Impact

To fulfil its mission and better realise its vision, Human Rights House Foundation aims to achieve impact toward four strategic objectives: Stronger governance; increased cooperation; greater visibility and political influence; better protection.

Strategic objectives

All of HRHF’s activities aim toward four strategic objectives. Click on each objective below to learn more and to see the impact we have achieved in our work toward each objective:

Documenting impact

Improvements in a human rights situation take time, are challenging to attribute to a particular initiative, and are all too often affected by external factors, which may cause the situation to remain unchanged or deteriorate for the worse, despite the best efforts of human rights organisations. This makes it a daunting task to document the impact of human rights work.

Yet donors require reporting on impact, preferably in numbers and charts, yet the logic of fast news and simple messaging can be somewhat contradictory to how we achieve impact in human rights work.

HRHF has built a results framework to help with this. Such a framework can turn the demands for reporting into a tool to navigate, operationalise and achieve impactful strategies for a human rights organisation.

Our framework is rooted in the theory of change and framed by our strategy for 2014-2018. Making our desired long-term goals the starting point, we worked back from these identifying what objectives, outcomes, and activities (outputs) would lead to the desired change and ultimately to achieving our goals. We then created indicators to measure these outcomes and outputs. In short, the framework seeks to link and measure all activities in the context of the organisation’s goals.

Once we had the framework set, we then looked at indicators and benchmarked where we were, setting targets within these indicators, to ensure everything we do is working toward our strategic objectives.

New strategy (2019-23)

HRHF sees significant value in self-reflection as a way to learn, improve, and adjust the course of action when needed. In addition to internal evaluations, we aim to undergo a more extensive external evaluation every few years, to check whether our theory of change is still relevant and whether the work that we do has the intended impact.

It is only through assessing the needs of stakeholders and whether we are meeting them that we can engage and increase our impact, whether it is among the Human Rights Houses and their member NGOs, or among politicians, diplomats, donors, partners, and beneficiaries. Ultimately, our relevance and sustainability rely on our ability to re-evaluate and adjust.

Aided by the findings and recommendations of the external evaluation, and with input from the Human Rights Houses, all HRHF staff are participating in developing a new strategy for 2019–2023. Through jointly creating and building ownership of this strategy, we aim to ensure that we are successful in implementing it in the coming years.