Capacity Assessment Manual for National Human Rights Institutions Possible strategies and actions need to be considered in relation to both external and internal contexts of the NHRI. Every NHRI faces different challenges specific to its social, political and economic context. Strategies for improvement require contextualisation and adaptation. The quantitative and qualitative data analysis of the CA provides the necessary understanding of an NHRI’s particular context from which to identify necessary development strategies and actions. For example, an assessment may point out human resource management – specifically, staff performance and accountability – as a particular weakness leading to a number of negative consequences throughout the institution. A response action could be “the development and implementation of a fair, transparent, results based performance appraisal, with specific indicators and targets”. In developing strategies and actions the CA team considers carefully the whole range of perspectives presented to it in the group discussions and questionnaire results. Every NHRI, large and small, will contain a diversity of perspectives, some known but many not recognised until the CA process makes them apparent. The CA team needs to record and respond to that diversity of perspectives. That may be difficult when, as is often the case, the information gathered from a variety of sources (documents, focus group discussions, external stakeholders, questionnaires and so on) provides conflicting views. The team is not responsible for resolving those conflicts but it must decide where to place priority in developing strategies and actions for capacity development. The strategies and actions proposed should be: • relevant to the capacity issues identified as priorities • practical and capable of being implemented • achievable within the five year timeframe following the CA • within the NHRI’s mandate • within the NHRI’s existing resources or reasonably obtainable additional resources. Together they should form a comprehensive approach to the capacity gaps and challenges faced by the NHRI as identified by its leaders and staff in the CA. These strategies and actions should range from short-term (six to twelve months) to long-term (up to five years), supported by a clear plan which includes high-priority, medium-term initiatives and immediate or quick-impact activities as the basis for continuous CD of the NHRI. The strategies can be the basis of further collaboration between the NHRI and other organisations, including APF, UNDP and OHCHR. In developing strategies and actions the CA team is careful to ensure that, first, all strategies and actions are gender sensitive in responding to the particular perspectives of women participants in the CA and to the needs of women inside and outside the NHRI and, second, specific strategies and actions address the specific needs and concerns of women in the country and in the NHRI. A detailed discussion of some commonly recommended strategies is provided in Chapter 4 of this report. Chapter 3: The recommended steps in conducting a capacity assessment for a national human rights institution | 37