Asia Pacific Forum of National Human Rights Institutions • collects and analyses the qualitative findings from the discussions and the quantitative data and qualitative comments from the questionnaires to identify capacity needs and gaps • develops strategies and actions to address the identified capacity gaps • prepares the first ‘rough draft’ of the report, including a specific section on assessment of gender equality and mainstreaming efforts and recommendations for improvement, and presents it to the NHRI leaders and senior managers. Each of these steps is discussed in further detail here. 3.4.1. Focus group discussions The assessment visit begins with the focus group discussions. These discussions seek to identify core capacity issues for the NHRI, required capacities and possible strategies and actions to address capacity gaps. The discussions provide qualitative data for the CA. All discussion groups proceed on the basis of respect, trust and confidentiality. This should be emphasised when introducing the process to NHRI leaders and staff. The substance of all the discussions is analysed and discussed in the report but the report does not assign specific views to any specific group. The CA team does not report any individual’s views or any specific group’s views and it does not provide any identifying information about individuals or groups. The leaders, senior managers and all other staff have the opportunity to participate in these groups to provide their perspectives on the current capacities and capacity needs of the NHRI. The groups are asked to address three questions: • what does the NHRI do well? • what does the NHRI need to do better to be more effective in undertaking its mandate? • what strategies and actions can be taken to build the required additional capacity? The CA team meets first with the NHRIs leaders – the chairperson and commission members or the institution head, whatever the title. The team reminds them of the purpose, process, anticipated results and schedule of the assessment. The discussion then moves onto the three questions that all groups address. After the leaders’ group, the team meets senior managers. The chief executive officer can participate either with the leaders or with the senior managers, depending on the wishes and preferences of the particular leaders and chief executive officer. The options can be discussed with the CA team. After these senior level meetings with leaders and managers the team begins discussions with groups of staff. The composition of the groups varies according to the situation of the particular NHRI. They may be organised according to the NHRI’s departments or sections or according to different categories of staff. They may also be organised according to the preferences of individual staff members, by giving staff the opportunity to nominate the group in which they participate. In this way staff will be with others with whom they feel able to speak freely. Certainly a group should not contain both a manager and staff reporting to that person. Logistics will normally require that staff from regional offices meet together separately from staff from the central office. An additional women’s discussion group should always be held to provide a safe and supportive environment in which women staff can discuss issues specifically from their perspectives, including in relation to the NHRI’s internal functioning and the implementation of its mandate. Female staff should still participate in the general discussion group appropriate to their department or section or function and in addition in the women’s discussion group. There should be around 12 people in each discussion group but certainly no more than 15. Where required, the discussions should be interpreted to ensure that participants and team members all understand what is being said and all are free to speak and say what they wish. 26