Communities are diverse and have their own internal structures of governance. It is important therefore that you can access the range of skills and functions your NHRI has to offer. For example: 1.2 • to show appropriate respect to the leaders of the community your own leadership (Commissioner/ Ombuds/) should lead the initial visit to the community. They should then be part of significant moments in the activity’s lifetime. • during the process of the HRCLD engagement, particularly once the community has identified its priority issues, the involvement of other divisions of your NHRI – such as complaints, monitoring and investigation; research; legal and policy development; communications, publication and information; and education – will be important • HRCLD means travelling to, and spending time in, a community. Having someone to support logistical arrangements and address challenges when they occur, can determine the success or otherwise of an engagement. • HRCLD work can be challenging, demanding and exhausting. It always involves encountering, and trying to address, significant inequalities. It is important for you to reflect on how you are going, monitor the potential for “burn out” and ensure your adequate self-care. If you don’t have a project team, identify someone helpful to talk to on a regular basis. Ensure NHRI capability Along with committing time, budget and other resources to a HRCLD activity, your NHRI needs to have the appropriate capability. Human rights community-led development is not just about giving out human rights information, or being a human rights advocate, or training people in human rights or managing human rights projects. HRCLD requires practitioners with the ability to facilitate diverse individuals, groups and communities toward personal and community transformation. An effective HRCLD practitioner will have the competencies listed in Figure 11. They will also be guided by the principles and ethics identified in Figures 3 to 5. APF HRCLD Guide 31