities are and what citizens can expect. It provides a degree of predictability and direction for stakeholders and potential donors to determine areas of shared interest, especially as regards to issues connected to rule of law, access to justice, democratic governance and protection of rights. 7

As a priority, the Commission will adopt and launch this Strategic Plan in the first quarter of 2014.

1.2 Institutional development advisor for the implementation of the strategy The Commission will seek the appointment of an institutional development adviser for Phase I to be part of the Project Team, to support the implementation of the Plan’s activities and to achieve the stated objectives, working with the Secretariat of the Commission, the internal Commission committees, with donors, and with United Nations representatives.

The Advisor should be an experienced and senior consultant and technical expert, providing independent advice and assistance to members and staff, including advice on substantive human rights issues, and supporting other experts engaged under the various project components. The person should have NHRI experience, human rights experience, and project management experience (preferably in a multi-donor context) and should be fluent in English and Arabic. The appointment should be made through an open, transparent and competitive process.

1.3 Law Reform and Institutional Independence The Commission’s Justice and Law Reform Committee, working with legal experts, will propose amendments to the NHRC law, based on its mandate under the Constitution and the Paris Principles, to improve the effectiveness, efficiency and capacity of the Commission and to strengthen its independence.

The Commission will adopt the proposal, and submit it to the Office of the Presidency of the Republic and the National Assembly to ensure that the proposal is debated openly.

1.4 Financial sustainability The Paris Principles provide that the State must provide adequate resources to NHRIs. The Commission has made it a strategic priority to obtain the necessary resources in order to ensure financial sustainability, which constitutes a real key to the implementation of the Strategic Plan. This calls for the Commission to attract support from other relevant actors, including the international community and the private sector.

The reduction of financial resources from the State during the years 2012 – 2013 has until now prevented the Commission from undertaking many programs and activities.

In early 2014, however, the Ministry of Finance confirmed an agreement in principle with the Commission to increase the financial allocation to support the full staffing level of headquarters as well as the eventual establishment of branch offices. The budget will be effective starting in March 2014.

This is a positive development, but it represents a minimum contribution, and the Commission requires substantial support with regard to the bulk of its programming to promote and protect rights and related infrastructure in order to carry out this plan.

Details concerning the proposed activities are set out in the Project Activity Framework in Appendix 1.

1.5 Internal regulations In light of the imminent recruitment of new staff, the Commission will modify the regulations and/or mandates of its internal committees to reorient the committees’ roles to oversight in planning, policy formulation, monitoring and contributing to good governance. The Secretary General will be responsible for the oversight of staff.

1.6 Development of agreements with relevant human rights institutions The Commission, working with the international community, as required, will initiate structured processes of negotiation in order to develop memoranda of understanding to delineate and clarify the respective areas of operational responsibility of the Commission and of other institutions that have human rights responsibilities.

One aspect of these discussions should include the orderly transfer of the complaints function from the Advisory Council for Human Rights (ACHR) to the Commission.

2. Infrastructure and Operations 2.1 Premises The Commission will prioritize finding new leased premises to accommodate the full complement of staff members who will be appointed in accordance with the organizational structure. Every effort will be made to ensure that the premises are secure (see 2.3), accessible geographically, accessible to people with disabilities and energy efficient.

2.2 Permanent headquarters The Commission has received a land grand from the State to build its own premises. This is a longer-term project, but the Commission will undertake a study to ascertain the feasibility of developing this land for the Commission’s headquarters in Khartoum. The study should include reference to:

• Ensuring security for the Commission and for visitors; • International standards to facilitate the access of persons with disabilities; • Welcoming and safe reception services that provide information about the Commission to visitors.

2.3 Security The physical security of the Commission premises and adjacent areas is important for confidentiality, security of documents, and for information systems, for both the current (see 2.1) and future permanent premises (see 2.2). The Commission will seek a project to support planning for physical and digital security of the Commission, making recommendations on modifications to existing arrangements, with a particular focus on the special considerations of NHRIs. Security assessments should also cover the use of vehicles (see below).

2.4 Transportation Transportation is essential for the work of a NHRI, especially in large country. A needs assessment will be undertaken to support the procurement of vehicles and other means of transports for staff to undertake investigations, monitoring and public education. Vehicles should incorporate generally accepted security standards for functions of this kind in Sudan.

Internal administrative controls will be developed for authorizations, to monitor vehicle usage and to control fuel consumption.

2.5 Information and Communication Technology (ICT) Based on a needs assessment, the Commission will procure and install adequate ICT equipment and software that includes:

• Computer equipment, including servers, backup, networking, switching, and cabling, Wi-Fi, firewalls, and common off-the-shelf software; • Specialist software; • Standby generators; • Copiers, scanners (including portable scanners) and multimedia projector(s).

3. Organizational Development Organizational development includes human resources planning and training for Commission staff, based on the organizational structure and full staffing complement for headquarters and branch offices.

Job descriptions, qualifications and hiring should reflect principles of impartiality and non- discrimination, as well as geographical diversity and pluralism in Sudan.

3.1 Organizational chart The Commission will seek the approval of its organizational chart and proceed to implement it on a priority basis.

In this respect, the Commission will form a Committee which will be tasked with recruitment in accordance with the adopted organizational chart.

3.2 Human resources planning and first wave of recruitment The Commission will prepare a human resources plan that includes an ethics policy, applicable public administration guidelines, job descriptions, reporting relationships, performance management planning, and equity objectives that take into consideration geographical and professional diversity, as well as gender equity. The first phase of hiring will be a national, competitive recruitment campaign for management and key staff, especially investigations and monitoring staff, including staff for Darfur.

Hiring outcomes should demonstrate sensitivity to gender equality in all ranks of the organization, and should seek to attain diversity in regional representation and representation by disadvantaged groups.

The plan should include a program for volunteers, to benefit youth and build community engagement (see Output 3.4, below).

3.3 Comprehensive training plan and curriculum development The Commission will seek to develop a phased vocational training program, beginning with Commissioners, management staff and key staff in Phase I, and a second phase for the staff hired in the second wave of recruitment. The training plan should have the following features:

• A participatory vision for training as a sustainable process and methodology; • Best international practices for NHRIs in challenging regional contexts, and solutions from regional human rights institutions; • Guidance to meet the needs of short and long term career development; • Sustainability through a training of trainers system (TOT) whereby managers trained in Phase I will help to train their staff in Phase II; • The preparation of an integrated training package based on principles of human rights education and participatory experiences; • The Special sub Committee in Darfur will be included as part of the training plan and will establish links with civil society organizations to pave the way for the establishment of a branch office in Darfur; • The establishment of partnerships with civil society organizations and centers concerned with human rights training; • Include as participants and trainers journalists, activists, students and lawyers to expand the Commission’s networking and to support these sectors’ independence, impartiality and commitment to human rights issues.

3.4 Volunteer Program The Commission will support the development of a pilot program to engage volunteers and to promote CSO engagement, while providing volunteers with valuable learning opportunities and work experience. This is especially important for young professionals for whom opportunities may be limited. Such initiatives would also create a vital and engaged group of young people who can improve the Commission’s connection to CSOs, as well as better information about human rights issues on the ground. Finally, the training program could provide a pool of potential applicants for full-time positions at the Commission for volunteers who have demonstrated a high level of performance.

Proper screening of applicants, appropriate contractual arrangements, and careful supervision of volunteers are important to ensure that applicants are nonpartisan, committed to human rights work, and capable of contributing the Commission. It is also important to ensure that volunteers are assigned to appropriate placements, and provided with clear training opportunities and workplace experience.

3.5 Delivery of Human Rights Training I The first element of the training program developed in 3.3 is the delivery of an introductory human rights training for Commissioners, management, key staff and, if the program is approved, volunteers.

Expert trainers will deliver training on the “Role of NHRIs”, “Principles of Human Rights”, and “Major human rights instruments and the Sudan Bill of Rights.” Learners among management

11 should be selected to support staff training in Phase II based on a training-of-trainers model. The training may also include monitoring and special issues on Darfur.

Expert trainers will deliver the training and prepare training materials that will be reused in Phase II (see key result area 6, below).

3.6 Development of performance targets, administrative and operational policies Senior management and the Secretary General will formulate internal administrative and operational policies as well as setting performance targets in all areas of operation.

All managers will receive training on preparing reports, on proper internal controls and on evaluation to implement effectively all areas of the strategic plan.

3.7 Knowledge Management Plan Knowledge management brings together systems that collect, analyze, and use data and as well as qualitative information. These typically include information and document management, publications, research programs, archives and records (including confidentiality, records access and record retention), as well as internal evaluation.

Databases or other information management systems are required to monitor the progress of human rights, including the progressive realization of rights and related development goals, disaggregated by human rights grounds, gender, geographic/state distribution and other human rights factors. The Commission should further be capable of securing information and data from other government agencies and analyzing that data as well (Data capture and analysis related to the case management system is addressed in key result area 4, below).

4. Complaints management The Act provides that the Commission may receive complaints from organizations or associations and from individuals. As a result, the Commission is a “quasi-jurisdictional” institution within the meaning of the Paris Principles. Managing human rights cases requires a governance structure and procedures to assist the Commission to receive process, investigate and track human rights complaints and investigations efficiently and effectively.

4.1 Governance: Complaints Committee The functional responsibility for handling complaints should be shifted to investigators once they are hired. Recommendations with regard to the disposition and referral of complaints should be made by the Complaints Committee and then transmitted to the plenary group of Commissioners as a whole for final decisions. The Commission will update its international regulations and committee mandates accordingly (Linked to Output 1.5).

4.2 Complaints procedures Human rights protection is a key function of NHRIs. Effective complaints management is a cornerstone of the protection function. The Commission will develop a workflow design for the entire life cycle of case management and will be carefully documented to serve as the basis for 12 training materials and, eventually, a case management (CM) manual. Sample items are noted in the table below:

A case flow design includes inquiries and intake, decision trees (e.g., preliminary jurisdictional decisions), identification of systemic cases, investigations, reporting, recommendations and disposition, and follow-up of referrals. It may also include: - Intake: A “triage” process to handle incoming complaints that are out of jurisdiction, trivial or vexatious, aged, or that are more appropriately dealt with by another institution. - Investigations: Basic steps in the investigations process. - Mediation: Principles to mediate complaints, including those with multiple parties. - Referral and follow up: Procedures to track complaints after referral to other agencies or entities to ensure that complaints are appropriately dealt with and to consider alternatives when other organizations neglect or refuse to address complaints in an appropriate manner. - Reporting: Basic steps in the reporting process. - Urgent procedures: A process and timeframes for urgent appeals/ complaints. - Confidentiality and witness protection: Procedures to protect the confidentiality of parties, and to ensure that complainants and witnesses are protected from harassment and reprisal. - Systemic cases: Procedures or checklists to review incoming cases and identify patterns revealing systemic issues that require a broader approach, pooled complaints, or a system- wide investigation. - Periodic review of cases.

4.3 Feasibility Study for the Automation of Case Management System Based on the workflow design in the preceding section, the Commission will investigate the feasibility of obtaining a database or automated case management software. A feasibility study should include options that are appropriate for a developing country context, but also costing, development, implementation, training and maintenance. An IT solution to case management would automate case management steps, and would also support internal collaboration, party management, reporting (including for statistical reports about the case load) and auditing/evaluations. Consideration should be given to the language of the interface.

5. Establishing a Regional Presence in Conflict Areas The conflict areas and Abyei represent areas in Sudan where human rights violations are the most severe and require the Commission’s particular attention. The Commission will receive its budget from the State in or about March 2014, and it is expected that the Commission should establish branch offices. Given that the Commission headquarters have not yet been fully established, the Commission aims to begin the steps towards establishing branch offices.

The Commission will establish branch offices according to its law with a focus on conflict areas, beginning with a pilot project in Darfur as a priority (Darfur; South Kordofan; Blue Nile; and Eastern Sudan). To do so, the following steps are planned:

• Leading an interactive dialog at the States level on the establishment of the branch offices with all relevant institutions taking into account the wishes of the citizens that these offices are established soon;

• Inserting a training component into the general training plan of the Commission for human rights activists and new staff of these branches;

• Acceleration of the process for the establishment of Commission’s branch offices in the conflict areas;

• Complete the establishment of a branch office in Darfur as a priority in the last quarter of Phase I or the first quarter of Phase II.

5.1 Strike human rights sub-committee for conflict areas, with a pilot project in Darfur The Commission will strike a new sub-committee that shall be responsible for monitoring human rights, and protecting and promoting rights in the conflict areas. An emphasis shall be placed on Darfur, based on articles 13 and 14 of the Doha Document for Peace in Darfur, which provide for the establishment of decentralized, independent, autonomous and resourced Human Rights Sub-Committees for Darfur. Conflict areas include South Kordofan, the Blue Nile and Darfur. The sub-committee will also address human rights issues in Abyei.

5.2 Lead a consultative process to implement specialized action plan for engagement in Darfur The DDPD calls on the National Human Rights Commission and the Human Rights Sub- Committee to monitor the human rights situation as well as protect and promote human rights in Darfur. It further provides that the fight against all forms of discrimination and the protection of economic and social and cultural rights shall be given due attention by both the Commission and the Sub-Committee which shall regularly report on progress made towards the effective implementation of the principle of equality between States and citizens in Sudan.

In light of the foregoing, the Commission will organize and lead a consultative process and interactive dialogue with the Darfur Regional Authority (DRA), UNAMID, OHCHR and other relevant partners, taking into account the wishes of citizens and the opportunities to accelerate the establishment of branch offices.

5.3 Participation in Darfur Human Rights Forum Working with UNAMID and other partners, as required, the Commission will seek to participate become in the Darfur Human Rights Forum and attends meetings of the Forum. The Commission will also participate in a workshop on joint human rights cooperation framework (with UNAMID) and conduct meetings of State human sub-forums at the local level to address key human rights concerns.

The Commission will ensure coordination between the consultative process in 5.2 and the work of the Forum.

5.4 Develop targeted programming for Darfur 14

Working with partners, the Commission will develop a specialized strategic plan on Darfur to obtain the necessary technical and material assistance to establish a branch office in Darfur as a pilot project. To the extent possible, investigations and monitoring staff will be among the staff hired in Phase I of the Strategic Plan, and will receive human rights training through the general training plan adopted by the Commission.

The plan should also include cooperation with civil society organizations to identify areas of partnership in human rights training, monitoring, awareness-raising, education, and reporting on the situation in Darfur with the possibility of monitoring and surveillance by the Commission in appropriate cases.

PHASE II Strengthening Capacity (2015-2016)

6. Targeted Training and Professional Development In Phase I, the training plan and curriculum were developed, and the first wave of training took place. Phase II includes the second wave of delivery of introductory human rights training for new staff, supported by experts and management members identified in the ToT process. It also includes specialized and targeted training that is appropriate to staff job descriptions, and evaluation process and the development of a training Manual.

The Commission should also undertake internal training and orientation to ensure that all staff are aware of its administrative and operational policies, as well as the performance targets that were set in Phase I.

6.1 Delivery of human rights training II This activity includes the second wave of introductory human rights training for staff in a five- day session. This introductory training should include the training sessions that were developed in Phase I (e.g., “Role of NHRIs”, “Principles of Human Rights and major International Human Rights Treaties” and the Sudan Bill of Rights Sudan), as well as:

• The rights contained in the International Covenant on Civil and Political Rights; • The rights included in the international covenant on economic, social and cultural rights • Women's Rights; • Rights of the Child, including juvenile justice; • Investigations; • Monitoring; • Training of key Commission personnel on project management, planning, and fund development.

(linked result area: 3.5)

Phase II training should also include a subsequent 8 day session of advanced training that is targeted for staff and includes investigations and case reporting, human rights education and advocacy, the role of the media, transitional justice, the international human rights system and

15 international reporting. Depending on the training available, specialized attention should be given to the human rights situation in Darfur. To the extent possible, and depending on the timing of the recruitment of staff, some or all of this training areas can be moved up to the latter phase of Phase I.

Where possible, CSOs should be trained with, or should participate in delivering training to, Commission staff as a way to foster community engagement. Wherever possible, the Commission will consider the possibility of inviting women's grass-roots organizations to participate in the staff training.

In this activity, the expert, working with the commission shall consolidate the training materials and curriculum into a training manual that can be used on an ongoing basis to support staff development and the orientation of the staff. The training manual should be available in both hard copy and online, and be updated periodically.

6.2 Delivery of Training on Internal Administrative and Operational Policies The Commission will review and update its internal policies, as required, and will extend the training on internal administrative and operational policies developed in key result area 3, above, in order to ensure that all staff receive appropriate training and orientation on the Commissions internal administrative policies. Managers trained in Phase I should be involved in the training of their staff.

6.3 Evaluation and Impact Assessment of Training The Commission’s overall training plan and training programs should be subject to an independent evaluation at the end of Phase II. The evaluation will be based not only on participant satisfaction, but also, where appropriate, on an evaluation of the impact of learning on the trainees’ abilities to do their job. The evaluation should be therefore based on both qualitative and quantitative techniques, including role-play assignments, written assessments and other techniques used to assess learning. It is important that any evaluation staff be clearly communicated as linked to the development of future training requirements of Phase II or III.

7. Strengthen complaints management, investigations, monitoring 7.1 Complaints Manual A Case Management (CM) manual is a critical work tool for providing ongoing guidance about consistent and fair procedures, for orienting new investigation and monitoring staff, and for providing refresher training. Clear, comprehensive and updated manuals are a major undertaking that should be specifically targeted as soon as the complaints flow design has been developed and approved by the Commission.

The Manual would incorporate the workflow design for case management developed in Phase I, and should also include investigations planning, developing a theory of the case, intake/triage, investigation procedures, file management, interviewing witnesses, note taking, maintaining confidentiality of sources, witness protection, handling evidence, case reporting and recommendations regarding referral. 16

7.2 Establishing a Monitoring Program The essential features of monitoring programs are that they be managed (that is, planned, resourced, controlled and evaluated), that they be part of ongoing regular activity, usually on a cyclical basis, and be proactive rather than reactive to crises. There should be specific targets for results envisaged, including the progressive realization of targets for economic, social and cultural rights.

The Commission will establish a monitoring program. Based on the information obtained in the strategic planning process, the following two areas of operation are appropriate in terms of strategic priorities, and are provided as indicative examples: • Monitoring Selected Human Rights Issues in Darfur: Building on the creation of the Darfur Committee and the activities outline in Phase I, the Commission is well place to undertake monitoring activities in this region. The Committee, along with selected monitoring staff would have the ability by Phase II to monitor and report on selected developments in the region. • Monitoring Prisons and Detention Centers:2 Monitoring the rights of detainees is an area of priority identified by Commissioners. There are several detailed guides available for NHRIs in the area of monitoring detention facilities. Monitoring may extend not only to official detention facilities, but also to other areas where people may be detained, including those under house arrest, persons in refugee camps, and in hospitals (especially for mental health patients) and any other facility where individuals may be detained, formally or informally.

Other potential areas of monitoring linked to human rights priorities include censorship of the press and monitoring of the rights of religious minorities. The Commission will further aim to publish monitoring reports.

7.3 Case Management System Automation Following the feasibility study in Phase I (Output 4.3), the Commission will decide whether to undertake the automation of case management, and to proceed with procurement, development, implementation and training, if so. Alternatively, the Commission may implement an off-the-shelf database.

7.4 Evaluation and adjustment of Case Management, Investigation and Monitoring Targets By the end of Phase II, the Commission should be able to produce data and information on effectiveness in case management; compliance with policies, targets and service standards, including intake and triage, investigation standards, urgent procedures, confidentiality and follow-up on referrals; and progress in the development of its monitoring program.

This output will support the independent evaluation of case management standards (including timelines, caseload age, etc.), and relevant operational policies and service standards.

2 17

7.5 Prepare Investigation Reports By the end of Phase II, the Commission will be writing investigation reports on all major cases that have been investigated, especially systemic cases, and shall ensure that investigation reports are communicated to parties. The Commission will releases reports to the public where appropriate.

8. Public education and awareness Public education and awareness are areas of priority for the Commission, and despite some recent improvements, Sudanese are unaware of their rights. The designation of the decade 2013-2023 as the decade of human rights education provides important opportunities for the Commission. A national public education strategy is the first and central step.

8.1 National Public Education Campaign The Commission will develop a national public education and awareness campaign about human rights, including a cross-country tour to at least ten (10) states, supported by public service broadcasts (radio and television, if possible), public service announcements, newspaper inserts and visits to universities, schools and community organizations. Priority should be given to the areas selected for establishing branch offices.

National public education campaigns should also target parallel training for law enforcement and national security services to deliver specialized training on human rights and on the role of the Commission.

Commissioners should continue to organize awareness and training workshops on a systematic basis with respect to the existence and role of the Commission. Sample elements of the campaign are set out below.

Sample Elements of a National Public Education and Awareness Campaign: • A cross country tour for the Sudanese public in at least 10 states over 2 years; • A cross country tour for local officials in at least 10 states over 2 years; • Media campaign in newspapers, electronic and social media; • A specialized series of trainings for police and security officials; • Web site development/upgrading.

8.2 Annual Reports, publications and online publications (website) The 2009 National Human Rights Commission Act, 2009 specifically provides for the preparation of annual reports, special reports and other publications (ss. 9(1), 9(2) (l), (m), and (p)).

Publications, and especially annual reports, are important vehicles for enhancing public awareness about the activities of a NHRI and about the state of human rights. The Commission recognizes that public reporting is a cornerstone of the institution’s public accountability.

The Commission should release publications, including annual reports, without the requirement of prior state authorization, in a manner that is consistent with the Commission’s statutory independence under the Act. The Commission will require support for the drafting, translation and dissemination of its annual reports, special reports and monitoring reports.

In this regard, the Commission will develop a website to serve as a platform for the publication of its reports, and to provide basic information about the Commission’s activities. Subject to available resources, the website should be available at least in Arabic and English.

8.3 CSO Engagement strengthened CSO engagement is an area of priority for the Commission. The objective is to foster CSO engagement across several dimensions that have already been set out in this Strategic Plan, including training, and the volunteer program, as noted in Phase I.

In Phase II, the Commission will undertake a mapping exercise of CSOs in Sudan working in the area of human rights, and establishing a coordinating committee to share good practices and exchange information.

9. International Cooperation International cooperation, including NHRI networks, is among the basic functions of NHRIs. The Commission currently has an internal committee dedicated to this function. The Commission will seek engagement in international work through support to attend appropriate venues for participation in international/regional events and meetings to learn about emerging international views and best practices of NHRIs in other countries.

The steps taken will pave the way for the Commission’s accreditation by the International Coordinating Committee (ICC), with a view to eventual application for accreditation by Phase III.

9.1 International Liaison Building on the results of Phase I with regard to securing greater legal and administrative independence of the Commission, the Commission will aim to work towards the attainment of “A” status for the Commission under the Paris Principles. One aspect of international liaison is the development of membership in and activities with the international human rights system.

In this regard, the Project will support the attendance by the Chairperson or the Deputy Chairperson to regional and international human rights networks, where it will offer its perspective, where it is able to do so, on the human rights situation in Sudan.

9.2 Commission’s Contribution to the International Human Rights System and Reporting The Commission should contribute independent reports to the UN and/or African systems, including to treaty bodies, special procedures and mandate holders. As well, the Commission should identify and prioritize international human rights instruments that the State of Sudan has not yet ratified and advocate for signing and ratifications. 19

The Commission will draft independent reports to UN treaty bodies and to regional bodies, as appropriate, and shall advocate for Sudan to ratify international instruments.

10. Advice and Assistance to Government The Commission aims to support legislative coordination to ensure that the policies and practices are compatible with human rights law.

10.1 Strengthen Sudan’s Legislative and Policy Framework The Commission will undertake analysis of various laws of Sudan to ensure that they are harmonized with the Bill of Rights that is contained in the 2005 Interim Constitution. Once the review completed, the Commission shall prepare notes to the National Assembly with regard to the amendments required. Further, the Commission shall prepare regular reports on the effects of the judgments of the Courts and the application of the law by the Executive. Finally, the Commission will support the enactment of legislation combating impunity and ensuring the application of the justice and the rule of law.

10.2 Monitoring the progress of Sudan’s National Action Plan The responsibility for the formulation and implementation of the 2013-2023 National Action Plan for the Protection and Protection of Human Rights lies with the Government of Sudan. The Commission shall monitor and assess progress made in the implementation of the plan, and provide advice to the Government; this should be included in the Commission’s annual reports.

10.3 Providing input to the new Constitution The Commission is an essential and important partner in the Constitution-making process. The Commission shall communicate with the Government and with all relevant stakeholders, to provide its advice and views with respect to the new Constitution and, in particular, to ensure the commitment of all parties to strengthen and include the Bill of Rights into the new Consitution.

The Commission will form a Committee which is devoted to the Constitution-making process and shall seek the expertise in this area from inside and outside Sudan.

10.4 Advice and Support for Country Reporting In Sudan, the ACHR has the lead on preparing country reports to treaty bodies. The Commission should provide advice and commentary to draft country reports, if invited to do so, without detracting from or compromising its role in developing its own independent reports.

11. Knowledge Management II The Commission will implement the knowledge management plan developed in Phase I, including aspects related to document management, information management, archives and records, research and evaluation.

11.1 Document Management / Archives and Records The Commission will arrange its internal records and publications (including brochures, pamphlets, inserts, manuals, annual reports, etc.) and make them accessible within the Commission and electronically, if possible, through the establishment of an internal documentation and archiving center.

The Commission will publish its annual report within six months after the end of the previous fiscal year. The annual reports are public documents and it is imperative that they are disseminated widely because of their great importance in terms of raising public awareness and assessing the performance of the Commission – this also reflects the Commission’s independence as cited in articles 5 – 9 of its Law.

11.2 Information Management System established The establishment of an electronic database will assist the Commission in case management, monitoring of statistical data on complaints and to compile data on the human rights situation in Sudan coming from other relevant organizations. This will enable the Commission to track and report on data about particular areas of human rights, disaggregated by grounds such as age, sex, disability, ethnic origin, religion, region of origin, etc.

Good data will assist with establishing priorities and should support the evaluation cycle at the end of the strategic plan.

11.3 Evaluation System At the end of Phase II, the Commission will undertake an independent evaluation of its internal information management system, its case management system, and its overall achievements in terms of the implementation of the strategic planning process.

The Commission will draw on and merge various internal performance reports from different areas of interventions conducted previously and will use the results for the next planning cycle to allow the Commission to adjust its strategic objectives and programming as required. Also, systematic surveys of public opinion on the performance of the Commission will be conducted.

Phase III: Growth and Expansion (2 years: 2017-2018)

In Phase III, the Commission will develop and enhance its capacity to handle complaints in a professional and effective manner, deliver substantial public education and awareness programs, and issue well-developed publications and reports. The Commission will expand its regional presences to other conflict areas or regions and develop specialized programming in selected thematic areas.

The following proposed activities are summary only, and are provided in an indicative manner, building on the prior two Phases. The Commission may alter these activities based on evaluation results, and for the strategic planning exercises.

12. Enhance program operations in the areas of monitoring, legislative and policy review, and regional expansion

Proposed Activities

Detention facility Inspections

• The program regarding the inspection of detention facilities initiated in Phase II should be further enhanced and developed in this phase to include a comprehensive, cyclic inspection process for monitoring all places of detention (including facilities such as hospitals and other facilities where individuals may be detained). • The Commission should report on its findings and conclusions.

General Human Rights Monitoring

• The Commission will identify additional areas of priority concern and conduct a minimum of two additional monitoring exercises, with an emphasis on conflict areas. • The Commission will report on its monitoring findings and conclusions.

Advice to Government on Existing Legislation and Policy Initiatives

• The Commission continues its work in assessing the conformity of existing legislation, regulations and policy with international and national human rights norms and issues.

Advice to Government on Proposed Legislation and Policy Initiatives

• The Commission expands its work regarding legal harmonization to proposed bills and draft legislation, regulations.

Expansion of pilot project

• Subject to institutional capacity and the results of the Darfur pilot project, the commission will consider expanding its branch offices to other conflict areas and to Abyei.

13. Specialized Training to upgrade skills and abilities

Proposed Activities

Intensive Training in Key Areas

With the assistance of experts, and building on the first Phases of training offered in Phase II, the Commission develops and delivers intensive/ advanced training in: • NHRIs and economic, social and cultural rights • NHRIs and civil and political rights • women’s rights (with a focus on investigating women’s ESC complaints) • rights of persons with disabilities • human rights investigations • mediation and conciliation (if appropriate) • monitoring detention facilities • public education and outreach techniques

The Commission develops and delivers training on the rights of detainees and develops a manual for subsequent in-house training.

The Commission evaluates the learning from the training, and develops and delivers remedial training as necessary as revealed by the evaluation process.

In these and other training exercises, the Commission continues to promote engagement with CSOs by including them as participants or trainers.

14. Knowledge Management III Proposed Activities

The Commission uses the results of the evaluation undertaken at the end of Phase II to support ongoing improvement of management, planning and training functions. Strategic planning should be adjusted as required.

The Commission applies the lessons learned from evaluations to modify policies, procedures or work tools and/or plan for and deliver remedial training.

The Commission assesses the effectiveness of its ITC/information management system and its document retention and archive system.

The Commission, in consultation with universities, plans and implements a research program and facilitates at least two human rights research initiatives based on strategic priorities.

The Commission promotes the teaching of human rights at universities, including by conducting a lecture series. 23

15. Outreach and Education Proposed Activities

Community Outreach

• The Commission plans, implements and documents a public awareness program for the general public in an additional 5 states.

• The Commission plans, implements and documents a public awareness program for local officials in an additional 5 states.

Publications

• The Commission develops and publishes core publications on human rights and the Commission, including information such as how to file a complaint, how to request the Commission’s intervention to mediate community disputes that have human rights dimensions, and on the Commission’s public education program.

• The Commission publishes core international and national human rights instruments that have been ratified (in Arabic), and other languages as required, and disseminates the documents.

• The Commission drafts and submits to the national legislature annual reports documenting the work of the Commission and the results of conclusions and makes those reports public.

Media

• The Commission develops and publishes regular newspaper inserts to commemorate important human rights dates.

• The Commission organizes quarterly press conferences.

Seminars

• The Commission plans and organizes national seminars or workshops on important human rights issues and publishes the results on an annual basis.

Website

• With the assistance of an expert, the Commission upgrades its web site and adds interactive features to permit the ability to transmit information and file complaints.

Training Key Stakeholders

• The Commission will create a working group to develop, with the assistance of experts, a human training manual for police, national security officials and prison guards.

Introducing Human Rights to Schools

• The Commission will support the inclusion of human rights material in teacher-training and re-training programs and provide training to education officials on human rights.

• In collaboration with key stakeholders, including the ACHR, the Commission will supports the evaluation of the pedagogical materials to support human rights teaching in primary schools

• In collaboration with key stakeholders and experts, the Commission will support the development of ToT program for primary teachers. [Repeat for secondary school in a later phase]

16. Thematic Programming: Suggested area: Women, Family, and Child Rights Proposed Activities

The Commission prepares and publishes analysis of criminal, domestic law and procedural legislation, including the Child Rights Act 2010, to ensure that women and children are treated fairly and equally under the law.

The Commission provides gender sensitivity training to all staff.

The Commission develops planning and approval systems that ensure a gender lens and a child- rights lens are applied to all activities, including issues related to sexual violence, discrimination, human trafficking, the justice system and other priority areas.

The Commission conducts specialized research into women’s rights issues, with a focus on harmful practices, violence against women, and human trafficking, especially in conflict areas.

Based on the identification of priority issues, the Commission organizes a minimum of 2 seminars/workshops on women’s issues and publishes findings/recommendations.

7. Conclusion

The responsibility to respect, protect and fulfill human rights lies with the state and ultimately, it is the state’s responsibility to ensure that the basic resources are available to the national human rights institution in order to carry out its functions in an independent manner and that there is political will for the Commission to thrive.

The strategic and phased approach is designed to encourage the GoS, international donors and other stakeholders, including civil society, to work collaboratively to ensure that the Commission is given the resources it needs to begin its work and realize its potential.

8. Appendix I: Project Activity Framework (Phase I & II)

PHASE I (2014): Governance and Sustainability

Key Result Area 1: Preparatory Work

KRA 1: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments

1. Preparatory work 1.1. Strategic plan finalized 1.1.1. Commission finalizes plan, under the Q1 2014 Strategic plan is a flexible document supported and launched supervision of the senior management of that can accommodate the Commission and its Secretariat with developments and be adapted, as follow up of the strategic planning time and circumstances require. It committee, which submits periodic reports may also be adapted as indicated by every 3 months on progress of the evaluation of progress that will implementation be undertaken in Phase II. 1.1.2. Strategic Plan is socialized and launched with UN, government stakeholders, donors, international community, CSOs 1.1.3. Report on Launch of Strategic Plan

1.2. Institution 1.2.1. Appoint Institutional development advisor Q1 2014 The Advisor will, inter alia, work development advisor (contract or secondment) closely with the Commission and the UNDP project team to support the implementation of the Strategic Plan during Phase I.

1.3. Law Reform and 1.3.1. Propose amendments to NHRC Act to Q2 2014 Through consultation between the institutional strengthen Commission's powers, including Commission, the National Assembly independence the explicit authority to inspect prisons and and the Presidency, on the basis of to release reports; enhance the process of the independence of the the selection of its membership through Commission and in conformity with ensuring pluralism and gender equity international standards (Paris Principles)

1.4. Financial sustainability 1.4.1. Develop consultative process to support Starting in Q1-Q2 Ensure adequate funding from the strengthened: Mobilize adequate funding from the State for salaries 2014 State for staff and offices as per the and provide resources and offices of the Commission, and basic Paris Principles; Open new channels for program programming costs for additional funds and in-kind implementation 1.4.2. Work with partners, in cooperation with contributions for programming and UNDP, to mobilize financial and technical activities and other support to make available the necessary funding for implementation of the Strategy 1.4.3. Ensure support for recurring expenses, office equipment, supplies, utilities etc.

1.5. Internal regulatory 1.5.1. Utilize capacity of Commissioners in Q3 2014 Channel Secretariat capacity framework planning, policy formulation, monitoring and towards undertaking administrative strengthened contribution in laying foundations of good and executive activities, and plans governance and programs of the Commission

1.6. Development of MoU 1.6.1 Prepare memoranda of understanding Q1 2014 One aspect of these discussions with relevant human (MoU) between the Commission and other should include the orderly transfer rights institutions human bodies to delineate and clarify their of the functions of ACHR and other respective areas of operational responsibility areas that are integral to the 1.6.2 Parties to the MoU initiate a public Commission's powers and awareness campaign responsibilities (e.g., complaints).

Key Result Area 2: Infrastructure and Operations

KRA 2: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 2. Infrastructure is 2.1 Start accelerated steps 2.1.1. Needs assessment undertaken Starting in Q1-Q2 There is a need to continue renting established and to find adequate leased 2.1.2. The new premises should be adequate to 2014 pending the completion of new consolidated premises accommodate incoming Commission's staff, premises. specialized committees 2.1.3. Ensure premises meet accessibility, security Linked output 2.3 and sustainability standards and have adequate and secure parking areas

2.2 Undertake feasibility 2.2.1. Confirm land acquisition Q2-3 2014 This area will require diverse funding study: Initiate steps and 2.2.2. Develop a building project that includes support from government and procedures for HQs universal design principles, and energy donors. building project sustainability

2.3 Security planning 2.3.1. Develop a security plan for premises, Q3 2014 surrounding grounds and vehicles (see ICT for digital security), and regularly reviewed as necessary. 2.3.2. Renovations and retrofit for security, as required 2.4 Transportation 2.4.1. Needs assessment Q2-3 2014 Transportation for Commission 2.4.2. Procure / purchase additional vehicles as activities including investigations, required monitoring and public education 2.4.3. Adopt internal administrative measures for activities vehicle control, usage and fuel consumption Seek to provide members of the Commission with vehicles to facilitate the movement

Request Government to grant customs and excise exemptions to import Commission vehicles 2.5 Provide and update ICT 2.5.1. Needs Assessment Q 3-4 2014 Ensure that ICT technician is hired at equipment 2.5.2. Procure / purchase necessary equipment this point 2.5.3. Install test and train

Key Result Area 3: Organizational Development

KRA 3: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 3. Organizational 3.1. Organizational chart 3.1.1. Completion of procedures to adopt the Q1-Q2 2014 Organisational chart attached as development organizational chart Appendix

3.2. Human Resources 3.2.1. Recruit human resources expert Q3-4 2014 The Commission will set up a Planning and first 3.2.2. Prepare human resources plan based on Committee responsible for the hiring phase of hiring civil service guidelines, to include human process. resources policies, performance management and ethics policy Recruitment and hiring should be 3.2.3. Hire management and key staff open, transparent, competitive and sensitive to gender equality and diversity.

Accord priority to investigation & monitoring staff, and ICT (subject to the Commission decision)

3.3. Training plan & 3.3.1. Recruit human rights education expert Q4 2014 Management training should be curriculum 3.3.2. Conduct needs assessment Q4 2014 based on ToT methodology to development 3.3.3. Identify CSOs that can assist in delivery of permit management to be involved human rights training (including, in the training of their own staff monitoring, region-specific issues e.g., Darfur, complaints management, public Training should be based on adult education) as well as CSOs that would learning techniques, experiential benefit from receiving training (hands-on) training and a 3.3.4. Develop training plan and curriculum participatory pedagogy starting from 3.3.5. Working with HRE expert, adapt or Phase II. develop, as appropriate, core human rights training curriculum, technical curriculum, for staff using experiential, hands-on training 3.3.6. Finalize adapted curricula

3.4. Volunteer Program: 3.4.1. Develop a youth engagement and Q4 2014 Integrating CSO engagement into Youth activists, CSOs volunteer program in the context of a training activities; creating learning engaged as volunteers comprehensive project to involve youth opportunities and work experience for specified capacities for young people, especially lawyers, Commission activities 3.4.2. Identify appropriate areas within the social workers, etc. as required by the Commission’s work where young Commission (affiliation volunteers can safely and productively or volunteering) learn about the commission’s work and develop their own skills

3.5. Introductory human 3.5.1. Recruit trainers Q4 2014 Prioritize investigations and rights training I 3.5.2. Deliver introductory human rights training monitoring training for Darfur staff based on training plan (Output 3.3). Components: Role of NHRIs; Principles of Human Rights; and Sudan Bill of Rights, and investigations and monitoring 3.5.3. Engage CSOs in training as participants and trainers as appropriate 3.5.4. Development of training materials for future training 3.5.5. Evaluation 3.6. Administrative 3.6.1. Develop key administrative policies and Q3 - 4 2014 Administrative policies should create policies: Financial procedures a good working environment for the management and 3.6.2. Train staff on policies Commissioners and staff which can control (including: enable them to take decisions and purchasing and carry out their duties procurement; internal communications and correspondence; vehicle management; human resources planning and management; security policies; internal travel authorizations; ICT policies)

3.7. Knowledge 3.7.1. Recruit expert Q3 – 4 2014 Management Plan 3.7.2. Develop Knowledge Management plan 3.7.3. Coordinate with ICT plan

Key Result Area 4: Complaints Management

KRA 4: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 4. Complaints 4.1. Complaints 4.1.1. Transfer responsibility for undertaking Q3 2014 Linked Output 3.2 management committee investigations to investigation staff once (management hired infrastructure)

4.2. Case management 4.2.1. Recruit consultant Q3-Q4 2014 Aim: Commission has an effective, procedures / 4.2.2. Design case management procedures and efficient complaints procedure with workflow design workflow a clear workflow design, appeal 4.2.3. Develop standard communications and procedures, supported by work tools templates to ensure fairness, consistency and 4.2.4. Develop training materials impartiality. 4.2.5. Undertake training Intake criteria are developed for urgent cases e.g., where life or physical security is at risk.

Confidentiality, protection of witnesses and referral of cases especially where urgent actions are required.

4.3. Feasibility Study for 4.3.1. Recruit consultant Q4 2014 Feasibility study examines the Automation of 4.3.2. Undertake preliminary research comparable good practices in NHRIs Complaints 4.3.3. Develop feasibility study for system, in developing countries and in Management design requirements, costing, language region. System conducted requirements, integration with existing platforms, development, implementation, Feasibility study links to ICT plan support and maintenance Output 2.5)

Key Result Area 5: Engagement in Conflict Areas and Abyei

KRA 5: Outputs Activities Timeframe Assumptions/ Intended outcomes comments 5. Progressive 5.1. Striking human 5.1.1. Adopt the internal decision to establish branch Q2 2014 Acting on Article 4-2 of the NHRC Act engagement in conflict rights sub- offices in Sudan with priority to Darfur and in connection with DDPD Art 13-16: areas committee for other conflict areas GoS has committed to facilitating conflict areas with 5.1.2. Establish a human rights sub-committee for “decentralized, independent, focus on Darfur conflict areas with focus on Darfur pending autonomous and resourced Human the establishment of NHRC branch offices Rights Sub-committees for Darfur 5.1.3. The Committee develops a specialized action plan for human rights engagement in Darfur

5.2. Lead a consultative 5.2.1. Commission will organize a consultative Q1-4 2014 process to process with the DRA, UNAMID, OHCHR and implement other relevant partners to implement the specialized action specialized action plan on Darfur to obtain the plan for necessary technical and material assistance engagement in for the establishment of a branch office in Darfur Darfur as a pilot project

5.3. Participation in 5.3.1. In cooperation with UNAMID, and other Q2-4 2014 Darfur Human partners, as required, Commission seeks to Rights Forum participate in the Darfur Human Rights Forum and attends meetings of the Forum

5.4. Develop targeted 5.4.1. Workshop on joint human rights cooperation Q 3-4 2014 programming for framework (UNAMID) Darfur 5.4.2. Conduct meetings of State human rights sub- forums at the local level to address key human rights concerns (UNAMID) 5.4.3. Adopt the study on transitional justice on Darfur 5.4.4. Learn from other similar experiences on transitional justice processes from other countries

PHASE II: STRENGTHENING CAPACITY (2015-2016)

Key Result Area 6: Targeted Training and Professional Development

KRA 6: Outputs Activities Timeframe Assumptions/comments Intended outcomes

6. Targeted Training and 6.1. Delivery of human 6.1.1. Based on feedback from management Q1 2015 NOTE: This Output can be moved into the Professional rights training II training, the Commission will update staff end of Phase I if 2nd wave of hiring is Development training materials if required completed in time. 6.1.2. Recruit trainers to deliver training UN expert from OHCHR or other UN 6.1.3. Ensure engagement of CSOs in training as agency, or from specialized centres, if trainers and as participants possible 6.1.4. Engage managers selected in Output 3 as

trainers Specialized training for IDPs and guiding 6.1.5. Deliver 5-day training on Introductory Human principles should be included in training rights training (“Role of NHRI”, “Principles of in Darfur and in conflict areas Human Rights and major International Human

Rights Treaties” and Bill of Rights Sudan); also, Involvement of managers in ToT as CP rights, ESC rights, women’s rights, child trainers is for the introductory human rights/juvenile justice, investigations and rights training only, that was delivered in monitoring (linked Output 3.5) Phase I 6.1.6. Evaluation of training

6.1.7. Deliver intensive targeted training on core

human rights topics to staff based on their job

descriptions, e.g.: Indicative topics (suggested duration: 8 days): . investigations and case reporting (2); . monitoring and reporting (1) . human rights education and advocacy (2)

. Human rights and the Media (1) . Transitional Justice (1) . International human rights systems & reporting (1) 6.1.8. Evaluation of training 6.1.9. Develop Training Manual 6.1.10. Distribute manual to staff, socialize manual

6.2. Delivery of training 6.2.1. The Commission management delivers Q1-2 2015 on internal administrative policies training II (linked administrative and Output 3.6) for staff hired in Phase II operational policies 6.2.2. Develop manual of administrative policies and delivered to staff 6.2.3. Recruit expert/trainer if required 6.2.4. Support development of training materials on case management and service standards that were developed in Phase I 6.2.5. Evaluate training

6.3. Evaluation and 6.3.1. Select independent evaluators Q2 2016 Review evaluation forms from each Impact assessment 6.3.2. Undertake independent assessment training; where training was based on of entire Training 6.3.3. Analysis of results and report results to the participatory and experiential learning, Program Commission regarding Phase I outputs and staff should be tested on what they have impact of training learned as part of the evaluation process in relation to their job functions

Key Result Area 7: Complaints Management, Investigations and Monitoring

KRA 7: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 7. Strengthen complaints 7.1. Complaints manual 7.1.1. Recruit expert to assist in the preparation of 2016 This could be done at the same management, the manual time as Output 4 in Phase I if investigations, 7.1.2. Working with a consultant, the commission there is sufficient funding monitoring will integrate the workflow design and complaints management procedures designed in Phase I into a single Manual 7.1.3. Service standards regarding handling of investigations are integrated into the manual 7.1.4. Finalize complaints manual 7.1.5. Performance management of directors should be linked to service standards and targets . 7.2. Establish 7.2.1. Commission identifies priority areas of Q1 2015 – Monitoring concern through strategic planning process Q1 2016 program 7.2.2. Establish at least two monitoring programs 7.2.3. Analysis of information and research 7.2.4. Report publicly on monitoring results 7.2.5. Communication with government authorities and relevant parties to support change and dispute settlement and mediation, if appropriate

7.3. Complaints 7.3.1. Reach a decision about the appropriate Q1-2 2015 On basis of open competition management software solution (spreadsheet, database or of service providers database or case management software) based on automated feasibility study in Phase I (Linked Output 4.3) software 7.3.2. Assessment 7.3.3. Study the offers received for development the database/automated software 7.3.4. Procurement and licensing 7.3.5. Testing and adaption

7.4. Evaluate 7.4.1. Recruit independent evaluator Q2-Q4 2016 effectiveness of 7.4.2. Undertake evaluation case management 7.4.3. Prepare evaluation report system 7.4.4. Commission will review the effectiveness of the urgent procedures with the complainants 7.4.5. Amendment of urgent procedures accordingly

7.5. Prepare 7.5.1. Commission writes investigation reports on all Q1 2015 – going Investigation major cases, especially systemic cases forward reports 7.5.2. Reports are communicated to parties 7.5.3. Commission releases reports to the public where appropriate.

Key Result Area 8: Public Education and Outreach

KRA 8: Output Activities Timeframe Assumptions/ Intended outcomes Comments 8. Targeted education 8.1 National Public 8.1.1 Select pilot region and develop a public Q1-Q4 2015 Connect the opening of branch and outreach initiatives Education Campaign education campaign for that region Q1-Q2 2016 offices to the pilot campaign to spread human rights 8.1.2 Select speakers, local leaders and civil society culture partners 8.1.3 Prepares communications strategy to support rollout 8.1.4 Plan for translation of material, as appropriate, in minority languages, in accordance with national policy 8.1.5 Logistics and security planning 8.1.6 Liaison with national, local electronic and print media for articles, newspaper inserts, etc. 8.1.7 Prepare reports on the pilot project with a view to scaling up the campaign to at least 4 other states 8.2 Annual reports, Web 8.2.1 Recruit consultant / technical writer Q1 2015 and Accessibility: Web site should site and dissemination 8.2.2 Prepare annual reports following comply with W3Cs Web of publications 8.2.3 Translate annual report Accessibility Initiative. 8.2.4 Release annual reports within 6 months of the end of the previous fiscal year through a Search engine: Site should be public launch searchable and research 8.2.5 Recruit website developer to update or documents located in a develop web site, as appropriate and ensure database. dissemination of all public reports and publications on web site

8.3 Engagement with Civil 8.3.1 Commission undertakes a mapping exercise of Q1 2015 and CSOs should be supported to Society CSOs working in human rights following provide information about the 8.3.2 Commission will establish a coordinating state of human rights as committee to work with selected partners partners of the Commission 8.3.3 Plan and undertake meetings with selected partners 8.3.4 Plan workshops 8.3.5 Prepare meeting outcome documents and undertake joint activities

Key Result Area 9: International Cooperation

KRA 9: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 9. International 9.1 Develop working 9.1.1 Commission applies for Q2-4 2015 Aim: Commission is engaged engagement relationships with membership/participate in regional and with regional and international the NHRI Regional international human rights networks (African, networks of human rights networks of human Arab NHRI networks, ICC) institutions, and is able to rights institutions 9.1.2 Commission attends meetings as members or contribute to the international and with as observers Q3-Q4 2016 human rights system international NHRI, 9.1.3 The Commission undertakes steps to apply for accreditation with accreditation by the ICC ICC

9.2 Contribute to 9.2.1 Select treaty bodies or special mechanisms to Q3-Q4 2015 The reports referred to in this international which Commission will provide reports section are the independent human rights 9.2.2 Prepare report(s) and submissions reports of the Commission reporting system 9.2.3 Disseminate and publish reports on web site

Key Result Area 10: Advice and Assistance to Government

KRA 10: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 10. Advice and assistance 10.1 Legal and policy 10.1.1 Commission seeks membership in 2015 - 2016 Commission provides timely to government review, legislative committee of experts established to and relevant human rights harmonization harmonize legislation with human rights. assistance to the GoS Commission seeks support of international committee as required Legal review should extend to 10.1.2 Commission identifies high priority areas in draft laws, policies, practices legislation that require amendment and judicial decisions as the 10.1.3 Commission requests from academics, Commission develops more research centres proposals in areas of capacity selected priority in RFP process. Research papers to be presented at a symposium on law reform (5 topics / papers per years) 10.1.4 Commission undertakes analysis and work with other stakeholders in proposing legal reforms

10.2 Monitor progress of 10.2.1 Commission prepares regular reports on 2015 - 2016 the NAP achievements and areas for improvement under the NAP 10.2.2 Integrate results into annual reports 10.2.3 Publication and dissemination

10.3 Input to 10.3.1 Commission communicates with relevant 2014 - 2015 This activity can be moved into constitutional stakeholders and political powers to seek a 2014 should the Commission process guarantee that all political parties will show determine that accelerating a commitment to strengthen human rights the activity is necessary protections in the new Bill of Rights 10.3.2 Convenes stakeholders to a forum to Timeframe will depend upon provide input and advice on the new Bill of the initiation constitutional Rights discussions 10.3.3 Provide the outcome documents as written advice to the government and opposition and/or political parties with regard to the Bill of Rights

10.4 Provide input to 10.4.1 Commission provides input to the The Commission will provide GoS for its government’s country reports to treaty support earlier in Phase I international treaty bodies and international processes, if should it be requested to do so body reporting requested

Key Result Area 11: Knowledge Management II

KRA 11: Outputs Activities Timeframe Assumptions/ Intended outcomes Comments 11. Knowledge 11.1 Document 11.1.1 Recruit expert on internal document Q1 2015 Commission implements the Management II management management, document retention and knowledge management plan system (internal) disposal systems, including confidentiality developed and Phase I policy (see Phase I regarding human rights complaints) Annual reports and other 11.1.2 Draft document management plan, internal commission reports and information system to ensure appropriate publications will be addressed document management system in this section as well 11.1.3 Implement system in Output 8.2

11.2 Feasibility study for 11.2.1 Commission convenes researchers and 2016 National Human statisticians to develop human rights Rights Database indicators for Sudan 11.2.2 Based on the indicators selected, working with experts, develop a feasibility study for a database on the human rights situation of Sudan, including the progressive realization of human rights