•
Develop the strategy framework and actions
•
Communicate progress and build buy-in.
The team should include people from across the NHRI, including staff with gender expertise,
operational experience and lived experience of gender issues. A Commissioner or senior manager
should also be involved to maintain leadership ownership.
The team does not need to be large. Additional expertise, such as communications, HR, finance
or monitoring and evaluation, can be brought in when needed.
Tool 1:
Form your Gender Strategy Development Team
Role
Contribution
Commissioner / Ombuds
Senior Manager
• E
nsure ownership and support at the leadership
level of the NHRI
• M
aintains an overview of the strategy development
• C
oordinates the GSDT team and ensures it effectively
carries out its responsibilities
• R
egularly communicates on progress to broad
GSDT Lead / Coordinator
audiences
• Identifies other personnel that may be needed for
specific tasks (e.g. facilitating focus groups, data
analysis)
• A
ddresses any challenges or difficulties that may arise
• S
upports members of the team to deepen their
Gender Expert/s
Representatives from NHRI
divisions, who may also be
gender experts. Include those
with ‘lived experience’
Optional - partners working
in the gender rights area.
Gender Strategy Toolkit 2026
own understanding and practice of gender equality,
if required
• E
nsure diverse ‘Division’ perspectives strengthen the
development of the strategy
• P
rovide the communication link with divisions
• P
rovide a lived experience perspective
• P
rovide a lived experience perspective
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