Circular 14: Amnesty International Draft Integrated Strategic Plan 2004 – 2010, GLOBALIZING JUSTICE! Underlag till styrelsemöte 1-2 mars 2003

ICM 2003 – Circular 14 ISP Toolkit 3

Summary

This is the Draft Integrated Strategic Plan (ISP) for consultation in preparation for the 2003 ICM.

Keywords

<Keywords>

Distribution

This is an internal circular which is being sent to all sections and coordinating structures

Recommended Actions

Please circulate this document to all people in your section/structure for discussion and especially to all those who are involved in ICM preparations.

ICM 2003 – Circular 14 ISP Toolkit 3

ICM 2003 – Circular 14 ISP Toolkit 3






Amnesty International
Draft Integrated Strategic Plan
2004 – 2010

GLOBALIZING JUSTICE!













TOOLKIT 3

Second draft for consultation in preparation for the
2003 International Council Meeting, Mexico
Participation Phase III: We listen, talk and agree!
January 2003





Feedback requested to [email protected]
for posting on http://www.web.amnesty.org/isp/isp.nsf

ICM 2003 – Circular 14 ISP Toolkit 3








ICM 2003 – Circular 14 ISP Toolkit 3



January 2003

Globalizing Justice!
Amnesty International
Integrated Strategic Plan 2004-2010



TOOLKIT 3: Table of Contents


Cover letter from the ISP Committee Chair

Part I – What’s new and different in this ISP?

Part II – Globalizing Justice, Integrated Strategic Plan 2004 – 2010

Part III – Responses to Participation Phase II: Listen and Talk!

Part IV –Making the ISP work:
A proposal for operational planning, monitoring and evaluation

Part V – The 2003 ICM:
The ISP resolution, process for discussion and decision-making guide







To: Chairs and directors of all sections and all structures
Fm: Colm Ó Cuanacháin, IEC, ISP Committee Chair
Dt: January 2003
Re: ISP – Update 5

Dear Chairs and Directors,

Thank you for the feedback!
The ISP Committee and the IEC have been delighted by the broad level of participation in the response to Toolkit 2 with the first draft ISP. 47 sections and structures responded in addition to more than 15 committees and task forces, networks, and decentralized and deconcentrated programs. Over 30 meetings were held with different groups at the International Secretariat involving over 200 staff. All of these comments are posted on the ISP database and we urge you to read them. The ISP Committee worked diligently to promote discussion. The time and thoroughness shown in these responses assures us of our joint commitment to make this the best strategic plan we can develop.

Here’s the second draft ISP for discussion at the 2003 ICM
As a result of the consultation and additional work of the ISP Committee, the IEC reviewed a new draft of the ISP at their January meeting. The results of that discussion are presented to you now in the second draft ISP. (Part II of this Toolkit 3). This is issued as an ICM circular and will be the basis of our discussion in August in Mexico. Depending on the volume and character of the comments that we receive between now and June, the IEC may ask that revisions be submitted to the ICM as part of a presentation on the ISP. The text for your consideration at the ICM will be the Strategic Goals and Objectives (the latter set out in the grey boxes). A copy of the text of the ICM resolution can be found in Part VI of Toolkit 3, as well as a brief description of the ICM PrepCom’s proposal on how to deal with this at the ICM.

We have been mindful of your comments in developing this draft, as well as keeping the focus of the Human Rights Strategy as a needs based strategy within AI’s sphere of influence, and the Organizational and Financial Strategies are resource-based strategies within our sphere of control. We have changed the Strategic Objectives from passive to active voice to assert our commitments more clearly.

In each of the human rights strategy goal areas, the strategic objectives move (where applicable) from the work that we currently do or have traditionally done, to newer work.

The bullets under each Strategic Objective provide the first bridge into operational thinking. They are not exhaustive of the work that will be carried out in each area but will inform operational planners of the preliminary thinking in each of those areas. At the ICM, working parties may propose to add to these bullets as part of the working party reports.

We propose that evaluation statements be deferred until the development of the operational plans. However, there are a couple key elements that need to factor into those evaluations. First, in all three strategies, how has our work advanced the notions of equity, accountability and sustainability? Second, (a) for the Human Rights Strategy we need to ask the question “what real change happened to real people”? (b) And in our Organizational and Financial Strategies we need to ask ourselves “does this release the energy of real people doing real work” and “does this result in increased income”?

Nature of Participation Phase III consultation
We now enter the final and equally critical stage of the movements strategic planning effort. We need to discuss and begin to forge the agreements that will allow us to make the best possible decisions at the ICM in Mexico.

· What do we hope to hear from you?
- Do you see your comments of November ’02 reflected in the current draft? What are the key strategic issues that you feel need further discussion? What are your operational concerns?
- Your comments, questions, discussion points should be sent to the [email protected] for posting on the database;
- Section and structure ICM delegations should be urged to read other section comments on the database.

· What will we do with these comments?
- Your comments will be used by the IEC to consider if new presentations should be made at the ICM;
- They will be used by other sections and structures to debate and arrive at positions;
- And they will be used to assist those beginning to draft operational plans in thinking about the transition from strategic to operational levels.

· What are critical dates between now and August 15?
- February 22-23 – International Finance Meeting
- March 26-28 – IEC meeting
- March 28-30 – Chairs’ and Directors’ Forum
- June 26-29 – IEC meeting
- August 13-15 – International Youth Assembly, Mexico
- August 16- 23 – International Council Meeting, Mexico

Many sections and structures will hold their AGMs in the first half of this year, and although no budget is available for travel, members of the ISP committee would be happy to participate in these with you if you were able to arrange for travel costs. Members of the committee are also available for e-mail discussions at your convenience.

Relationship to statute and other questions
Many of you have asked for clarification regarding the relationship of this ISP to the mission approved in Dakar and now incorporated into our statute. We wish to reiterate that this Integrated Strategic Plan is developed to be implemented with the statute as it currently exists. If changes were to be made to the statute in 2005 or 2007, they would need to be reflected as appropriate in future strategic and operational plans.

A number of contributors presented well argued cases to have matters which the IEC would regard as operational included in the plan. An example of this is the recommendation from a number of EU sections that AI's work with the EU be highlighted specifically in the ISP. The IEC discussed this, and other such proposals in some depth and decided against going to this level of specificity. In relation to the EU the overall priority for work with intergovernmental organizations is established in objective 9.5. The specific operational priority for work with EU will be agreed as part of the International Operational Plan, and will require more detailed deliberations and planning. The SG and the EU Association have already started collaborating in this regard.

Other questions have emerged as we read your comments. In order to deal with all of them we propose to complete a Frequently Asked Questions paper prior to the Directors’ and Chairs’ Forums in March. This will also be posted on the database.

What’s new?
Part I of the Toolkit 3 offers a summary of what is new and different in this ISP. You will note that in addition to some new areas of work we have tried to make sure that our Organizational Strategy keeps apace with our Human Rights Strategy. Hopefully this will allow us to apply an important lesson learned from the Troia Action Plan process where our ambitions outpaced our capacity.

Themes and campaigns
We were pleased at the energy in the organization around the decision to campaign on major thematic areas. Sections and structures responding to the consultation proposed over 50 suggestions for theme campaigns. Topics ranged from very specific (Campaign on the International Criminal Court) to the very broad (Campaign for accountability of state and non-state actors).

The IEC determined at the January meeting to propose to the ICM that we match the themes to the seven goals of the Human Rights Strategy. This conforms to some of your recommendations in the consultation. This will allow us to streamline our message by making a direct link between the issues that we have identified as critical in our human rights analysis, and the themes on which the organization will campaign for the long term. You can review the proposals and responses from sections in relation to themes on the ISP database.

New language
While attempting to use as little jargon as possible, the ISP Committee and the IEC felt that in some cases new language might provide some energy in our search for new solutions to old problems in the organization. Here are a few of these:
· Sustainable Growth – Development in AI has always meant the growth of the organization, making our terminology hard to understand to those who thought we work on the right to development or to fundraising initiatives. In order to be unequivocal about our meaning, we propose to shift to using the term “Sustainable Growth” to mean the presence of Amnesty International’s activism in different parts of the world.
· Release Energy – As a 40-year old organization with traditional ways of doing our work, we need to push ourselves to find the mechanisms that re-energize us. Far from burying our enthusiasm under a stack of paper, the ISP Committee hopes that all parts of the movement will rise to the challenge to use freedom and resources creatively and responsibly.
· Dynamic Architecture – Our organization is more than structure and rules, it is the dynamic play of people, resources, ideas and action set to the pulse of radical notions of agency: that each of us can be an agent of change in the world. To talk about our structure, decision-making systems, rules and guidelines we have opted to use the term dynamic architecture, an evolving construction that we have built and we can change.
· Public Trust – As Amnesty International continues to demand accountability from states and private individuals and organizations, we will in turn be scrutinized more deeply regarding our own practices. We need to ensure the highest levels of accountability for all our activities to all stakeholders, including members, donors, victims and the public. We will ensure high standards of probity and transparency, especially for finances but also for the outcomes of our activities. That will ensure that we merit the trust placed in our name.

Operational planning – Chairs’ and Directors’ forums
By asking that the ICM make decisions at the strategic level, the implication is that there are many operational issues that the ICM has historically dealt with (the creation of a particular language program, for example, or the type of funding for the work of small sections and structures) that will now be put off to operational levels. This creates a need to develop a collective and cooperative International Operational Plan that lays out the common commitment and joint plans of sections and the International Secretariat. Work has already begin at the International Secretariat and with the International Management Task Force in anticipation of the Directors’ and Chairs’ Forums. Please see Parts IV for a preliminary proposal on operational planning, monitoring and evaluation.

These ideas will be discussed with the Directors’ and Chairs’ Forums in late March in order to bring more information to the ICM on this matter.

A powerpoint (ppt.) presentation of the ISP will be available by mid-February. We will notify you of its availability via section chairs’ and directors’ e-mail and the database. We will look for sections to volunteer translating it into French, Spanish and Arabic.

We are grateful to all of you for your support and engagement in this process. Please address any queries or comments to the ISP Committee via Marj Byler at [email protected] .

Warm regards,

Colm Ó Cuanacháin, IEC
Chairperson
ISP Committee


Toolkit 3: What’s new and different




January 2003
Amnesty International
GLOBALIZING JUSTICE!
Integrated Strategic Plan 2004 – 2010


TOOLKIT 3:
Part I: What’s new and different in this ISP?

It is exciting to deliver for consideration of the Amnesty International movement evidence of the organization’s continued growth in the area of planning. The IEC believe that this plan will contribute to making AI more effective, impact driven and outcome oriented. The plan reflects a solid commitment to wide participation and focused attention on the needs of the external world. Historically we have been very good at developing ambitious human rights strategies and much less intentional and deliberate about creating the organizational infrastructure to carry them out. This Integrated Strategic Plan faces similar risks if we do not take the opportunity to focus on the organizational architecture and the changes we need to make in order to carry out effective and exciting human rights work.

This ISP fits squarely in the context of the decisions made by the movement in Dakar in 2001. The movement has agreed to a mission that sets out the boundaries of our “permissible” work. We now propose an ISP that sets the boundaries for our “potential” work and a framework for our action. The operational plans derived from this will determine (and cost) our “actual” work.

Our Human Rights Strategy is needs-based, that is, responsive to the opportunities and threats that we see in the world at large and reflecting our assessment of what the world needs from AI . It declares our intention to exert our influence in the world to affect change in keeping with the social and political imperatives of the next six years. The feasibility of this strategy will be determined by its effectiveness.

What’s new and different in our Human Rights Strategy?
· A different way of organizing and thinking about our human rights work into seven thematic areas
· Strategic approach to new work on economic, social and cultural rights
· Inclusion of work on migrants within our attention to the rights of uprooted people
· While not new in principle, the commitment to carry out work on gender-based violations perpetrated by non-state actors is at the heart of the work proposed in the goal to “Champion the rights of women and girls”

In each goal we have looked at how we can:
- oppose the threat to the human rights framework,
- work to end impunity,
- protect freedom of expression,
- ensure that non-state actors, particularly corporate and economic ones, uphold standards of international human rights.
And in addition to using specific techniques in each goal, two of them will be present in all of our work
- focus on individuals and their cases, and
- human rights education.

Our Organizational and Financial Strategies are resource-based and reflect an assessment of our strengths and weaknesses. Their implementation is constrained by the human and financial resources we have, but designed to give us the resources we need. They declares our intention to control our resources in order to build a strong organization, one that can deliver the human rights strategy we have decided to implement. The feasibility of this strategy will depend on our ability to develop the competencies we need, to use effective forms of action and to have the necessary financial resources.

What’s new and different in our Organizational and Financial Strategies?
· Research – Build upon the Research Review to propose that AI manage high quality research, as opposed to carrying out all of the research ourselves, and to replace the expectation of “minimum adequate” coverage with the notion of “strategic” coverage.
· Action – To campaign on the seven themes of the human rights strategy and place a priority on the work with and for individuals at risk and human rights education.
· Communications -- This plan signals a conceptual change to perceiving communication not only as a tool for action but also an end in itself. We need to refresh our message to have effective impact on our human rights targets.
· Mobilization – We want to actually see the organization grow in sustainable, multicultural, strategic ways. We propose replacing the MIOR funding strategy and high priority country notion, and place emphasis on the recruitment of young people.
· Dynamic architecture – More than ever AI needs to unlock the energy of the organization and increase our activism.
· Public trust – By ensuring high standards of probity and transparency, especially for finances but also for the outcomes of our programmatic activities, we will continue to merit the trust placed in our name.
· Resources -- We propose to increase and secure the income to our organization and strengthen financial management at national and international levels.


ICM 2003 – Circular 14 ISP Toolkit 3


January 2003

INTERNATIONAL SECRETARIAT, 1 EASTON STREET, LONDON WC1X 0DW, UNITED KINGDOM







ICM 2003 – Circular 14 ISP Toolkit 3










Globalizing justice!

Amnesty International
Integrated Strategic Plan
2004-2010



Toolkit 3
Part II




Contents

INTRODUCTION 1

A BOUT US 1
L OOKING TO THE FUTURE 2
W HAT KIND OF PLAN IS THIS? 2

HUMAN RIGHTS STRATEGY: GLOBALIZING JUSTICE! 3

O PPORTUNITIES AND CHALLENGES ON THE ROAD AHEAD 3
G OAL 1. B UILD MUTUAL RESPECT AND FIGHT DISCRIMINATION 4
G OAL 2. DEMAND JUSTICE AND COMBAT IMPUNITY 5
G OAL 3. U PHOLD THE PHYSICAL AND MENTAL INTEGRITY OF ALL PEOPLE 6
G OAL 4. D EFEND THE RIGHTS OF PEOPLE IN ARMED CONFLICT 7
G OAL 5. P ROMOTE THE RIGHTS OF UPROOTED PEOPLE 8
G OAL 6. CHAMPION THE RIGHTS OF WOMEN AND GIRLS 9
G OAL 7. ADVANCE ECONOMIC, SOCIAL AND CULTURAL RIGHTS 10

ORGANIZATIONAL STRATEGY: RELEASING ENERGY! 11

O PPORTUNITIES AND CHALLENGES ON THE ROAD AHEAD 11
G OAL 8. G UARANTEE QUALITY RESEARCH 12
G OAL 9. T AKE EFFECTIVE ACTION 13
G OAL 10. C OMMUNICATE EFFECTIVELY 15
G OAL 11. M OBILIZE PEOPLE 16
G OAL 12. B UILD A DYNAMIC ARCHITECTURE 17
G OAL 13. ENHANCE OUR PUBLIC TRUST 19


FINANCIAL STRATEGY: GROW! 19

G OAL 14. G ROW FINANCIALLY 19
G OAL 15. S TRENGTHEN OUR FINANCIAL MANAGEMENT 21

CONCLUSION: THE WAY FORWARD 22

F ROM STRATEGIC TO OPERATIONAL 22
M ONITORING AND EVALUATION 22













Globalizing justice!

Amnesty International

Integrated Strategic Plan

2004-2010



Introduction

On the threshold of a new century, Amnesty International builds on a 40-year history to renew our commitment to universal and indivisible rights for all people. Globalizing justice! is the rallying cry that will guide the movement’s work for the six-year period of the next Integrated Strategic Plan. Amnesty International’s ambition is to further the concept of ethical globalization for the forces of justice – the forces that provide the only hope for large numbers of people whose rights have been abused. We will do this through three integrated strategies aimed at fulfilling our human rights, organizational and financial goals.

In the process of devising these strategies, Amnesty International members around the world have taken part in a debate on how the organization should develop its work in response to worldwide political, economic and social trends and to the growing demands for human rights action in areas new to us.

About us


Who we are

Amnesty International is a worldwide voluntary activist movement working for human rights. We are independent of any government, political persuasion or religious creed. We do not support or oppose any government or political system, nor do we support or oppose the views of the people we work with and for. We are concerned with partnership and advocacy for the protection of human rights for all.

Amnesty International is a democratic, self-governing movement with more than 1.5 million members and supporters in over 140 countries and territories. We are funded largely by our worldwide membership and public donations.
At our 2001 International Council Meeting in Dakar, Senegal, Amnesty International articulated and affirmed the vision, mission and core values that underpin the work and conduct of the whole movement and of this Integrated Strategic Plan.

Vision, mission and core values – the framework for our work

Amnesty International’s proposed Integrated Strategic Plan is consistent with the mission and vision of the organization (AI statute, 2001):

Amnesty International’s vision is of a world in which everyone enjoys all of the human rights enshrined in the Universal Declaration of Human Rights and other international human rights standards and laws.
In pursuit of this vision, Amnesty International’s mission is to undertake research and action focused on preventing and ending grave abuses of the rights to physical and mental integrity, freedom of conscience and expression, and freedom from discrimination, within the context of its work to promote all human rights.
Amnesty International forms a global community of human rights defenders who espouse the principles of international solidarity, of effective action on behalf of individuals, of global coverage, of the universality and indivisibility of human rights, of impartiality and independence, and of democracy and mutual respect.

How our mission has evolved

For 40 years Amnesty International has shone a light on the darkness of human suffering. By speaking out against injustice, our members have stood in solidarity with people all over the world.

The obligation to speak out against injustice has placed new challenges before us. Amnesty International’s early work – focused on prisoners of conscience, fair trials, torture and the death penalty – has evolved over the years. Among issues taken up were political killings and “disappearances”, abuses by armed political groups, unlawful killings in armed conflict, the arms trade and the involvement of corporate actors. The political and economic changes that followed the end of the Cold War brought a growing recognition of human rights abuses against people not for reasons of conscience but because of their identity. Increasingly, we have come to understand that abuses are not the exclusive domain of governments and armed political groups but also of non-state actors – private individuals or organizations. Excluded and marginalized people challenged Amnesty International to understand the particular human rights abuses they faced.
At the 2001 International Council Meeting, Amnesty International took a new step towards realizing our long-standing commitment to the interdependence and indivisibility of human rights by expanding the scope of work on economic, social and cultural rights within our mission. We also extended the work that Amnesty International members could undertake to address human rights concerns in our own countries, providing another source of innovative work in these new fields.

Looking to the future

To define the scope of Amnesty International’s work for the first decade of the 21st century, we need to consider some of the challenges that face us and the opportunities we must seize.

Three fundamental concepts guide this venture into the future, externally and internally.
Equity – The struggle for justice is fundamentally a struggle for equal enjoyment of and access to human rights. In Amnesty International, we must reflect diverse and multicultural perspectives to enrich our courses of action and to ensure the relevance of our work.
Accountability – Perpetrators of human rights abuses must know that they will be held accountable in courts of law. Governments and non-state actors must know that international standards will be applied to them. Within Amnesty International, we must value transparency in our internal democracies, demonstrate our accountability to all our stakeholders through the quality of our operating standards and practices, and ensure fairness in our internal operations.
Sustainability – We must make sure that the changes we work for will hold fast under threats of renewed aggression and in the face of new dangers for the international human rights system. Patterns of human rights violations must be replaced by durable systems of fairness and justice. Internally, we must view people and money as resources in which we invest to build capacity, to deliver sustained and effective action, and to provide accountable governance.
These considerations inform our proposals for a human rights strategy for Amnesty International. They move us from the analysis of political, economic, social and technological trends to the delivery of actual, strategic choices in our work. These choices determine the kind of organization we need to build to deliver effective action. These notions also provide us benchmarks against which to strategically evaluate our work.

What kind of plan is this?

According to Amnesty International’s statute, the Integrated Strategic Plan is for the whole of the movement. On a six-year basis it outlines the boundaries of our potential work, it creates the space in which we make choices and it calls on the whole of the movement for implementation. At a practical level it anticipates that, within this strategy, decisions about operational choices will be made as often as possible by the people in the organization who are responsible for implementation, i.e. at the level where the activities will take place.

This Integrated Strategic Plan is developed at a time when the organization is also looking at a 20-year horizon for re-thinking the foundation of our work and our organization. Working with colleagues and other organizations we hope to participate in a process of reflection for the human rights movement. Elements of that discussion inform this plan and will continue to do so as the thinking in that area develops.

Human rights strategy: Globalizing justice!


Opportunities and challenges on the road ahead

The political, economic, social and technological landscape at the turn of the century is framed by the gains achieved through the struggles of human rights defenders in the second half of the 20th century, and by the continued abuses of human rights inflicted by state and non-state actors on great numbers of people around the world.

Seven major themes emerge from an external analysis as the core issues on which Amnesty International should build its human rights strategy.
Discrimination – Whether it is manifested in religious intolerance in Asia or ethnic intolerance in Africa or racial intolerance in Europe, discrimination affects the lives of all of us. In political environments, where considerations of national security drive political agendas, racial profiling is increasing discrimination. Internal conflicts stemming from religious, ethnic, economic or political disputes will continue and may increase in incidence and severity.
Impunity – Perpetrators of human rights violations are not systematically brought to justice, even after they leave power. There are growing threats to the international human rights framework, especially in the context of national security concerns. The International Criminal Court provides new opportunities to fight impunity but itself is under attack. Powerful states use economic muscle to win allies in attacks on UN security and human rights systems.
Physical and mental integrity continues to be threatened by states, armed political groups and non-state actors. Some states seek to justify their actions on the grounds of increased security concerns. The death penalty, torture, prisoners of conscience, attacks on freedom of expression and other abuses will continue, perhaps taking new forms, and will be a compounding factor in many of the human rights challenges that Amnesty International will confront.
Armed conflict – Millions of people’s lives will be affected by conflicts, in which respect for humanitarian law will be at a minimum or non-existent. All too often the institutions that should protect them are too weak to address the requirements of international law, and civil society is not strong enough to demand its own protection.
People on the move – Greater migration is leading to increasingly diverse societies in which the rights of migrants continue to be disregarded. Population movements are sure to intensify in years to come, shaping social and demographic dynamics. Millions of refugees, internally displaced, migrants, smuggled or trafficked people will find their rights disregarded.
Women and girls– While changing perceptions of gender roles have led to a reduction in inequalities between men and women and legal recognition of sexual difference in some parts of the world, in others moves to end discrimination against women have met with strong resistance. Women and girls are targeted in armed conflicts in which abuses such as rape and sexual slavery are used as weapons of war. Violence in the home and community, primarily at the hands of non-state actors, challenges states to provide access to justice and support through non-discriminatory legal, judicial and health systems.
Poverty – The disparity between the developed and developing world is wider than ever before: an estimated 85 per cent of the world’s population has access to only 25 per cent of the world’s resources. Wealth, income, resources and consumption will be concentrated in just a few countries, while the world’s poor – in South and East Asia, Africa and Latin America and growing pockets in the developed world – are denied basic human rights, struggling with widespread poverty, malnutrition, inadequate educational and health-care systems.

The goals and approach of our Human Rights Strategy

These goals set the themes for Amnesty International’s campaigning worldwide:

Build mutual respect and combat discrimination
Demand justice and fight impunity
Uphold the physical and mental integrity of all people
Defend the rights of people in armed conflict
Promote the rights of uprooted people
Champion the rights of women and girls
Advance economic, social and cultural rights

This is a needs-based human rights strategy that reflects our assessment of what the world needs from Amnesty International. It declares our intention to exert our influence in the world to affect change in keeping with the social and political imperatives of the next six years. The feasibility of this strategy will be determined by its effectiveness. Is this is the best way to leverage our influence and to support the struggles of ordinary people? If the answer is yes we will have a measure of feasibility.

Amnesty International proposes a six-pronged approach in each of the seven major goals of our human rights strategy. In each goal we will work

to oppose any threat to the human rights framework
to end impunity
to protect freedom of expression
to ensure that non state actors, particularly corporate and economic ones, uphold standards of international human rights

In addition to specific techniques that Amnesty International will use, two of them will be present in all of our work:

a focus on individuals and their cases
human rights education

Goal 1. Build mutual respect and fight discrimination

Mounting cultural and religious intolerance results in conflicts and the marginalization of communities, countries and whole regions. Racism is growing in response to the increased movement of people around the world. In many societies, those who are different face discrimination. Economic deprivation and exploitation exacerbate these tensions. Political violence targeting particular groups and communities flourishes in states and regions that suffer from poor governance and weak economies.

States institutionalize discrimination in increasingly repressive measures, often targeted at particular communities or groups. Discriminatory policies by governments and corporations may particularly target any individual or group that does not conform to the societal ‘norm’, because of one or more aspect of their identity – their class, ‘race’, ethnicity, gender, sexuality, religion/belief or other factor that differentiates them from the dominant societal group. States are increasingly being held to account, not only for human rights violations by their own officials but for failing to prevent or address discriminatory abuses by private individuals and organizations.

Strategic Objective 1.1
Strengthen the legal frameworks for eliminating discrimination and ensuring accountability.

Amnesty International will work to
strengthen relevant instruments,mechanisms and institutions, ensuring that states cooperate effectively with them and that human rights defenders have access to them;
strengthen and promote relevant national legal frameworks;
promote measures for states to take action against non-state actors responsible for discrimination.
Strategic Objective 1.2
Curtail violations of freedom from discrimination for specific groups.
Amnesty International will work to
promote the rights of indigenous peoples;
promote the rights of lesbian, gay, bisexual and transgender people;
protect freedom of religion and conscience.

Strategic Objective 1.3
Combat racism highlighting the intersections of different forms of discrimination.
Amnesty International will work to
develop and implement a plan of action against racism with a focus on the political, cultural, social and economic spheres;
work with groups who face discrimination on the basis of ethnicity, gender, sexual identity, class and other identity;
raise consciousness against racism through education and awareness building;
promote interculturalism and multiculturalism in the human rights movement, including within Amnesty International.

[The Integrated Strategic Plan recommends that evaluation of each goal in the Human Rights Strategy include

the measure of our work against the notions of equity, accountability and sustainability;
an assessment of the impact of real change on real people.

Specific evaluation statements will need to be clearly articulated in operational plans.]

Goal 2. Demand justice and combat impunity

In many countries, in particular the poorest sections of the community are unable to find justice or redress abuses by states, corporations and private individuals. Corruption and organized crime weaken the ability of states to promote the rule of law. Cruel punishments are frequently imposed after unfair trials.

There are growing threats to the international human rights framework, especially in the context of national security concerns and the “war on terrorism”. The International Criminal Court provides new opportunities to fight impunity but itself is under attack. Powerful states use economic muscle to win allies in attacks on UN security and human rights systems.
The “war on terrorism” has heightened the challenge to defend fundamental human rights globally as states increasingly cooperate on security issues. People who express opposition will be silenced on grounds of national security by censorship or imprisonment, many of them targeted as members of minority communities.

Strategic Objective 2.1
End impunity for human rights violations.
Amnesty International will work to
promote national judicial systems in accord with international standards;
promote litigation as a means to erode impunity;
enhance cooperation among countries to bring suspected perpetrators to justice through the exercise of universal jurisdiction;
promote effective regional human rights mechanisms and treaty monitoring bodies;
promote ratification of the Rome Statute and effective functioning of the International Criminal Court;
promote the incorporation of international human rights and humanitarian law standards in traditional and transitional justice systems.

Strategic Objective 2.2
Oppose attacks on the human rights framework.
Amnesty International will work to
combat security measures that have negative impacts on human rights;
protect the right to freedom of expression;
promote the right to fair trial;
oppose arbitrary detention and deportation;
work to strengthen the human rights framework at regional and international levels.

Strategic Objective 2.3
Hold non-state actors accountable for the human rights abuses they perpetrate.
Amnesty International will work to
promote the legal responsibilities of corporate actors;
develop and promote human rights standards and accountability for international financial institutions;
develop and promote standards and accountability for other non-state actors.

Goal 3. Uphold the physical and mental integrity of all people

Despite the encouraging worldwide trend towards abolition of the death penalty, it is still carried out in many states. Torture and ill-treatment continue on a massive scale – by private individuals as well as governments. The death penalty, torture and cruel punishments are increasingly justified on cultural and religious grounds. In many countries, the death penalty is carried out on a discriminatory basis – the poor and dispossessed are most often its victims. Extrajudicial executions and “disappearances” continue in many parts of the world.

Minority ethnic and religious communities are most at threat from such abuses. Those who work to improve living conditions for the poor are at risk from states and companies whose economic interests they threaten. Groups particularly targeted for abuses in the home and community include women and people with mental disabilities.
The work proposed in this area strategically focuses the mission of AI for this six-year period.

Strategic Objective 3.1
Oppose all forms of state killings.
Amnesty International will work to
increase the number of countries, and states within countries, that abolish or suspend the death penalty;
promote access to justice of all persons threatened with death penalty;
oppose extrajudicial executions across the world.

Strategic Objective 3.2
Work for the release of prisoners of conscience and the protection of human rights defenders.
Amnesty International will work to
free prisoners of conscience;
champion the rights of human rights defenders ;
oppose all efforts to undermine freedom of expression.

Strategic Objective 3.3
Oppose all acts of torture perpetrated by state and non-state actors.
Amnesty International will work to
promote and support investigation and prosecution of cases of torture perpetrated by state, non-state actors and armed political groups;
protect individuals including human rights defenders who are threatened by or subject to torture;
challenge social and cultural justifications for torture and cruel, inhuman and degrading treatment;
ensure the prohibition against torture applies for all people in all circumstances;
promote limitations and human rights safeguards on the transfer and use of military, security and police (including private security) technology and training by governments and corporations used for torture and other cruel, inhuman and degrading treatment.

Strategic Objective 3.4
Combat “disappearances”.
Amnesty International will work to
expose and condemn “disappearances”;
act in solidarity with “disappeared” persons;
promote litigation as a tool against “disappearances”;
promote the establishment of an effective binding international instrument on “disappearances”.

Goal 4. Defend the rights of people in armed conflict

Armed conflicts result in extensive and serious human rights abuses by the forces of states and armed political groups. The majority of the victims are civilians, most of them women, children and the elderly. Enforcement of international standards for the protection of human rights in armed conflict remains weak. In addition, some governments seem increasingly inclined to use force to deal with domestic and international problems. Conflicts are often fuelled by profits from the plunder of natural resources by state or private sector trade networks and massive corruption. The control of resources such as precious minerals, oil or water is likely to provoke further conflict.

State forces and armed groups have easy access to small arms and light weapons. New developments in security and arms technology are subject to minimal control. Peacekeeping or other armed forces that intervene in conflicts frequently lack awareness and appropriate training in human rights standards.

Strategic Objective 4.1
Oppose attacks on human rights and international humanitarian law in armed conflict.
Amnesty International will work to
promote ratification and observance of human rights standards and international humanitarian law;
promote accountability for violations and abuses by all parties to armed conflicts, including through universal jurisdiction or the International Criminal Court;
promote accountability of humanitarian and human rights groups working in conflicts;
promote human rights accountability of all personnel in UN military operations.


Strategic Objective 4.2
Advocate for effective controls on arms and security transfers and associated resources.
Amnesty International will work to
increase international recognition of the need to monitor and control the arms, security transfers and resources that fuel conflicts;
encourage the development of international standards and accountability frameworks in relation to the arms and resources trade in armed conflicts;
urge states and intergovernmental organizations to systematically integrate the collection and destruction of surplus weapons in peace building processes;
hold corporate actors accountable for their role during armed conflicts;
build and contribute to national and international civil society coalitions to campaign on these issues;
campaign against the possession and use of anti-personnel landmines and for the prohibition of other inherently indiscriminate weapons and military technologies;
oppose the use of nuclear weapons.

Strategic Objective 4.3
Demand the protection of civilians (including all children) in armed conflicts and post-conflict situations.
Amnesty International will work to
campaign against the use of child soldiers and the exploitation of children in armed conflicts and post-conflict situations;
promote international human rights mechanisms to protect women, children, the elderly, the internally displaced and returning refugees during armed conflicts and in pre- and post-conflict situations.

Goal 5. Promote the rights of uprooted people

The movement of people across the world is growing as a result of persecution and armed conflict, social and demographic pressures, labour demands and ease of travel. Victimization of new immigrants and refugees will increase social tensions and conflict on the basis of ethnic, caste, religious and other distinctions.

States are often reluctant to grant asylum and have introduced legal and other measures which impact adversely on international refugee instruments. International cooperation on border controls threatens and restricts the rights of refugees and migrants. In turn, restrictive immigration policies are likely to contribute to increased criminal involvement in human trafficking.
Migrants risk abuse in particular because of the absence of mechanisms for monitoring and enforcing international human rights standards that provide protection. There is often a lack of political will to include safeguards in national legislation or to respond to the needs and rights of non-nationals.

Strategic Objective 5.1
Advocate for protection of refugees, asylum seekers and displaced persons.
Amnesty International will work to
defend and strengthen international legal instruments and mechanisms for protection of refugees, asylum seekers and internally displaced persons;
promote human rights compliance and accountability of states, international governmental organizations and non-state actors;
build support for the fight against discrimination, racism and xenophobia affecting refugees, asylum seekers and displaced persons.

Strategic Objective 5.2
Strengthen the protection of migrants.
Amnesty International will work to
develop new standards and norms to strengthen protection of migrants;
promote the protection of all migrants who have been the victims of trafficking or other exploitative human rights abuses;
demand accountability of private individuals, organizations and companies in relation to their treatment of migrants;
raise public awareness of and combat the discrimination, racism and xenophobia affecting migrants;
build strategic alliances within civil society – for example with trade unions and labour organizations – to strengthen the enjoyment of rights of migrant workers.

Goal 6. Champion the rights of women and girls

In many societies, although gender relations are increasingly egalitarian and attitudes to human sexuality have been transformed, structural inequalities remain. In other parts of the world, efforts to eradicate discrimination against women and sexual minorities have met with resistance from conservative forces. Discrimination and violence are still passionately defended in the name of tradition or culture.

Women and girls continue to be exposed to serious violence in their homes and communities. Women and girls are vulnerable to human rights abuses during armed conflicts; (genocide, ethnic cleansing and sexual violence) will continue to have the greatest impact on them. Rape and sexual slavery are used as weapons of war to torture women and to persecute their whole community. Violations by non-state actors, such as the practice of female genital mutilation, will remain largely unchecked. Most refugees and internally displaced persons continue to be women and girls.
There are growing demands for women who have suffered violence in the home to have more access to justice and rehabilitative support, and to be included in post-conflict peace building initiatives and reconciliation processes. The trend to reduce the role of government and public services will increase the need to protect the economic, social and cultural rights of women. The number of women’s organizations at local, regional and international levels will continue to grow. New or unrecognized human rights claims brought by the women’s movement will continue to confront bias and preconceptions within the human rights community.

Strategic Objective 6.1
Strengthen protection of women and girls in international, regional and national law.
Amnesty International will work to
achieve ratification of international treaties and regional agreements;
secure national legislation for the protection of the human rights of women, and ensure its enforcement;
establish that states have responsibility to exercise “due diligence” to punish perpetrators, and prevent women from violence at international and national levels.

Strategic Objective 6.2
Demand accountability of states regarding respect, protection and fulfilment of rights for women and girls.
Amnesty International will work to
promote the accountability of states to national and international human rights standards;
promote successful litigation in landmark cases.

Strategic Objective 6.3
Demand accountability of non-state actors regarding the rights of women and girls.
press for enforcement and development of standards to end impunity of non-state actors as perpetrators of violence against women;
promote the accountability of corporate and economic actors, with particular attention to economic, social and cultural rights;
actively support the development of mechanisms that ensure human rights compliance and accountability of the non-governmental organization (NGO) sector.

Strategic Objective 6.4
Work in alliance with the women’s movement to increase awareness and human rights education towards the eradication of violence against women.
Amnesty International will work to
strengthen alliances with women human rights defenders and women’s organizations;
work in solidarity with women prisoners of conscience and women’s rights defenders;
incorporate the rights of women and girls in all human rights education projects;
develop communications strategies to promote the rights of women to the broader public.

Goal 7. Advance economic, social and cultural rights

Social and economic insecurity continues to increase for the vast majority of the world’s population, who are either deprived of or denied access to economic, social and cultural rights. The plunder of natural resources by governments and companies deprive populations of their rightful benefits. Such abuses frequently go hand in hand with grave abuses of civil and political rights. Uneven growth, declining investment and unfair trade policies have deepened the poverty of the poorest countries. There is decreasing aid and increasing debt. Labour and environmental standards will decline as countries hungry for investment increase incentives and reduce taxes to create jobs and as multinational corporations seek out countries where wages are low.

Social exclusion of marginalized groups is often linked to the denial of civil and political rights. The poor are the most common victims of the death penalty or extrajudicial executions, torture or high levels of criminality and organized criminal networks.

At its 2001 International Council Meeting in Dakar, Senegal, Amnesty International resolved to work equally on civil, political, economic, social and cultural rights. An International Executive Committee working group has recommended that in keeping with the agreed mission, work should focus on the most grave abuses, particularly where rights are denied because of discrimination or marginalization.

Strategic Objective 7.1
Promote economic, social and cultural rights in accordance with AI’s vision and mission.
Amnesty International will work to
hold multiple actors responsible for respecting, protecting and fulfilling economic, social and cultural rights;
remove discrimination in the access to economic, social and cultural rights;
enhance recognition of these rights as enforceable and justiciable.





Strategic Objective 7.2
Focus on excluded or marginalized people who suffer grave abuse of economic, social and cultural rights.
Amnesty International will work to
ensure access to formal institutions to assert or claim rights;
address extreme poverty;
combat arbitrary exercise of state power;
fight against exclusion and abuses that arise from discriminatory practices.

Strategic Objective 7.3
Take action on economic, social and cultural rights that supports the key commitment to indivisibility.
Amnesty International will work to
develop effective research methodologies on economic, social and cultural rights issues;
develop and implement a campaign on economic, social and cultural rights;
build strategic alliances with people and NGOs in excluded communities;
develop a strategy towards intergovernmental organizations in this area;
adapt existing human rights education tools;
develop and implement a capacity building strategy for all Amnesty International members and staff.

Organizational strategy: Releasing energy!


Opportunities and challenges on the road ahead

While the analysis of political, economic, social and technological trends provides the basis for Amnesty International’s human rights strategy, it is the assessment of our strengths and weaknesses and a consideration of the core competencies needed to deliver the plan that provide the impetus for our organizational strategy. We have assessed these in countless opportunities at regular intervals through the reviews and studies of our work.

As identified in the Introduction, the concepts of equity, accountability and sustainability have a parallel meaning in the organizational strategy to their concepts in the human rights one.
The linchpin of the Organizational Strategy is action. It is imperative for Amnesty International to develop a critical standard for effective action. It is the assumption of this Integrated Strategic Plan that the measure of effectiveness will create greater latitude for all parts of the organization and increased responsibility and demands for communication and mutual accountability. The obligation to act effectively is a strategic necessity: sometimes it will be absolutely critical that the whole movement speak with one message and one voice; at other times it will be necessary for contextual analysis to instruct how different parts of the movement express a particular message or even break down the message in different ways. Action is the range of ways in which we bring about change, so research and communications are both equally actions and tools for action. In all cases, standards for quality need to be rigorously applied.

The goals and approach of our Organizational Strategy

In order to accomplish its Human Rights Strategy, in the period of 2004 to 2010 Amnesty International will focus its energy and resources to

guarantee quality research;
take effective action;
communicate effectively;
mobilize people;
build a dynamic architecture;
enhance our public trust.

In working towards these goals the following notions will provide us with a systematic approach for our operational decisions

releasing energy and creativity in the organization;
capacity building and information;
internal architecture and delivery;
partnerships and alliances (internal and external);
growth;
evaluation and accountability;
“brand” management;
a focus on youth and action.

This is a resource-based organizational strategy that reflects an assessment of our strengths and weaknesses. It declares our intention to control our resources in order to build a strong organization, one that can deliver the human rights strategy we have decided to implement. The feasibility of this strategy will depend on our ability to develop the competencies we need, to use effective forms of action and to have the necessary financial resources.


Goal 8. Guarantee quality research

Amnesty International’s research strengths have been our balanced coverage, our accuracy, impartiality and independence. The policy of “minimum adequate coverage” sought to ensure that a minimum level of research and action was undertaken in response to human rights violations that met certain criteria of gravity and magnitude. Amnesty International’s clear focus and consistent approach has enabled our work to be well understood by members and the public.

Weaknesses have lain in insufficient resources on some countries and human rights crises. There has not been enough on-the-ground research and media work, sometimes because of financial constraints. Research strategies have not always been fulfilled. Sections are rarely involved in research. Reports are not always timely or newsworthy. Some do not provide sufficient information to justify the conclusions they reach.
Strategic, excellent quality, timely and creative research is needed for effective action and campaigning. In many human rights situations, particularly crises, such research is needed to establish our presence and message. Policies to address new human rights issues are built on the basis of our research and the validity of our campaigns are dependant on its quality. To sustain the confidence of stakeholders, quality and the ethical standards of our research and advocacy (accuracy, impartiality, independence) must be maintained and strengthened.

Strategic Objective 8.1
Develop a strategic approach to research to ensure maximum effectiveness of the organization’s action.
Amnesty International’s will
ensure that research is geared at delivering effective action on our human rights strategy;
replace the working practice of “minimum adequate” coverage with one of strategic coverage;
develop “work on own country” guidelines and section-level country expertise to increase local relevance;
develop a more strategic approach to country work.







Strategic Objective 8.2
Adopt a research management strategy to enable effective utilization of credible research originating from other sources as well as within AI.
Amnesty International will
strengthen capacity for research coordination, management and quality control;
streamline the approvals system to support high quality for research outputs;
identify and develop alliances for research work within and outside Amnesty International.

Strategic Objective 8.3
Maintain content and quality in human rights research as the hallmark of the organization.
Amnesty International will ensure that all research utilized by AI
has a clear identified purpose;
be of the highest quality;
be timely in its delivery;
be aimed at and tailored to the needs of specific target groups and end-users;
be presented in a language, style and format relevant to the purpose and target group;
be flexible in order to address the needs of multiple end-users insofar as possible.

[The Integrated Strategic Plan recommends that evaluation of each goal in the Organizational Strategy include

the measure of our work against the notions of equity, accountability and sustainability;
an assessment of the effectiveness of real activists doing real work.

Specific evaluation statements will need to be clearly articulated in operational plans.]

Goal 9. Take effective action

Amnesty International’s campaigning strengths lie in our experience and capacity for grassroots action on a global scale. Our campaigning strategies are balanced, clearly focused and based on sound research. Focused actions involve professional specialists, such as medical professionals, or groups of members with country or regional expertise.

Amnesty International’s campaigns are not always effective in ending abuses or achieving targets. More consultation is needed with the membership on strategies and tactics. Contextual information and multicultural analyses of the human rights situation are not always provided. It takes too long to organize campaigning around some issues. Not enough attention is given to culturally diverse action opportunities. Some campaigns are too predictable, lacking surprise or creativity.
Amnesty International needs to work more closely with local and international NGOs that have specialist and complementary expertise. New methods of action and campaigning are needed to confront abuses by private individuals and organizations.

Strategic Objective 9.1
Develop campaigns under the seven themes of the human rights strategy.
The themes of Amnesty International’s campaigns will be

Build mutual respect and combat discrimination
Demand justice and fight impunity
Uphold the physical integrity of all people
Defend the rights of people in armed conflict
Promote the rights of uprooted people
Champion the rights of women and girls
Advance economic, social and cultural rights

Strategic Objective 9.2
Develop and implement worldwide campaigns in strategic alliance with a wide range of actors and targeting identifiable impacts.
Strengthen our campaigning methodology to support

development and implementation of specific projects that target measurable outcomes;
jointly develop and undertake projects in dynamic partnership between sections and the International Secretariat;
widely promote these campaigns as the visible face of Amnesty International.

Strategic Objective 9.3
Act in partnership with and for individuals at risk so as to contribute to systemic change.
Amnesty International will
adapt action forms to address the campaigning needs of membership work on the cases of individuals;
direct action towards positive impact on the situation of individuals;
motivate members and the public through our actions on behalf of individuals;
develop effective and impact oriented strategies that direct AI’s regional and country specific activity to achieve consistency with the human rights strategy.

Strategic Objective 9.4
Develop and implement strategies for effective use of legal expertise, tools and mechanisms.
Amnesty International will

make strategic use of legal standards, arguments and mechanisms for work with intergovernmental organizations at section and international levels;
develop and implement effective legal strategies to enhance our influence with supra-national entities (i.e. the European Union);
explore the use of litigation as a tool for strategic action.

Strategic Objective 9.5
Undertake human rights education as a means of effective action delivering identifiable impacts .
Amnesty International will
promote and conduct human rights education as a tool for effective discernable social change;
strategically target human rights education at key groups with the aim of developing attitudes, knowledge and skills to support effective human rights activism;
explore innovative methods for enhancing people’s effectiveness in campaigning;
creatively use new technologies, including websites;
ensure that resources for effective human rights activism are available in the relevant languages.




Strategic Objective 9.6
Respond rapidly, flexibly and creatively to human rights crises.
Amnesty International will
· reorganize internally as needed to respond to the crisis;
· factor crisis preparedness into regional and country work where relevant;
· develop movement capacity for crises response;
· respond to crises through diverse mass communications media;
· identify and participate in the coalitions needed to maximize impact;
· develop a strategy for ongoing work after crisis.

Goal 10. Communicate effectively

Communication is central to action and is itself a strategic priority. This plan signals a conceptual change from perceiving communication not only as a tool for action but also as an action in itself. We must take the message to where people are and centralize awareness in the movement of the overarching priority of communicating our message effectively. We need to ensure that timeliness, accuracy and effectiveness determine all our communications strategies.

The globalization of new technology has led to the concentration of control of the media, and increased regulation and surveillance. Multi-channels and interactive programming on television, the Internet and other media provide more opportunities for communication. Although the “digital divide” has narrowed in some parts of the world, some communities are still excluded by the lack of new technology or by reason of language and poverty.
Growing numbers of human rights organizations compete for supporters’ time and commitment. Technological advances give greater access to new supporters but also allow people more effectively to filter targeted approaches and avoid information overload. Sales, marketing, the licensing of materials and global “branding” have all gained in importance.

Strategic Objective 10.1
Commit to innovative and responsive communication.
Amnesty International will
· harness the talents of the movement’s communicators in an integrated manner;
· partner with external groups to increase the capacity and effectiveness of our own communications resources;
· use new technology to deliver messages with greater precision and effectiveness;
· overcome language and political barriers to accessing Amnesty International’s communication materials.

Strategic Objective 10.2
Target internal as well as external audiences.
Amnesty International will
· promote the solidarity of the movement by open internal communications;
· keep the movement informed on issues and therefore capable of championing and defending human rights;
· empower the movement to take action by making widely available information on campaign initiatives, and communication training, tools and capabilities.



Strategic Objective 10.3
Strengthen global recognition of our international identity.
Amnesty International will
· instigate a brand management program to protect and enhance the integrity of the Amnesty International name so that it endures;
· leverage brand recognition and values to improve the impact and effectiveness of all communications.

Strategic Objective 10.4
Prioritise cultural diversity in all communications strategies.
· include cultural diversity in all creative briefs for internal and external communication.

Goal 11. Mobilize people

In more than 100 countries around the world, Amnesty International is currently estimated to have 1.5 million members and supporters. Among our strengths in attracting members are clear core messages, name recognition and widespread respect for our action and research. Our fundraising policy ensures continuing independence. A multicultural organization, we have an effective international headquarters and offices around the world.

However, the movement is dominated by its membership in the North. Membership growth in the last decade has been slow. While some countries have seen support increase, there has been no growth in Africa and little in Asia and Latin America. There is no shared understanding of the needs for growth across the movement. Unequal distribution of resources within the movement has hampered growth in some regions, and many offices are seriously under-resourced. The complex structure of the organization hampers swift action and response. The core messages are not always sufficiently flexible to allow new directions to be followed.
New campaigning movements on the environment, on sexual and reproductive rights, on indigenous people’s rights and in opposition to “globalization” now form the heart of civil society in many countries. Traditional forms of political participation through political parties or trade unions are declining in some parts of the world. Amnesty International needs to increase its learning from NGOs with specialist expertise and share its worldwide campaigning capacity. Capacity building of members and staff worldwide is needed on campaigning on economic, social and cultural rights at the local and international level. Consciousness rising on the importance and legitimacy of these rights could strengthen activism by Amnesty International structures within the human rights movement in our countries.

Strategic Objective 11.1
Strategically diversify, strengthen and mobilize our activists.
Amnesty International will
· develop and implement plans for sustainable and multicultural growth;
· strengthen our activist base through innovative membership development techniques;
· empower activists to make decisions and develop action plans;
· mobilize by ensuring that actions are relevant and integrated;
· support local and community based activism;
· promote effective use of new technology for activism;
· develop work with young people in support of activist growth and development.





Strategic Objective 11.2
Generate sustainable growth across the movement, with particular emphasis on the global South and East.
Amnesty International will
· implement and assess flexible approaches for sustainable growth based on rigorous contextual analysis;
· selectively target countries and sub-regions on the basis of strategic analysis;
· establish support for sustainable growth that is based in regions and countries;
· set growth targets in creative and dynamic ways, most especially in the South and East;
· discontinue the minimum infrastructure and operational requirement (MIOR) model and develop a system for funding from the international budget that provides incentives for growth;
· develop the required local managerial and activist competence so that sections and structures can increase their sustainability.

Strategic Objective 11.3
Grow new activists, supporters and donors, for a total figure of 600,000 by 2010.
Amnesty International will
· develop recruitment plans that include specific multicultural growth targets;
· ensure coherence with these targets across recruitment, campaigning and fundraising plans;
· devise methods and measures for improved membership retention;
· establish incentives and targets for growth;
· focus on recruitment of young people.

Strategic Objective 11.4
Increase our participation in the human rights movement.
Amnesty International will
· develop partnerships and coalitions that are in line with our core values and human rights strategy;
· join other NGOs in re-examining the challenges to the human rights framework;
· partner with others to organize locally and globally for people’s increased participation.

Goal 12. Build a dynamic architecture

Amnesty International’s internal democracy and search for consensus are among its strengths in the field of governance. Sections participate in decision-making processes and strong leadership is given by the International Executive Committee and its standing committees.

However, consensus is not appropriate or possible on all issues. Decision-making is not always transparent. Some membership structures see decision-making systems as dominated by “insiders” or “experts”. The membership has sometimes not received enough or appropriate information to make movement-wide decisions. In other cases, decision-making processes are too slow.
We want to strengthen accountability within a system that is less rule-based and provides more opportunity and flexibility for action and growth. We have strengthened the fora in which the chairs and directors of membership structures meet, and need to ensure that they function effectively in taking on a leadership role. We need to make Amnesty International not just an international organization but a truly multicultural movement. Competent and quality leadership must be developed and maintained, with strengthened management systems. This challenges the organization to develop a dynamic architecture -- structural reform as well as organizational culture and behaviour change.

Strategic Objective 12.1
Build a dynamic architecture to ensure the delivery of our human rights strategy.
Amnesty International will
· continue to develop an organizational design that responds to the requirements of action set out in the human rights strategy;
· develop creative leadership at country, regional and international levels;
· encourage “tough trust” (i.e. minimum rules and maximum accountability);
· promote transparency and accountability;
· address the question of section exclusivity within country boundaries.

Strategic Objective 12.2
Develop sound practices of creative leadership (governance and management).
Amnesty International will
· commit to nurturing leaders among the grassroots membership;
· promote an outcome-oriented approach to our work;
· encourage the leadership to be more forward-looking, opportunity-driven and flexible;
· move authority outwards from the centre to the places where opportunities exist;
· promote participation and inclusion in the development of new leadership;
· become a learning organization;
· build capacity for planning;
· implement fair human resources practices in the development of a competent and motivated work force;
· strengthen volunteer management skills at the leadership level.

Strategic Objective 12.3
Develop a “tough trust” approach to governance and management.
Amnesty International will
· review rules and guidelines to ensure maximum latitude for action and impact on our human rights and organizational strategies;
· establish strong and clear mechanisms for accountability for all parts of the movement;
· establish mechanisms for dispute and conflict resolutions;
· establish clear consequences for failure to comply.

Strategic Objective 12.4
Strengthen accountability to all parts of the movement and the Integrated Strategic Plan.
Amnesty International will
· improve the internal communications mechanisms of the organization;
· set in place quality control mechanisms for AI’s work;
· establish effective evaluation, review, reflection and learning practices for all of our work;
· develop clear and simple mechanisms for monitoring, rewarding and sanctioning entities within the organization;
· develop greater accountability to the Chairs Forum, the International Executive Committee and governance structures such as the International Council and section boards, and establish clear decision-making roles;
· develop operational plans in accordance with the Integrated Strategic Plan.

Goal 13. Enhance our public trust

Non-profit sector networks will continue to expand, and their expertise, advocacy potential, role as partners in development, aid and humanitarian work will increase their power and ability to influence policy. As private individuals and organizations are increasingly held to account for their responsibility for human rights abuses, demand will grow for NGOs to be more transparent and accountable in the conduct of their work.

Amnesty International will ensure the highest levels of accountability for all our activities to all stakeholders, including members, donors, people whose rights we seek to defend and the public, and will ensure high standards of probity and transparency, especially for our finances and the outcomes of our activities.

Strategic Objective 13.1
Ensure that all fiduciary responsibilities are carried out and that the highest standards are set for financial and operational accountability.
Amnesty International will
· implement a global financial reporting system that clearly shows where our finances come from and how we use them, and that complies with international standards.

Strategic Objective 13.2
Ensure that all our activities meet best practices for dealing with individuals and organizations within and outside AI.
Amnesty International will
· develop systems of reporting on how we implement ethical approaches to our transactions with businesses and governments.

Strategic Objective 13.3
Hold ourselves to best practice in conducting all internal and external business.
Amnesty International will
· ensure we meet standards of reporting that match the reporting requirements we ask of others;
· demonstrate fair and reasonable treatment of staff, volunteers, members, donors, suppliers and victims and in the impact on these groups of our actions.

Financial strategy: Grow!

To deliver the Integrated Strategic Plan in the period 2004 to 2010, Amnesty International will increase its financial resources and support membership activism by

· grow financially;
· strengthening our financial management.

Amnesty International’s financial strategy is guided by the principles of equity (the sharing and redistribution of movement resources), accountability and sustainability, and an adherence to the core values of independence and impartiality.


Goal 14. Grow financially

Income projections for the whole movement suggest that a target of total movement gross income of £200 million by 2010 could be supported. During the period 1996 to 2001, total income in the 20 largest sections rose by 9.5% per annum compound. This compares with an average projected compound growth of a little over 5%. If actual growth rates of 9.5% per annum are repeated in the period of the next operational plan, gross income in these sections would exceed £200 million per annum in 2010.

In addition, we are developing a fundraising strategy that should make income in some countries grow at a faster rate than this. This is based on analysis that suggests that we fail to attract funding and members as well as comparable NGOs in many countries. In addition, if we can reduce the rate of turnover of members and supporters, this will make significant increases in our income. For example, an increase of 100,000 supporters per annum contributing £3 per month would increase gross income by £18 million by 2010, after attrition rates we currently expect on this type of income generation, in addition to increasing our “membership” base by 500,000. Additional income is also possible by increasing funding from Trusts and Foundations for specific targeted program activities.
This proposal assumes that we can increase our income to match more closely the financial performance of other NGOs, utilizing AI’s excellent reputation to increase our overall share of charitable giving.
Amnesty International can achieve a substantial growth in its global gross income by 2010, to 200 million pounds Sterling by analysing fundraising performance on a country by country basis and identifying and exploiting all income generation possibilities.

Strategic Objective 14.1
Increase our potential for income generation.
Amnesty International will
· produce a regular assessment of the potential for building global income from a section by section review of local opportunities, benchmarked against comparable NGOs;
· agree commitments to fundraising targets for each section based on analysis of fundraising potential that is agreed by sections;
· implement innovative, flexible and creative fundraising strategies in support of section growth and aimed at exploiting the fundraising potential identified by individual section reviews;
· develop and implement a sustainable growth strategy applicable to different parts of the movement;
· take major steps towards self-sufficiency in those sections funded by the international budget that have proven market potential;
· develop growth strategies that reflect income generation potential in all currently self- sufficient sections;
· develop and implement growth strategies that increase income generation in all the major movement-funding sections.

Strategic Objective 14.2
Increase and secure income to the movement by developing a range of income generation methods.
Amnesty International will
· develop financial support from trusts and foundations, Internet fundraising, major donors, legacies and cooperative efforts such as key international events or sponsorship arrangements;
· establish policies on corporate funding, sponsorship and similar issues;
· develop a comprehensive marketing strategy.

[The Integrated Strategic Plan recommends that evaluation of each goal in the Financial Strategy include

· the measure of our work against the notions of equity, accountability and sustainability;
· our actual income in comparison to growth in income of other relevant NGO’s the overall market for giving.

Specific evaluation statements will need to be clearly articulated in operational plans.]

Goal 15. Strengthen our financial management

Amnesty International will achieve a system of global operational planning and reporting which improves efficiency and effectiveness of the delivery of our human rights and organizational strategies, and will improve internal and external accountability and transparency.

Strategic Objective 15.1
Improve processes for international financial management and accountability of financial resources.
Amnesty International will
· improve global financial management within the movement;
· review decision making, reporting and leadership on financial management;
· improve utilization of global resources – for example, assessment, funds, investment funding and international budget grants – through transfer of funds within the movement;
· develop a mechanism to transfer the movement’s available cash to the places where it can be invested to best effect;
· improve financial systems to support the information requirements of donors and supporters and to ensure the identification of activities with potential for specific financial support.

Strategic Objective 15.2
Increase leadership capacity for dealing with financial management at national and international levels.
Amnesty International will
· develop and implement a plan to build leadership capacity on financial issues;
· improve risk assessment and management.

Strategic Objective 15.3
Develop tools to improve financial management at national and international levels.
Amnesty International will
· improve financial information to support decision making at both management and governance levels;
· improve utilization of resources by developing a system of integrated operational planning between sections and the International Secretariat.












Conclusion: The way forward


From strategic to operational

In order to develop operational plans in sections, the International Secretariat and other structures, committees and bodies, the organization will need to create an process for operational planning that allows common commitments to parts of the plan to be spelled out. Prior to the ICM the Secretary General is working with the International Management Task Force in order to take a proposal to the Directors’ and Chairs’ Forums in March 2003. By the time the ICM approves a final ISP, the leadership of the organization will know by what process we will take those decisions and make them operational.

Common commitments will be essential in the areas of action and campaigning, organizational development, revenue generation and accountability. Multilateral discussions will be necessary to establish the commitments to the plan made by the different parts of the movement. It is also crucial that we begin to build our capacity to plan in this way through the development of an international calendar, a common planning model, and other tools and training as required.
It is important to note that we do not envision a master operational plan for the whole movement. After agreeing on common commitments different parts of the movement will incorporate into their own plans the activities and areas of responsibility that have been agreed.
As this is the first time that the movement is embarking on a planning undertaking of this magnitude, we will need to monitor the progress of this activity carefully. If adjustments are called for, we should be able to make them so as to ensure the most strategic and effective use of our resources.

Monitoring and evaluation

In tandem with developing the mechanisms for moving from strategic to operational plans, we need to develop monitoring and evaluation plans. All parts of the movement will need to report to the International Council Meeting on the implementation of the Integrated Strategic Plan on a two-year cycle. We will need to refine the indicators for success – such as presence, activism, organizational stability and growth – that we will use in the monitoring process. Current tools, such as the Standard Financial Report, will be modified so that there is only one tool for reporting for the whole organization.

Evaluations of our major actions or priority areas of work will need to be carried out by internal or external parties. This evaluation process will need to be developed as part of the operational plans based on the standards set out in each strategy of the Integrated Strategic Plan.


Toolkit 3: Responses to Participation Phase II




January 2003


Globalizing Justice!
Amnesty International
Integrated Strategic Plan 2004-2010



TOOLKIT 3
Part III: Responses to Participation Phase II: Listen and Talk!

An unprecedented number of sections, structures, committees and task forces and other bodies in the organization worked with a very tight deadline to give us comments to the draft ISP in Toolkit 2.

MUCHAS GRACIAS! MERCI BEAUCOUP! SHOKRAN! OBRIGADO! ARIGATO! THANK YOU SO VERY MUCH!


From Africa we received comments from Benin, Chad, Cote d’Ivoire, Senegal, South Africa, Togo and a group of campaigners from the region.

From the Americas we received comments from Argentina, Canada (ES), Canada (FS), Chile, Mexico, Peru, United States, Venezuela and the project group for the Latin American Development study.

From Asia / Pacific we received comments from Australia, India, Japan, New Zealand, Philippines and a human rights education meeting from the region.

From Europe we received comments from Austria, Belgium (Fl), Belgium (Fr), Croatia, Czech Republic, Denmark, European Union Association, Finland, France, Germany, Iceland, Ireland, Italy, Luxembourg, Netherlands, Norway, Poland, Portugal, Slovakia, Spain, Sweden, Switzerland, Turkey, and United Kingdom.

From the Middle East and North Africa we received comments from Algeria, Israel, Jordan, Morocco and Tunisia.

In addition comments were received from The Business and Economic Relations Network (BERN), the Computer Communications Working Group (CCWG), EDAI, EFAI, Internet strategy meeting, International Legal Network (ILN), International Working Group on Children (IWGC), International Youth Coordinating Committee (IYCC), LGBT Network, MSP Network, SCHIFM, SCOD (on Development), SCRA (on Research, Human Rights Education and Death Penalty), and a meeting of Web developers.

Over thirty (30) meetings were held with IS staff in London and in other offices, reaching a total of more than 200 staff members.

Very briefly, what did the ISP committee hear in this consultation?
· Not one clear pattern in relation to content for the plan
· Stay strategic, don’t get operational
· Keep the overall framework of the 6 or 7 Human Rights goals
· Don’t lose important ongoing work (work against the death penalty, torture, etc.)
· Keep the focus on the individual
· Keep a strong focus on human rights education
· Concern about the choice of campaign themes and about the impact of that choice
· Skeptical about 20% financial growth

At the same time we heard
· Clear willingness to change and re-focus our work
· Willingness to prioritize more than in Draft One
· Many, many questions about the transformation to the operational level and implementation of the plan.


All of these comments are available on the ISP database, which is organized into the following categories;
· About the ISP 2004 – 2010
· About this database
· PEST analysis
· Toolkit for Participation Phase I – Listen!
· Comments to Toolkit 1 – Listen!
· Comments to Toolkit 1 – Listen! from individual AI members
· Toolkit 1 – Listen! Comments from sections
· Toolkit 2 for Participation Phase II
· Toolkit 2 for Participation Phase II – Comments for Consultation II
· Toolkit 3 for Participation Phase III
· Toolkit 3 – Comments in preparation for the 2003 ICM


Check out the ISP database at http://www.web.amnesty.org/isp/isp.nsf ,
the username is "isp" and the password is "endplan2003"









Toolkit 3: Making the ISP work




January 2003

Globalizing Justice!
Amnesty International
Integrated Strategic Plan 2004-2010



TOOLKIT 3
Part IV: Making the ISP work --
A proposal for operational planning, monitoring and evaluation

The Integrated Strategic Plan -- a plan for the movement over six years

As determined by the ICM in Dakar, the ISP is the plan for the movement that sets the boundaries of potential work within the context of our mission and the space within which we will work. The IS, sections and others (structures, decentralized units, networks, etc.) are required by statute to implement this plan and report on its implementation to the ICM. The ISP provides the umbrella for the operational plans of the different bodies of the movement. By staying true to the Dakar decision to keep the ISP at a strategic level, we have indeed moved discussions on topics that the ICM previously dealt with to the operational sphere.

Through a series of discussions that began in Cork during the IEC retreat in September 2002, the International Management Task Force in October 2002 and January 2003, we are attempting to develop a framework for operational planning for the movement. The Chairs’ and Directors’ Forums will work further on this in order to work with the Secretary General to present a process for operational planning, monitoring and evaluation to the 2003 ICM.

New International Operational Planning Process –

The ISP provides us the opportunity to develop for the first time an international operational planning framework that allows the movement to coordinate implementation of the ISP in two-year cuts. We need to arrive at common commitments and mutual agreements in order to develop operational plans.

Central to the success of this planning process is the commitment to communicate clearly at each step of the process. All players need to exchange information in a timely manner, both regarding their processes and the content of their operational plans. After reaching common commitments and participating in joint planning, different parts of the movement will incorporate into their own plans the agreed upon activities and areas of responsibility.

Possible areas for common commitments

In order to successfully accomplish the ISP, the movement needs to agree which are the areas that will require planning at the international level between sections (and others) and the IS. Our proposal is to establish joint planning mechanisms in the following areas:
· Campaigning and action
· Organizational development
· Revenue generation
· Accountability

These commitments need to address, among other things
· What do the different parts of the movement need from each other?
· What can different parts of the movement offer to the pool of resources for the implementation of the plan?
· What accountability mechanisms will be put in place to ensure timely delivery on the plan?

To coordinate our work together, the movement could engage in different levels of discussions. In some cases agreements of joint responsibilities could be set down specifically, in others we could agree to work within certain timelines and follow certain common codes of conduct.

Decision 10 gives us the opportunity to begin creating international planning space for key areas of work. The movement could further develop templates or criteria for international planning by the ICM or ask that the Chairs Forum develop proposals for planning, monitoring and reporting. We could pilot multilateral planning on one or two long-term theme campaigns and apply those learnings to the development of templates or criteria for future planning.

Within the context of these multilateral plans, there may be the need to develop some bilateral agreements between sections and the IS (Directors and the Secretary General).

To maintain clear roles in this process: The IEC and the Chairs’ Forum will carry out the governance functions of the planning process and the management function will be the purview of the Directors’ Forum and the Secretary General. These last two, working with their sections and the International Secretariat, are responsible for the development of the operational plans. Boards and the IEC have as their function the approvals of these operational plans.



Toolkit 3: The ICM




January 2003

Globalizing Justice!
Amnesty International
Integrated Strategic Plan 2004-2010



TOOLKIT 3
Part V: ICM Resolution and guide to decision-making

ICM Resolution

Amnesty International’s vision is of a world in which everyone enjoys all of the human rights enshrined in the Universal Declaration of Human Rights and other international human rights standards and laws.

In pursuit of this vision, Amnesty International’s mission is to undertake research and action focused on preventing and ending grave abuses of the rights to physical and mental integrity, freedom of conscience and expression, and freedom from discrimination, within the context of its work to promote all human rights.
Amnesty International forms a global community of human rights defenders who espouse the principles of international solidarity, of effective action on behalf of individuals, of global coverage, of the universality and indivisibility of human rights, of impartiality and independence, and of democracy and mutual respect.
Statute, amended 2001, Amnesty International

In the years 2004 – 2010, Amnesty International will

HUMAN RIGHTS STRATEGY: GLOBALIZING JUSTICE!

Goal 1. Build mutual respect and combat discrimination

Strategic Objective 1.1
Strengthen the legal framework for eliminating discrimination and ensuring accountability.
Strategic Objective 1.2
Curtail violations of freedom from discrimination for specific groups.
Strategic Objective 1.3
Combat racism highlighting the intersections of different forms of discrimination.

Goal 2. Demand justice and fight impunity

Strategic Objective 2.1
End impunity for human rights violations.
Strategic Objective 2.2
Oppose attacks on the human rights framework.
Strategic Objective 2.3
Hold non-state actors accountable for human rights abuses they perpetrate.

Goal 3. Uphold the physical and mental integrity of all people

Strategic Objective 3.1
Oppose all forms of state killings.
Strategic Objective 3.2
Work for the release of prisoners of conscience and the protection of human rights defenders.
Strategic Objective 3.3
Oppose all acts of torture perpetrated by state and non-state actors.
Strategic Objective 3.4
Combat “disappearances”.

Goal 4. Defend the rights of people in armed conflict

Strategic Objective 4.1
Oppose attacks on human rights and international humanitarian law in armed conflict.
Strategic Objective 4.2
Advocate for effective controls on arms and security transfers and associated resources.
Strategic Objective 4.3
Demand the protection of civilians (including all children) in armed conflicts and post-conflict situations.

Goal 5. Promote the rights of uprooted people

Strategic Objective 5.1
Advocate for protection of refugees, asylum seekers and displaced persons.
Strategic Objective 5.2
Strengthen the protection of migrants.

Goal 6. Champion the rights of women and girls

Strategic Objective 6.1
Strengthen protection of women and girls in international, regional and national law.
Strategic Objective 6.2
Demand accountability of states regarding respect, protection and fulfilment of rights for women and girls.
Strategic Objective 6.3
Demand accountability of non-state actors regarding the rights of women and girls.
Strategic Objective 6.4
Work in alliance with the women’s movement to increase awareness and human rights education towards the eradication of violence against women.

Goal 7. Advance economic, social and cultural rights

Strategic Objective 7.1
Promote economic, social and cultural rights in accordance with AI’s vision and mission.
Strategic Objective 7.2
Focus on excluded or marginalized people who suffer grave abuse of economic, social and cultural rights.
Strategic Objective 7.3
Take action on economic, social and cultural rights that supports our key commitment to indivisibility.


ORGANIZATIONAL STRATEGY: RELEASING ENERGY!

Goal 8. Guarantee quality research

Strategic Objective 8.1
Develop a strategic approach to research to ensure maximum effectiveness of the organization’s action.
Strategic Objective 8.2
Adopt a research management strategy to enable effective utilization of credible research originating from other sources as well as within AI.
Strategic Objective 8.3
Maintain content and quality in human rights research as the hallmark of the organization.

Goal 9. Take effective action

Strategic Objective 9.1
Develop campaigns under the seven themes of the human rights strategy.
Strategic Objective 9.2
Develop and implement worldwide campaigns in strategic alliance with a wide range of actors and targeting identifiable impacts.
Strategic Objective 9.3
Act in partnership with and for individuals at risk so as to contribute to systemic change.
Strategic Objective 9.4
Develop and implement strategies for effective use of legal expertise, tools and mechanisms.
Strategic Objective 9.5
Undertake human rights education as a means of effective action delivering identifiable impacts .
Strategic Objective 9.6
Respond rapidly, flexibly and creatively to human rights crises.

Goal 10. Communicate effectively

Strategic Objective 10.1
Commit to innovative and responsive communication.
Strategic Objective 10.2
Target internal as well as external audiences.
Strategic Objective 10.3
Strengthen global recognition of our international identity.
Strategic Objective 10.4
Prioritise cultural diversity in all communications strategies.

Goal 11. Mobilize people

Strategic Objective 11.1
Strategically diversify, strengthen and mobilize our activists .
Strategic Objective 11.2
Generate sustainable growth across the movement, with particular emphasis on the global South and East.
Strategic Objective 11.3
Grow new activists, supporters and donors, for a total figure of 600,000 by 2010.
Strategic Objective 11.4
Increase our participation in the human rights movement.

Goal 12. Build a dynamic architecture

Strategic Objective 12.1
Build a dynamic architecture to ensure the delivery of our human rights strategy.
Strategic Objective 12.2
Develop sound practices of creative leadership (governance and management).
Strategic Objective 12.3
Develop a “tough trust” approach to rules and guidelines.
Strategic Objective 12.4
Strengthen accountability to all parts of the movement and the Integrated Strategic Plan.

Goal 13. Enhance our public trust

Strategic Objective 13.1
Ensure that all fiduciary responsibilities are carried out and that the highest standards are set for financial and operational accountability.
Strategic Objective 13.2
Ensure that all our activities meet best practices for dealing with individuals and organizations within and outside AI.
Strategic Objective 13.3
Hold ourselves to best practice in conducting all of its internal and external business.


FINANCIAL STRATEGY: GROW!


Goal 14. Grow our financial strength

Strategic Objective 14.1
Increase our potential for income generation.
Strategic Objective 14.2
Increase and secure income to the movement by developing a range of income generation methods.

Goal 15. Strengthen financial management

Strategic Objective 15.1
Improve processes for international financial management and accountability of financial resources.
Strategic Objective 15.2
Increase the capacity of its leadership for dealing with financial management at national and international levels.
Strategic Objective 15.3
Develop tools to improve its financial management at national and international levels.
Full background paper: ICM circular: Integrated Strategic Plan – Globalizing Justice!
The ICM process

Initial discussions in the PrepCom have determined that the ICM will focus primarily on the ISP as the critical matter of debate. Resolutions submitted by sections are being allocated to appropriate parts of the ISP to be discussed in that context. A full 3 hour plenary will be allocated to initial discussion of the ISP prior to working parties and another one will do the same after the working parties complete their tasks. There will be four working parties: one will address the Human Rights Strategy, the Organizational Strategy will be divided into two, and the Financial Strategy will have one.
Please refer any questions or concerns on this matter to the ICM PrepCom through Maggie Pullen at the International Secretariat [email protected] .



Guide to decision-making of the Integrated Strategic Plan at the ICM, August 2003.
This is an example of the ISP text to illustrate the sections that are strategic and require ICM decision, and those which are operational and provide background, inform decision-making and build the bridge to the operational plan, and provide information about evaluation.
Goal 1. Build mutual respect and fight discrimination
Mounting cultural and religious intolerance results in conflicts and the marginalization of communities, countries and whole regions. Racism is growing in response to the increased movement of people around the world. In many societies, those who are different face discrimination. Economic deprivation and exploitation exacerbate these tensions. Political violence targeting particular groups and communities flourishes in states and regions that suffer from poor governance and weak economies.

Discriminatory policies by governments and corporations may target particular groups and communities that are the most economically disadvantaged in the community. Women or lesbian, gay, bisexual or transgender people may be doubly marginalized – because of their ethnic identity or for asserting their rights as well as their gender or sexual identity. States are increasingly being held to account, not only for human rights violations by their own officials but for failing to prevent or address discriminatory abuses by private individuals and organizations.

Strategic Objective 1.1
Strengthen the legal frameworks for eliminating discrimination and ensuring accountability.
Amnesty International will work to
strengthen relevant instruments,mechanisms and institutions, ensuring that states cooperate effectively with them and that human rights defenders have access to them;

strengthen and promote relevant national legal frameworks;
promote measures for states to take action against non-state actors responsible for discrimination.

Strategic Objective 1.2


Curtail violations of freedom from discrimination for specific groups.
Amnesty International will work to
promote the rights of indigenous peoples;
promote the rights of lesbian, gay, bisexual and transgender people;
protect freedom of religion and conscience.

Strategic Objective 1.3


Combat racism highlighting the intersections of different forms of discrimination.
Amnesty International will work to
develop and implement a plan of action against racism with a focus on the political, cultural, social and economic spheres;
work with groups who face discrimination on the basis of ethnicity, gender, sexual identity, class and other identities;
raise consciousness against racism through education and awareness building;
promote interculturalism and multiculturalism in the human rights movement, including within Amnesty International.




[The Integrated Strategic Plan recommends that evaluation of each goal in the Human Rights Strategy include


the measure of our work against the notions of equity, accountability and sustainability;
an assessment of the impact of real change on real people.
These evaluation standards will need to be clearly articulated in operational plans.]