The Ethiopian Human Rights commission and its contribution to the protection of Human Rights and building of good governance: challenges and prospectp

Abstract

The nature of the environment in which national human rights institutions (NHRIs) operate determines their effectiveness in building a human rights culture. NHRIs operating in a non-democratic tradition reflect the system itself since the nature of the social, political and legal environment in such system contains informal constraints affecting their overall activities. The Ethiopian Human Rights Commission (Commission) was set up as part of democratic institutions following regime change in the early 1990s. It embarked on discharging functions vested in it in a framework that is not favorable for such institution to be effective. Lack of democratic tradition and good governance, poor culture of respect for human rights, weak institutions, and financial constraints are among the major hurdles limiting the effectiveness of the Commission. Against the prevailing environment, the article examines the effectiveness of the Commission in meeting its objectives on the basis of the evaluation of the practice of the Commission since it started its operation in 2004. Specifically, the performance of the Commission so far in the areas of promotion (sensitization and education) and protection (complaint-handling), and monitoring of human rights are reviewed to see if the institution is effective in defending human rights and thereby building good governance. After highlighting its success story, the major worrying trends and setbacks in developing a culture of respect for human rights and building good governance are explored. Before doing so, the article offers an overview of the establishment, structure, mandate and power of the Commission. Also, a concise statement on the linkage between the overall objectives of NHRIs in general and of the Commission in particular and good governance is offered to indicate that the institution is meant to serve as one of the institutional mechanisms to bring about good governance in the nation.

The nature of the environment in which national human rights institutions (NHRIs) operate determines their effectiveness in building a human rights culture. NHRIs operating in a non-democratic tradition reflect the system itself since the nature of the social, political and legal environment in such system contains informal constraints affecting their overall activities. The Ethiopian Human Rights Commission (Commission) was set up as part of democratic institutions following regime change in the early 1990s. It embarked on discharging functions vested in it in a framework that is not favorable for such institution to be effective. Lack of democratic tradition and good governance, poor culture of respect for human rights, weak institutions, and financial constraints are among the major hurdles limiting the effectiveness of the Commission. Against the prevailing environment, the article examines the effectiveness of the Commission in meeting its objectives on the basis of the evaluation of the practice of the Commission since it started its operation in 2004. Specifically, the performance of the Commission so far in the areas of promotion (sensitization and education) and protection (complaint-handling), and monitoring of human rights are reviewed to see if the institution is effective in defending human rights and thereby building good governance. After highlighting its success story, the major worrying trends and setbacks in developing a culture of respect for human rights and building good governance are explored. Before doing so, the article offers an overview of the establishment, structure, mandate and power of the Commission. Also, a concise statement on the linkage between the overall objectives of NHRIs in general and of the Commission in particular and good governance is offered to indicate that the institution is meant to serve as one of the institutional mechanisms to bring about good governance in the nation.

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