HRHF supports HRHs and their member organisations to provide human rights defenders and civil society a stable and safe base for their vital work. The Human Rights House concept is built around the enduring values of solidarity and partnership, it is flexible and adjusted to the local needs, enabling them to unite their efforts, amplify their voices and together, effectively advance human rights. 

By supporting, strengthening and protecting the capacities of the HRH member organisations, HRHF contributes to the resilience and sustainability of independent civil societies in the countries where HRHs operate. 

HRHF connects HRHs and their member organisations in the international Network of Human Rights Houses. The Network is a community, which provides opportunities for building meaningful transnational connections and solidarity, transfer of competencies, increased protection, and regional and thematic collaboration. United, the Network works to raise awareness and increase the impact on the human rights agenda nationally, regionally and internationally. The Network is HRHF’s most direct stakeholder. 

During this strategic period, we aim to expand the Network beyond the current geographic regions of Eastern & Western Europe, the Caucasus, and the Balkans, in addition to increasing the number of HRHs in the current regions. Network expansion will help us have more impact on the human rights agenda.  

To further increase the sustainability and resilience of the Network, in this strategic period HRHF will not only serve as a focal point for Network engagement but will also encourage and support horizontal cooperation and empower members of the Network to lead thematic and regional work.

Systemic human rights gains are achieved, in part, by strategic long-term advocacy. To fulfil our mission, HRHF advocates for the promotion and protection of four key rights which underpin independent civil society and an enabling environment for it to promote and protect human rights. At the same time, HRHs and their members work on a wider range of rights, reflecting the needs and contexts in which they operate. 

In the Network, HRHF serves as an expert on intergovernmental and international organisations and advises on opportunities for Network members to advance domestic goals within them. HRHF also strengthens engagement and cooperation between HRHs and other domestic and international human rights partners and stakeholders to advance national advocacy objectives. 

HRHF targets decision-makers and diplomats to raise awareness and lobby on policies related to our mission. HRHF targets international intergovernmental organisations including the UN, EU, CoE and OSCE at regional and international level in its work to protect and advance human rights. HRHF lobbies intergovernmental organisations to ensure the inclusion and active participation of civil society. HRHF also provides recommendations to strengthen human rights mechanisms and standards and reports on human rights trends. By reporting regularly on the situation of HRDs in the Network, HRHF identifies and highlights human rights trends in the region.

HRHF respects all human rights and the fundamental freedoms of all persons in all countries of the world in accordance with the UN Universal Declaration of Human Rights.

HRHF adheres to ethical principles, takes responsibility for its work, honours commitments to its partners, beneficiaries, and donors, and transparently shares results and lessons learned – unless doing so harms the safety and security of HRDs. 

HRHF believes all human beings are of equal value and are entitled to fulfil their potential free of discrimination and oppression. HRHF is committed to the removal of human rights-related barriers that drive inequality, including but not limited to gender inequality, discrimination, harassment, and punitive laws. The principles of equality, democracy and autonomy underpin the relations between the member organisations in a House as well as relations among HRHs in the network.

HRHF is committed to maintaining its autonomy, policy independence, and impartiality from donors, and is guided by its mission and human rights principles.

This external evaluation assessed the impact of the EU-funded project, focusing on accountability and organisational learning, while identifying successes, best practices, and recommendations for future interventions. 

The project was implemented between July 2020 and January 2024 amidst two “cataclysmic events” –  the COVID-19 pandemic in 2020 and Russia’s full-scale invasion of Ukraine in 2022, – which significantly disrupted project implementation as originally envisioned and further destabilised the already fragile human rights landscape in target countries.

The report highlighted that “even though [the project] was designed for an external context that fundamentally changed as project implementation began, there was a consensus among the interlocutors that project outcomes have not only been relevant but continue to be relevant in the future. The project subgrants, for instance, provided a lifeline for CSOs operating in a hostile or conflict environment. Solidarity, which has been its integral aspect, provided relief to project partners as coming together as a community showed them that they were not alone, and that there were peers who shared their struggles. Moreover, such work was critical in a political context where prevention of further backsliding had to be prioritised over improving the human rights situation.”

In preparation for a new strategy for 2024–2028, HRHF conducted a comprehensive assessment of member engagement within the Network of Human Rights Houses (HRHs). This review also gathered perspectives on the future of engagement, considering both internal and external developments.

A total of 45 interviewees, including representatives from 14 Human Rights Houses and 32 member organisations, contributed to this review. The findings provided insights into how HRHs and their members envision their future involvement in the network and with HRHF. Key areas of focus included their needs and priorities, good governance within HRHF and the network, gender mainstreaming in HRHF’s work, network sustainability, and other relevant considerations. 

For instance, reflecting on the network engagement, interviewees noted that the unstable situation in a region “definitely causes changes in interests and partnerships between HRHs and their members”, while also emphasising the importance of the Network [of Human Rights Houses] as a safe space for exchange and cooperation.”

Recommendations from this review were included in HRHF’s strategy for 2024-2028.

In 2121, two years into the implementation of its five-year strategy, HRHF revisited and reviewed the Human Rights House concept based on evaluations and learnings of over 20 years to ascertain whether there is a shared understanding of the concept and its application among HRHF’s staff.

Notably, the report highlighted the strategic recommendations on ensuring the sustainability of the Network of Human Rights Houses, connected to encouraging thematic work within the Network, as this would leave the focus on national priorities to the Houses and allow the Network and HRHF to draw resources to focus on regional trends and thematic advocacy.

Recommendations from this review were included in HRHF’s strategy for 2024-2028.

This midterm review looked at the HRHF’s contribution to the achievements within improved governance and outreach of the Human Rights Houses, strengthened collaboration between Human Rights Houses and improved protection to human rights defenders.

Among other findings, the review highlighted that “the HRHF’s actions to systematise, professionalise and bring in international standard setting to the Network’s protection work has largely contributed to better coordination of protection among the HRHF, Belarusian HRH in exile, Educational HRH Chernihiv and HRH Tbilisi. It has also, to a very high extent, contributed to better protection of human rights defenders, not the least from Azerbaijan, who are the primary target group of the protection services of the HRH in Tbilisi.” It also confirmed that “HRHF is an important hub to Human Rights Houses, supporting them and their member organisations through long-term partnership.”

In November 2018, HRHF underwent an external assessment of its administrative capacities and competencies. 

“HRHF has adequate administrative capacities and competence in place to undertake financial management… The HRHF organisational culture is one of mutual respect, transparency, accountability and ethical performance. There is a high awareness of financial risk, and the organisation has put important measures in place to prevent financial mismanagement and corruption,” concluded the evaluation.

Read the evaluation in full.

“The Human Rights House concept maintains its relevance as a platform that promotes collaboration, drives innovation, and empowers civil society for the advancement of human rights and dignity for all.” Nino Khurtsidze, External Consultant.

In 2017, HRHF commissioned an external evaluation of the Human Rights House concept and our advocacy work, to assess their relevance and effectiveness, and to offer recommendations to update the concept to maximise its potential positive impact. The findings of the evaluation helped to inform HRHF’s strategy for 2019-2023.

Read in full “Evaluation of the Human Rights House Concept and its Advocacy Component.”

Reflecting on the future of the Houses and the changing environment for human rights defenders, Human Rights House Foundation commissioned an external review process in 2005.

Read in full “Human Rights House Foundation and the HRH-Network

Evaluation Report”.

In response to the findings of the evaluation, an effort was made to empower the Human Rights Houses, by giving them more of a say in the development of the network. With the establishment of an International Advisory Board consisting of House members in 2007, the Houses gained direct input in an advisory role to HRHF’s board, as well as input concerning the admittance of new members. (The International Advisory Board is replaced by a new mechanism in 2018).