| PUBLICATIONS |
||||||||||||||||||||||
|
Strategic Plan 2001 - 2003
Human rights for everyone - one nation, many peoples
Introduction
Vision and Mission
Goals
ObjectivesObjectives and Activities: Goal One
Objectives and Activities: Goal Two
Objectives and Activities: Goal Three
Introduction
This strategic plan sets out the Vision of the Fiji Human Rights Commission and our Mission. It also articulates the Goals we have prioritised for the next three years and the Objectives we have set ourselves to reach those Goals.
We began this process in April 2000 and by the end of the month had developed a detailed draft strategic plan. However, the events of 19 May intervened, setting back human rights immeasurably in our country and diverting us from our long-term planning. It is only now, in November, that we have been able to return to complete the exercise in the light of changed circumstances.
We are a new institution for Fiji. One of our first responsibilities is to let people know what we can do in the human rights field. Just as importantly, people need to know what we cannot do. But first we must develop the ability to fulfill our responsibilities. This means that we have in some respects emphasised building up our own capacity before undertaking the full breadth of our legal mandate. We have also identified particular priorities for the first three years. However, this does not mean that other human rights issues will be ignored by the Commission. Specifically, we have a legal responsibility to investigate and conciliate complaints about violations of human rights and unfair discrimination and will be giving proper consideration to every complaint we receive, no matter what human rights it is based on.
One of our important values is transparency. We began developing our strategic plan by consulting both civil society and the government sector. This was to identify what our stakeholders considered we should be giving priority to. We had many helpful suggestions and appreciate those people and organisations who assisted us. We have recently repeated these consultations, to take account of the prevailing political context. Of course, ultimately it is the Commission which must decide where our priorities should lie. Nor could every expectation expressed to us possibly be met given the limited resources at our disposal. It may be possible to address some of these hopes in the years to come, or even before then. We plan to keep this document under regular review so that it accurately reflects the human rights issues of the moment.
During our planning we undertook an examination of the environment in which we operate as an organisation. We noted, for example, the widening racial divide as ALTA leases expire over the next few years and exacerbated by the events of May 19 and 3 November. We noted, too, the current lack of leadership in the race relations field which has doubtless contributed to an environment in which the attempted coup could be presented as a conflict of races. We have resolved to make moderating the racial divide a priority area. To begin with, we will appoint a staff member with a specific race relations focus and with responsibility for developing a race relations strategy for the Commission.
We have noted too the economic setbacks resulting not just from the attempted coup but from globalisation. These have had the greatest impact on the most disadvantaged and discriminated-against sectors. Economic pressures could also make it difficult to secure the increases in state funding the Commission will need to undertake its full responsibilities in the years ahead.
The Commission has a responsibility to educate the interim administration and future governments about the Commission's role and how it can assist the government to adopt policies which fully take into account human rights implications. We have encountered a perception among some in power that the Commission has had a focus on the rights of women and sexual minorities. However, the Commission's role is a great deal wider than these issues. It includes other civil and political rights. It also includes economic and social human rights. For the similar reasons, the Commission intends to include politicians in its education programmes so that they understand the human rights constraints on their powers.
Human rights training for the mass media will be another priority for the Commission. A free press can undertake much to protect those whose human rights are under threat. There is a feeling in civil society that editors and reporters could benefit from a raised awareness of human rights issues. Indeed, there is support for this within the industry itself.
This strategic plan covers the period 2001 - 2003. Until our own capacity is developed further we are unable to finalise detailed plans for the years 2002 and 2003. However, we intend to review the position at the end of each year and expect to be able to be more specific about the longer term later.
We hope our plan receives wide dissemination and discussion. We would welcome feedback and relevant comments.
………….. …………..
Chairperson Commissioner
VISION AND MISSION
These define our ambitions as an organisation. We will use them as our long-term inspiration. We hope they enable you, our stakeholders in the community (civil society) or in the official sector, to understand what we see as the prime reason for our existence.
OUR VISION OUR MISSION
Human rights for everyone - one nation, many peoples To take a leading role in the protection and promotion of the human rights of the people of the Fiji Islands;to build and strengthen a human rights culture in the Fiji Islands
GOALS
In our goals we have identified our desired results. If we are on a journey, they represent our destinations. Of course, goals are not easily measured. As with the end of journeys, however, people tend to know when they have been reached.
-
GOAL ONE:
Helping build a just society where everyone is aware of, and can realise, their rights under the Bill of Rights, the Human Rights Commission Act and the international human rights conventions -
GOAL TWO:
Promoting healthy race relations -
GOAL THREE:
Making FHRC: well-known and respected; dynamic; productive; effective; efficient; operating within budget; professional; transparent; accountable; ethical; a good employer; accessible; and with a culture of working with other organisations
OBJECTIVES
The objectives we have identified are the means we have selected for reaching our destinations (goals). We have endeavoured to make these as specific as possible. This is so that our efforts towards them can be measured objectively. We think they are achievable and realistic and in our operational plan we have set out clear timeframes for their achievement.