Documente Academic
Documente Profesional
Documente Cultură
de Relatório e Seguimento
Based within
Ad-hoc
a ministry
Inter- Separate
ministerial institution
Ad hoc NMRFs
Created purely for the purpose of completing a
specific report and is disbanded when it delivers
that report
Established by an individual ministry or by an inter-
ministerial committee
Does not retain any institutional capacity, practices,
network or knowledge, as it is disbanded after
completing the task
Usually has no objective or mandate for the follow-
up to recommendations from international and
regional human rights mechanisms
May make use of standardized reporting and
coordination practices
Organigramme - ad hoc NMRF
Lead Ministry
(depending on Treaty)
Ministry Department
Chairmanship
(ex.: Ministry of
Foreign Affairs)
NMRF Secretariat
(ex. HR Division)
Separate institution
Head of NMRF
Directorate
(Engagement/ drafting Directorate
Directorate Division of
reports/ information (Coordination Administrative
management within (Consultation with
NHRI and CSOs) Affairs
including monitoring Government)
implementation)
Key features
A Governmental structure
Comprehensive (covers all human rights mechanisms -UPR, TBs,
Special Procedures- all human rights- all outcomes:
recommendations, decisions, and views)
Standing/ permanent ./. Ad hoc
Comprehensive formal legislative or policy mandate ensuring
political ownership (empower within Ministries)
• Legislation (passed through Parliament)
• Formal regulation (by the Executive, but not through Parliament)
• Policy mandate (formed after the adoption of an
Executive/Ministerial policy provision)
Budget (forward planning within each Ministries budgets)
Continuity and technical expertise of staff (train staff, institutional
memory, gender sensitivity and gender parity)
And four key capacities
Four key capacities of a NMRF
Engagement capacity
Coordination capacity
Consultation capacity
Standing Comprehensive
Budget
Information
Consultation
management
capacity
capacity