Capacity Assessment Manual for National Human Rights Institutions One issue to be considered and discussed at this early stage is timing. There is no single particular time at which a CA is appropriate but some times are more suitable than others. A CA can be usefully undertaken in conjunction with the strategic planning process, either immediately before or immediately after the plan is developed, with a focus on what capacity the NHRI has and what more it needs to implement the strategic plan. It can be done in the first months after the appointment of a set of new NHRI leaders – Commissioners or ombudsman – as part of their assessment of the organisation’s strengths and potentials as they plan their program for their term of office. It could be done as part of the development of a major donor funded project, to shape the content of the project and to ensure capacity for its full implementation. One important consideration in determining timing for a CA is ownership of the CA report within the NHRI leadership team. It may be difficult to secure the necessary ownership when a CA is undertaken by a set of NHRI leaders shortly before their term of office concludes, so that the report is left to new leaders to consider and, if they think fit, implement. As in any planning or review process, it is essential that those commissioning the plan or review are the ones who receive the report and consider the recommendations and take responsibility for implementing them. CAs are far better conducted early in the terms of NHRI leaders than late in their terms. 3.2. THE PREPARATORY VISIT The preparatory visit enables the CA to be explained to the NHRI’s leaders, senior managers and other staff. They must understand clearly what is involved – the process and the results – and, if the CA is to proceed, they should agree to undertake the exercise on that basis. A preparatory visit of two days, preferably about four to eight weeks before the actual assessment visit, is important for this. If possible, the preparatory team should consist of two persons, including the person who will be leader of the CA team should the CA proceed. 3.2.1. Briefing During the preparatory visit the preparatory team briefs the NHRI’s leaders, senior managers and other staff. The team explains the objectives of the CA, the process by which it will be conducted, the time it will take and any other demands it will place on the leaders, managers and staff, and the report they will receive when it is over. The team must emphasise that the CA will produce surprising and even unwelcome results as it provides a vehicle by which the various views of all NHRI leaders and staff are articulated and presented. It is important for the team to explain that every NHRI leader, manager and all staff will need to make time to meet with the CA team and to fill out the questionnaire but that this is not overly onerous – about 90 minutes for a focus group discussion (two hours if the discussion group has to be conducted with interpretation) in the first week of the assessment visit and 30 to 60 minutes to complete the CA questionnaire early in the second week. It is also useful to provide perspectives from NHRIs that have previously undertaken an assessment as to the time required and the ensuing benefits from this investment. The briefing is an opportunity to clarify objectives and process, answer questions and resolve doubts and anxieties. The important message is that the actual CA is a process undertaken by the NHRI as a whole, for the NHRI, and that it is intended to be of direct and immediate benefit. The briefing should be accompanied by a PowerPoint presentation, a draft of which is attached (Appendix 2). NHRI leaders should be briefed before staff. It is important to ensure that there are no surprises for them when the CA takes place. They should be familiar with the subject matter of the discussion groups, how key issues will be identified, the nature of the assessment questionnaire and the kinds and number of external stakeholders the CA team would need to meet. They should be briefed on what is expected of them: their full cooperation with the process, their involvement, and the involvement of all staff, in discussion groups and completing the questionnaire, the release of the final report to all staff and the serious consideration of the report’s proposed strategies and actions to build capacity. Chapter 3: The recommended steps in conducting a capacity assessment for a national human rights institution | 21