Chapter 1
Introducing National Human
Rights Institutions

Chapter 2
Models of NHRIs

Chapter 3
Roles and Responsabilities of
NHRIs

Chapter 4
The Rule of Law and the NHRI

Chapter 5
NHRIs, Development and
Democratic Governance

Chapter 6
Situating NHRI Support in the UN Planning & Programming Process

Chapter 7
Pre-establishment Phase of NHRIs

Chapter 8
Establishing NHRIs

Chapter 9
Consolidation Phase:
Strengthening the Mature NHRI

Chapter 10
Paris Principles and Accreditation

7.7.8 Balanced Support for Hybrid Institutions

Similarly, it is vital that the international community and donors in particular, recognise the holistic nature of the national human rights system and not forget that financial support must be directed at the whole and not one part. This is especially important for NHRIs that have hybrid mandates, and where different and powerful funders are “interested” in one part of the mandate, but not the others.

Example: Ensuring balanced donor support for a hybrid NHRI

The Timor Leste Ombudsman, the Provedoria dos Direitos Humanos e Justiça was established in 2006 with a triple mandate - human rights, good governance and anti-corruption, as well as general oversight responsibility for the constitutionality. At the time of its establishment in 2006 donors and, to some extent, civil society, tended to see the organization through the three silos of human rights or anti-corruption, or to a lesser extent, maladministration.

Because there was little international experience with this type of multiple mandate, and little organisational integration, the organization and its international partners tended to focus on and fund one area, or to promote one aspect of the mandate over the other.

Expectations were developed in accordance with funder priorities. The UN funded primarily the human rights mandate, and other funders supported the other two aspects. The silo approach led to uneven organizational development, some internal tension, and missed opportunities for synergies between the mandates. In response to perceived inaction, the government floated the idea of creating a separate anti-corruption commission.

More recently, projects from all funders have attempted to push for more balanced and vigorous organizational development and capacity building.13

 

 

 

 

 

13 Source: 2007 Strategic Planning document for the PDHJ. (Prepared for OHCHR and USAID) Unpublished, 2007. Copy on file.