9.2.1 Leadership

Based on the indicators developed in Chapter 8, the basic question at this stage is: are NHRI leaders meeting the requirements and expectations of the position? Capacity assessments can be undertaken with staff, civil society and internally, through document review, to determine performance and capacity in each of the relevant areas.

9.2.1.1 Leadership Development

Assessing this area includes determining whether the NHRI has put into place adequate leadership development opportunities, including seminars, peer learning and other mechanisms, to ensure that members can fulfil their responsibilities and develop the requisite skills. (See Chapter 8 for a list of leadership development strategies.)

9.2.1.2 Role Definition

Clearly defining the roles and responsibilities of each member or groups of members is a priority at the Establishment Phase, as discussed in Chapter 8. At Consolidation, however, an assessment of staff's view about the functionality of the NHRI's structure, including clarity of the members' roles, and reporting lines will provide information on areas that require clarification.

9.2.1.3 Vision and Leadership

Vision and leadership refer to the ability of the members to hold the course steady, maintain institutional integrity and independence and meet the statutory objectives of the NHRI. Some basic questions will assist in revealing strengths and areas for improvement.

• Does the leadership safeguard the autonomy and independence of the NHRI?
• Can the leadership influence key stakeholders and government to respond positively to recommendations of the NHRI?
• Has the leadership led the NHRI, through strategic planning, as well as by developing a shared vision, mission, values and codes of conduct? Have these been communicated to staff and the public?
• Have the leadership communicated effectively the vision and achievements of the NHRI to the media and to stakeholders?
• Are staff motivated to implement the programmes and activities?
• Do staff who conduct investigations feel safe in their work?
• Has the leadership overseen processes to evaluate or assess the organization and its staff effectively and fairly?
• Has the leadership established networks and contacts with national stakeholders, other NHRIs, regional associations and the international human rights system?
• Has the leadership ensured that the members are focused on major strategic decisions, rather than spending time on minor decision making?

The answers to these questions will point the way to capacity building in the leadership area.