SECTION THREE: The roles and responsibilities of NHRI leaders In that way, the final plan reflects the vision of the whole institution to which every person in the institution is committed. Strategic planning cycles vary from one NHRI to another. They are also affected by the timing of appointments to the institution. In some commission-model NHRIs, all the commissioners are appointed at the same time, as a group. In others, commissioners are appointed for staggered terms so that some are retiring and new appointments are being made on a continuing basis. In commission-model NHRIs where all commissioners are appointed at the same time and in ombudsmodel NHRIs, it may be appropriate to develop and adopt a new strategic plan early in the life of each new leadership group for the term of that group. In commission-model NHRIs where new commissioners are appointed on a continuing basis to join an existing NHRI leadership team, it may be appropriate to discuss with each new commissioner how best that commissioner can contribute to the NHRI’s priorities for the remainder of the strategic plan and then can help shape the subsequent strategic plan. 4. Policy making NHRIs make policy on a very broad range of issues within a very wide range of areas. Policy can relate to significant human rights themes, situations and issues, to strategies, programmes and activities, to procedures and to administration, including financial and personnel administration. Gender mainstreaming should be ensured in policy making. Policy making is a shared function across the NHRI leaders. The top leaders, the chief commissioner and other commissioners or the ombudsperson, set the broad policy and make the most significant policy decisions. The senior staff team generally has authority to determine lesser policy questions within the framework of broad policy set from the top. The most significant requirement is clarity about who makes what policy decisions. As with any shared functions, problems can arise when there is confusion about the distribution of responsibility. Policies should be reviewed periodically, according to a regular schedule, to ensure that they continue to be relevant and appropriate for a continually changing context. The review process enables consideration whether the policy under review has deficiencies, gaps, overlaps or unnecessary or inappropriate content and whether it requires amendment. The commissioners or ombudsperson should have oversight of the review schedule to ensure that policies are always relevant and appropriate. However, the actual review of a specific policy may be undertaken by senior staff on behalf of the commissioners or ombudsperson. 5. Management The NHRI needs to be managed well. Management needs to ensure effectiveness, that is, that the NHRI is achieving its objectives in promoting and protecting human rights as well as it possibly can. Management also needs to ensure efficiency, that is, that the NHRI is using its limited resources as carefully and as strategically as possible to achieve maximum impact. Ultimate management responsibility lies with the NHRI’s commissioners or ombudsperson. That responsibility, however, is not for day-to-day management. Their focus should be developing and adopting the strategic plan and annual implementation or operational plans under the strategic plan and then monitoring and reporting on implementation. Day-to-day management is the responsibility 17