Incorporating Human Rights into Core Documents
When we talk about being a human rights organisation there are two parts to the discussion: one is focussed on a human rights model of service delivery, and the second is focussed on how we shape our internal processes and core documents to become a human rights structured organisation. To be a good practice organisation the aim is to combine both aspects.There are several core documents that underpin the day to day work of our organisations: the constitution, the strategic plan, the budget, the policy & procedure manual, our risk management strategy, and our quality improvement plan. These documents underpin our work and support the philosophy of the organisation. In human rights organisations the built in philosophy, or ethical framework, is a human rights one.
How do we build a human rights philosophy into our core documents? First consider what role the document performs.
The constitution is the key document that outlines how our organisation comes together. Human rights can be built into the objects of the constitution by acknowledging what right/s you are progressing or working towards. You may also wish to acknowledge that you work within a human rights framework, so the principle of non-retrogression applies. (This is the key principle in human rights treaties that a right won’t be lost or go backwards.)
The strategic plan outlines the overall longer term direction and goals of the organisation: in this document your goals and direction may align with particular human rights goals.
Budgets are our key strategic financial document and provide an opportunity to combine the strategic plan with our finances. The budget can be designed to prioritise our financial goals according to our human rights goals, and is particularly useful when faced with limited resources. Taking the principle of non-retrogression into account will also assist in determining budgetary priorities for the year.
Policies and Procedures provide an organisation with the opportunity to express the specifics of how it will do its day to day work. This includes management practices, like human resources management, and may also include specifics on consumer involvement or referral processes. All of these areas of day to day work can be expressed through a human rights filter with a conscious move towards the fulfilment, or support, of particular rights.
Risk Management Plans and Quality Improvement Plans are tools to audit, prioritise and reshape. They provide key mechanisms for monitoring how particular processes and practices are functioning and allow us to assess the risks or needs in particular work areas. A human rights practicing organisation may consider one potential risk more serious than another if it could lead to retrogression in the fulfilment of a particular human right. Prioritising outcomes from our quality assessment process may also be determined using a similar benchmark or perhaps the self assessment will highlight a gap in progressing certain rights.
These are just some examples of how to practice human rights within our organisations. Every organisation uses its core documents and key processes differently, so consider developing human rights structures that are an extension of your current structures and processes and through them maintain forward momentum on realising human rights through your day to day work.
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