What is rule of law and it's essentials. What is civic engagement and its components How do we engage stakeholders effectively

2. DAY 2

3. The rule of law is the legal principle that law should govern a nation, as
opposed to being governed by arbitrary decisions of individual government
officials that means The rule of law means that government officials and
citizens are bound by and abide by the law.
The rule of law has been considered as one of the key dimensions that
determine the quality and good governance of a country.
Rule of Law

4. • To Impose Legal Restraints on Government Officials
“Government actions must have positive legal authorization (without which the
action is improper); and no government action may contravene a legal prohibition
or restriction”
• To Maintain Order and Coordinate Behavior and Transactions Among
Citizens.
Functions of Rule of Law

5. Rule of Law & Human Rights:
Essential Nexus
• Human rights can’t be guaranteed if rule of law is non existent in any
country.
• It is rule of law that ensures non violability of human Rights.
• It has been widely experienced and acknowledged all around the
world that dearth of rule of law has been resulting in human rights
violation because such situations gives free hand to violators
.Therefore, in order to ensure provision and practice of human rights, a
nexus of rule of human rights and rule law should be essentially
established.

6. RULE OF LAW: Group Work
1. Why Development needs rule of law for peacebuilding
2. Why development needs rule of law for sustainable development
3. Why development needs rule of law for the elimination of gender based
violence
4. Why development needs rule of law for democratic governance

7. Rule of Law & Peacebuilding
Rule of Law assistance aims to:
• establish immediate post-conflict stability and security
• provide a mechanism for the peaceful management and settlement
of conflicts
• address underlying conflict grievances
• prevent the (re)emergence of violent conflicts

8. the advancement of the rule of law […] is essential for sustained and inclusive
economic growth, sustainable development, the eradication of poverty and hunger
and the full realization of all human rights and fundamental freedoms including the
right to development, all of which in turn reinforce the rule of law
Rule of Law & Sustainable
Development

9. Rule of Law &
Gender Based Violence
GBV is a multifaceted problem that by its nature involves the justice system
because acts of violence are violations of fundamental human rights and
are usually criminalized in domestic law. The GBV Strategy defines GBV as:
violence that is directed at an individual based on his or her biological sex,
gender identity, or perceived adherence to socially defined norms of
masculinity and femininity

10. Rule of Law &
Democratic Governance
• Rule of law prevails in the democratic governance where the
governance of the systems is aligned with the law
• The democratic governance perspective reflects the existence of rule of
law
• The decision making and policy making is participatory that strengthens
the democratic governance and ultimately contributes towards rule of
law

11. STRATEGIES FOR
HUMAN RIGHTS
WORK

12. Strategy is not a mystery…
Strategy is not a single decision, but rather a coming together of
many decisions such as:
the selection of a specific problem to address
what goals for change you want to achieve
what resources and allies can be engaged;
and decisions on which tactics to use and when.

13. Strategy without tactics is the slowest
route to victory. Tactics without
strategy is the noise before defeat. –
Sun Tzu

14. What is strategy?
strategy is the thinking aspect of planning a change, organizing
something, or planning a war.
It lays out the goals that need to be accomplished and the ideas for
achieving those goals.
Strategy can be complex multi-layered plans for accomplishing
objectives and may give consideration to tactics.

15. Tactics
They are the “doing” aspect that follows the planning.
Tactics refer specifically to action.
In the strategy phase of a plan, the thinkers decide how to achieve their
goals. In other words they think about how people will act, i.e., tactics.
They decide on what methods will be employed to fulfill the plan.

16. Strategic Effectiveness method
Strategic Effectiveness Method is a method that provides a framework,
processes, and tools for you and your organization to build your strategic
and tactical capacity for human rights work
The method helps in applying Sun Tzu’s three sources of knowledge (the
ancient Chinese strategist)
Know Yourself, Know Your Opponent and Know the Territory to develop
more effective action planning

17. Strategic effectiveness method

18. 1.Identifying the problem

19. Human rights problems are often large
and complex, while the resources to
address them are limited.
Its important to take time to know
yourself, prioritize and focus your
energy on a specific aspect of the
problem where you can build make an
impact.

20. 2.Create a vision

21.  A vision describes the hoped for outcome of all the work you do to make the
world better.
 Communicating a clear vision can inspire and motivate others. It invites them
to join with you, to act together as a community.
• What would you like to change in the
world?
• What would that actually look like?
• What you hope for the world ?
• It ensures that more people are included,
empowered to participate and realize their
human rights.

22. 3. Map the terrain
Who has an interest in the problem?
Who can you engage in your vision?
We work in our own unique local context?

23. It is critical to expand the knowledge of yourself and your opponents
regarding the network of human relationships surrounding the problem.
We call this the terrain.
There are strategy tools to map out the ground of human relationships,
including identifying the people, groups and institutions working both
for and against change.
Mapping the terrain of relationships allows you to identify more
opportunities for intervention.
It enables us to assess our resources, prepare for opponents, identify
more allies for cooperation, and utilize the most effective tactics.

24. 4.Explore tactics
 Tactics are the steps you take in the path towards your vision. Used well, they can build your
influence and change the terrain of human relationships. Tactics can be an opportunity to
empower those who have been left out to non-violently claim their human rights.

25. 5.take action
This step of the Strategic Effectiveness Method assists participants to
create a plan to take action for implementing their strategic goals to
help realize their long-term vision. All the work done in the previous
exercises comes together to develop a plan to take action to move a
strategic goal forward. This is how participants will take a step toward
making their vision a reality.

26. CIVIC ENGAGEMENT

28. Civic Engagement
Civic engagement or civic
participation is the encouragement of the
general public to become involved in the
political process and the issues that affect
the community.
Civic engagement refers to the ways in
which citizens participate in the life of a
community in order to improve conditions
for others or to help shape the community's
future. This term has been used to date
primarily in the context of younger people.

29. FORMS OF CIVIC ENGAGEMENT
Civic engagement can take many forms—from individual volunteerism to
organizational involvement to electoral participation. It can include efforts to
directly address an issue, work with others in a community to solve a problem
or interact with the institutions of representative democracy.[1] Another way of
describing this concept is the sense of personal responsibility individuals feel to
uphold their obligations, as part of any community.

30. FORMS OF CIVIC ENGAGEMENT
 Individual Voluntarism
 Organizational Involvement
 Electoral Participation
 Efforts to directly address issues
It involves acting upon your CARES
and CONCERNS within your community

31. Civic Engagement By…
• Educating oneself on various issues
• Using one’s talents and resources
• Advocating for positive change

32. Civic Engagement Demands…
 Being an effective and responsible citizen
 Promoting the quality of life in a community
 Fulfilling your responsibility to humanity
 Contributing ideas focused on a common good.
 Being actively involved in the political and
 Decision-making processes

33. Obstacles to Civic Engagement
1. Limited Access to Educational Resources
2. Limited Access to Informational Resources
3. Lack of financial resources
4. Time Constraints

35. CIVIC COLLABORATION
1. Prepare: Understand the context in which the issue will be addressed to assess
community readiness. This phase ends with a decision to launch work on the
public issue using civic engagement (public discussion, reflection and
collaboration).
2. Inquire: Conduct dialogue to better understand all aspects of the issue. The
presenting issue is explored and clarified to determine possible underlying issues.
Deliberation occurs to frame the issue.
3. Analyze: Foster dialogue to explore various perspectives and viewpoints and
deepen understanding of the issue. Deliberate to generate options.
4. Synthesize: Conduct dialogue to align the clarified issue with identified options.
Deliberate to reach a resource FULL decision and translate the decision into a plan.
5. Act Together: Use created trust and relationships to take collective action to
address the issue. (Implement.)

36. STAKEHOLDERS
ENGAGEMENT

37. Who are stakeholders?
Direct
Beneficiaries
Indirect
Beneficiaries
Community
Members
Government
Authorities
Law
Enforcement
Agencies
Civil Society
Organizations

38. Stakeholders:
Stakeholders are persons or groups who are directly or
indirectly affected by a project, as well as those who may
have interests in a project and/or the ability to influence its
outcome, either positively or negatively.
Stakeholders may include locally affected communities or
individuals and their formal and informal representatives,
national or local government authorities, politicians,
religious leaders, civil society organizations and groups with
special interests, the academic community, or other
businesses.

39. STAKEHOLDERS ENGAGEMENT
• Stakeholder engagement is foundational to effective implementation
of Human Rights.
• Meaningful stakeholder engagement is particularly essential in an
organizational efforts to meet its corporate responsibility to respect
human rights.

40. when planning stakeholder engagement
in human rights due diligence
• Invest in a thorough identification of stakeholders and affected groups, and
identify the best ways to engage them
• Process should be inclusive, participatory (creating a sense of ownership),
accessible, transparent, credible, culturally-appropriate, context-specific and
gender sensitive
• Engage early, not only when a decision is imminent or a situation is already
escalating
• Establish clarity about process, goals and follow-up for all stakeholders involved
and manage expectations proactively
• Seek feedback about their satisfaction with the process
KEY POINTS

41. when planning stakeholder engagement
in human rights due diligence
• Remain flexible, adapting to changing conditions and new stakeholders
emerging
• Do not put stakeholders at risk through engagement
• Make sure the engagement process itself is rights-respective, e.g. respects the
right to privacy
• Be aware of, and address power imbalances and other barriers to engagement
(language, culture, gender etc.)
• Choose the right language for the right partner
KEY POINTS

42. Criteria that determines the
selection of stakeholders
 Legitimacy of the stakeholder group,
 Their willingness to engage,
 Their knowledge of the issues in question, and
 If they have direct contact to affected and vulnerable groups.

43. FORMS OF ENGAGEMENT

44. CHALLENGES OF ENGAGEMENT
1. Stakeholders might lack the capacity or willingness to cooperate with
organizations and this might require investments in capacity and trust-building
on the part of organizations
2. Stakeholder processes lose momentum over time
3. Stakeholders do not feel they can really make an impact
4. that their engagement needs are not met
5. or that they disagree with the company’s understanding of the goals of the
process – though it might also be an indication that stakeholders are satisfied
with the company’s progress and have therefore lost interest