An Easy Guide to Capacity Assessment for National Human Rights Institutions 4. From capacity challenges to strategies and actions The strategies and actions in the final CA report seek to address the NHRI’s core capacity issues. Generally, the core capacity issues are related and inter-dependent. A CD response will be more effective if it combines actions for improvement across more than one of the issues. So, one strategy or action may address several capacity issues, building on existing strengths and on additional ones over time. Strategies and actions can be directed towards strengthening the NHRI’s independence and legitimacy. The CA must consider how the NHRI can do its work as effectively as possible in spite of any legislative deficiencies and also what, if anything, the NHRI itself can do to encourage the enactment of better and stronger legislation. The CA report is addressed to the NHRI and so should not propose strategies and actions that are beyond the power of the NHRI. The CA can propose that the NHRI examine its legislative mandate more closely and, through interpretation, adopt realistic but creative ways to overcome perceived deficiencies within the context of the existing law. Strategies and actions can be directed towards strengthening the NHRI’s institutional arrangements. Institutional arrangements have emerged as a critical core capacity issue in many CAs. Strategies and actions to review the NHRI’s organisational structure, internal policies, processes, strategic and annual work plans, and standard operating procedures are common in CA reports. Strategies and actions can be directed towards strengthening leadership and management functions. Leadership is a function and responsibility shared by all those who have decision making and supervisory authority within the NHRI. Depending on the NHRI, it may include the commission members or ombudsman, the executive director (or secretary-general) and directors and senior managers. The development of NHRI leadership capacities is a critical component to the full and effective functioning of an NHRI. Strategies and actions can be directed towards strengthening human resource management. For any organisation, human resource capacities include: • individual expertise, skills and experience – technical and functional capacities – relevant to the position • institutional personnel policies and procedures, including recruitment and promotional procedures, incentive systems, performance management, training and development plans and programs, and team relations. The NHRI CAs to date have highlighted the need to strengthen and implement mechanisms that allow for a fair, transparent and merit-based human resource management system that motivates and supports staff to carry out their functions. Strategies and actions can be directed towards strengthening knowledge and knowledge management. NHRIs require staff with expertise and experience in international human rights law, the domestic human rights situation, and ways to increase the promotion and protection of human rights. CD strategies and actions have also been recommended to build technical and functional capacities and skill sets of the staff. A properly running and adequate information technology infrastructure within the NHRI is essential in strengthening knowledge and knowledge management. Strategies and actions can be directed towards strengthening partnerships and external relations. NHRIs do extensive human rights awareness raising work. They do human rights advocacy towards government ministries, the parliament, and the judiciary. Engagement with civil society organisations, non-governmental organisations, the media, and human rights defenders has also emerged as an area of significance for the NHRI. 17