Mecanismos nacionales de presentación de informes y seguimiento

Presentación del tema: "Mecanismos nacionales de presentación de informes y seguimiento"— Transcripción de la presentación:

1 Mecanismos nacionales de presentación de informes y seguimiento
Programa de fortalecimiento de capacidades de los órganos de tratados de la OACNUDH

2 Fundamentos para institucionalizar la interacción estatal con mecanismos de DDHH
Tipo Mandato Funciones principales EPU Intergubernamental Consejo de Derechos Humanos -Informes PEs Expertos independientes - Visitas - Quejas individuales OTs Expertos Independientes Tratados de Derechos Humanos - Informes - Visitas ( 1 OTs- PEs) LOS TRES MECANISMOS EMITEN RECOMENDACIONES Explain all HRMs and their functions and that during this workshop focus will be given to engagement with HRM regarding reporting. Mention that the reporting cycle is going to be explained in the next session as well as the perioridicity of reporting.

3 Desafíos Nacionales Crecimiento continuo de: mecanismos de derechos humanos (internacionales y regionales), informes a presentar y número de recomendaciones sobre derechos humanos dirigidas a los Estados Informes a tiempo y de calidad demandan una experiencia técnica sostenible Informes de calidad requieren seguimiento e implementación efectivos de las recomendaciones por muchos Ministerios y a nivel local Arreglos ad-hoc ya no son viables - International and regional reporting requires political commitment, technical knowledge and dedicated resources and capacity. - The number of recommendations from human rights mechanisms which States are to implement is enormous- give example of country of capacity building effort, e.g. in your country alone … recommendations issued by UPR, …. By TBs… and … by SPs- totalling to …. recommendations. - States that use ad hoc mechanisms to prepare their reports typically face the same capacity constraints every time they constitute a new drafting committee and face challenges caused by a lack of coordination and a weak institutional memory. - Treaty Bodies often face a delay between reception of a report and its consideration, increasing the risk that Government drafters are no longer available for the interactive dialogue, thereby weakening institutional memory. Consequently, ad-hoc arrangements are not viable anymore.

4 Permanente / Ad hoc Mayor coordinación, memoria institucional (también debido al retraso entre la presentación del informe y su revisión) Mejor uso de recursos Mejores vínculos horizontales Mejor monitoreo del seguimiento Coherencia nacional Más fácil apoyar con asistencia técnica Ad hoc versus standing mechanisms Reporting requires political commitment, technical knowledge and dedicated resources and capacity. States that use ad hoc mechanisms to prepare their reports typically face the same capacity constraints every time they constitute a new drafting committee and face challenges caused by a lack of coordination and weak institutional memory. Standing mechanisms are more effective in sustaining links with parliament, the judiciary, NHRIs and civil society in relation to international human rights reporting and follow-up. They provide a predictable and reliable vehicle for civil society groups to channel their information into the reporting process and national dialogue, and prevent overstretched individual ministerial staff from becoming overwhelmed by multiple individual and fragmented approaches and communications (or requests for meetings) from civil society groups.    NMRF is should therefore be standing in nature (permanent) and establishes links across different ministries

5 Un enfoque nacional integral
Un número rápidamente creciente de Estados ha adoptado, por lo tanto, un enfoque integral y eficiente para presentar informes y dar seguimiento, y han establecido un Mecanismo Nacional de Presentación de Informes y Seguimiento (abreviado NMRF en inglés) We are aware of Governmental structures for engagement with international human rights mechanisms in some ? countries in your sub-region (list them).

6 Llamados a nivel internacional para NMRFs
El informe de 2012 de la entonces Alta Comisionada a la AG sobre el Fortalecimiento del Sistema de Tratados de Derechos Humanos de las Naciones Unidas Resolución 68/268 de la AG de las NNUU sobre el fortalecimiento y mejora del funcionamiento efectivo del sistema de tratados de derechos humanos Recomendaciones de: los Estados durante las revisiones del EPU; y de los órganos de tratados Guía Práctica y Estudio sobre NMRFs (publicados en junio de 2016)

7 ¿Qué es un NMRF? Coordina y prepara informes para los mecanismos internacionales y regionales de derechos humanos (incluyendo órganos de tratados, el examen periódico universal y los procedimientos especiales)  y colabora con ellos  Coordina y monitorea el seguimiento e implementación nacional de las obligaciones emanadas de los tratados y recomendaciones/decisiones de los mecanismos de derechos humanos El mecanismo nacional ejecuta estas funciones en coordinación con ministerios, órganos estatales especializados (tales como la oficina nacional de estadísticas), el Parlamento y el Órgano Judicial, así como en consulta con las instituciones nacionales de derechos humanos y la sociedad civil. A national mechanism for reporting and follow-up is a national public mechanism or structure that is mandated to coordinate and prepare reports to and engage with international and regional human rights mechanisms (including treaty bodies, the universal periodic review and special procedures), and to coordinate and track national follow-up and implementation of the treaty obligations and the recommendations emanating from these mechanisms. It may be ministerial, interministerial or institutionally separate. The national mechanism performs these functions in coordination with ministries, specialized State bodies (such as the national statistics office), parliament and the judiciary, as well as in consultation with the national human rights institution(s) and civil society. The national mechanism for reporting and follow-up is often based within the ministry of foreign affairs, or liaises closely with it, as this ministry is usually responsible for overseeing relations between the national public administration and the international and regional systems. NMRF is not an NHRI NHRI is independent, State funded organization with broad mandate to promote and protect human rights, incl submit recs and raise awareness NMRF is a mechanism or structure that is fully part of the Government, with a mandate that is closely tied to reporting to and engaging with international and regional human rights mechanisms, as well as following up their recommendations or decisions. We have observed in the Study that NHRIs do play an important role in NMRFs (though often independent), for example during consultations. However, NHRIs have an independent role (participation in NMRF meetings as observers / participants without vote, submission of parallel reports and separate role in UPR process) NHRIs and NMRFs are therefore complementary elements of a national hr protection system

8 ¿Cuáles son los tipos principales de NMRFs?
Ad-hoc Basado en un ministerio Interministerial Institucionalmente  independiente

9 NMRFs Ad hoc Creado puramente con el propósito de elaborar un informe específico y se disuelve cuando el informe es presentado Establecido por un ministerio o por un comité interministerial No conserva ninguna capacidad institucional, prácticas, redes ni conocimientos, ya que se disuelve después de completar la tarea Usualmente no tiene como objetivo o mandato dar seguimiento a las recomendaciones de mecanismos internacionales y regionales de derechos humanos Puede hacer uso de prácticas normalizadas de presentación de informes y coordinación

10 Organigrama – NMRF Ad-Hoc
Ministerio Principal (dependiendo del tratado) Comité de redacción Ad hoc

11 NMRF Ministerial Mecanismo permanente basado dentro de un solo ministerio de gobierno que recurre a la experiencia e información de otros ministerios, dependiendo del asunto en cuestión (por ejemplo México) Es mantenido por el ministerio relevante después de la conclusión de un informe Retiene su capacidad institucional, prácticas, redes o conocimientos para presentación de informes y seguimiento; sin embargo, lo hace dentro de un solo ministerio

12 Organigrama NRMF Ministerial
Ejemplo: Ministerio de Relaciones Exteriores Depto. Del Ministerio Unidad Comité de redacción (recurriendo a otros ministerios dependiendo de la tarea) Example – Mexico The Directorate for Human Rights and Democracy (DHRD) in the Ministry of Foreign Affairs (MFA) in Mexico is responsible for coordinating international human rights reporting to the UN system and to the Inter-American Human Rights system. The DHRD coordinates communication and liaison with international human rights bodies. The DHRD is mandated to fulfil this role based on article 28 (I) of the Law of Federal Public Administration and article 29 of the Internal Regulations of the Ministry of Foreign Affairs. The budget for the DHRD and the activities of the specialised units are funded out of the MFA budget. The DHRD has 41 staff members and includes two Deputy Directorates, each divided into specialised units that take responsibility for the production of relevant reports. The Deputy Directorate for International Human Rights Policy is divided into specialised units focusing on civil and political rights; economic, social and cultural rights, vulnerable groups, women’s rights and gender equality. The unit for civil and political rights coordinates the production of reports on the implementation of the ICCPR, the unit on economic social and cultural rights coordinates reports to CESCR, and the unit for women’s rights is responsible for coordinating reporting on CEDAW. The Deputy Directorate for Cases, Democracy and Human Rights is divided into specialised units for cases before the Inter-American human rights system, cooperation, and issues relating to migration and refugees. The units convene ad hoc drafting committees, with representatives drawn from a variety of other government agencies sitting on these drafting committees. It is through them that the DHRD undertakes governmental coordination, coordination with Parliament, and the judiciary and consultations with the NHRI, and to a lesser extent civil society. Joint governmental coordination is formalized for specific human rights treaties with specialized state entities: CEDAW Reports are jointly coordinated with the National Institute for Women (INMUJERES). CERD Reports are jointly coordinated with the National Council to Prevent Discrimination (CONAPRED) and the National Commission for the Development of Indigenous Peoples (CDI). CRC Reports are jointly coordinated with the National System for the Comprehensive Development of the Family (SNDIF). Additionally, the rights-specific specialised units in the DHRD have established networks of focal points to help coordinate information collection from 35 different federal level institutions.

13 NMRF Interministerial
Un mecanismo permanente establecido entre dos o más ministerios mediante una estructura conjunta A menudo cuenta con los servicios de una secretaría ejecutiva ubicada en un ministerio, tal como el Ministerio de Relaciones Exteriores (Portugal) o el Ministerio de Justicia (Senegal)/ la Fiscalía General (Bahamas), o la Oficina del Primer Ministro (Mauricio, Túnez), que coordina la recopilación de información, presta servicios a las reuniones del mecanismo nacional y prepara un primer borrador de los informes Establecido casi siempre por un mandato legislativo oficial Convoca regularmente a su red de miembros, así como a los puntos focales ministeriales de derechos humanos Conserva la capacidad institucional, prácticas, redes y conocimientos de presentación de informes y seguimiento Incorpora los derechos humanos y fomenta las capacidades clave de presentación de informes y coordinación entre múltiples ministerios

14 Organigrama – NMRF Interministerial
Presidencia (Ej.: Ministerio de Relaciones Exteriores) Ministro Punto Focal Secretaría NMRF (Ej. División DDHH) Example – Portugal The Portuguese National Human Rights Committee (PNHRC) was created by a Council of Ministers’ Resolution (27/2010) in March The PNHRC is responsible for governmental coordination with the aim of promoting an integrated approach to human rights policies. The Committee aims to define Portugal’s position in international fora and to implement Portugal’s obligations under international human rights treaties. Given the broad scope of international instruments on human rights that Portugal is a party to, the PNHRC coordinates all governmental action on human rights. The PNHRC is not responsible for implementing human rights policies, this is the responsibility of line Ministries. It is chaired by the Ministry of Foreign Affairs (MFA), since its inception by the Secretary of State for European Affairs. The Deputy Chair of the PNHRC has always been a senior diplomat in the MFA, the Deputy Political Director responsible for Multilateral Affairs. The Council of Ministers’ resolution listed a number of State Departments/Ministers who should be members of the PNHRC and allows for the PNHRC to itself invite other State Departments to join the Committee. Currently, all Ministers are represented in the PNHRC. The National Statistics Office is also a member. The latest addition to the PNHRC is the Ministry of Finance (in December of 2014). All Ministers are represented by two members, in some cases at State Secretary level. In addition to its members, the PNHRC is supported by a network of human rights focal points in Ministries. The Office for Comparative Law and Documentation in the Attorney General’s Office and the Portuguese Ombudsman, Portugal’s National Human Rights Institution with an A Status according to the Paris Principles, have a standing invitation to participate in all PNHRC meetings, both at plenary and working group level. The Human Rights Division (HRD) within the MFA acts as a Permanent Secretariat for the PNHRC. The Council of Ministries resolution did not create a specific administrative structure for this purpose. The Secretariat works in a very flexible manner and can be assisted by other members of the Committee, including the Office for Comparative Law and Documentation in the Attorney General’s Office, for example when drafting a report for a specific Treaty Body. The Council of Ministers’ resolution that created the PNHRC specified that the PNHRC should adopt its own rules of procedure. These were approved in 2010 and were amended once, in 2012. The PNHRC meets at least three times a year at Plenary level and, whenever needed, at Working Group level. The HRD drafts the reports of the Plenary meetings, which are submitted to the PNHRC members for approval and executive summaries of the Working Group meetings. Its main means of communication is . There is a PNHRC mailing list (of PNHRC members and Ministerial human rights focal points) which is regularly updated by the Secretariat. There is also a PNHRC NGO mailing list. Any civil society organization can request to be included in this mailing list, thereby receiving invitations to attend PNHRC meetings and minutes of these meetings. The PNHRC is responsible for implementing Portugal’s reporting obligations. The reporting process starts with the PNHRC identifying upcoming reporting obligations and circulating a table matching articles and the previous recommendations with the responsible line Ministries. The PNHRC sets deadlines for line Ministries to answer to specific requests for information. During a PNHRC plenary session, the relevant Ministries are selected to form a Working Group according to the areas in a particular treaty. Each PNHRC member is responsible for gathering information within its own Ministry and sending it to the MFA HRD, who then prepares the first draft. The draft report is then sent to all PNHRC members for validation. Once the final draft is approved by all PNHRC members (usually by and through silent procedure), a PNHRC Working group meeting with civil society is organized in order to consult NGOs on the draft report before its finalization and submission to the relevant Treaty Body. This meeting is usually chaired by the MFA in partnership with the main line Ministries involved in the drafting process. The PNHRC does not have its own budget and does not employ its own staff (separately from the MFA staff). The PNHRC adopts an Annual Work Plan that determines its annual activities (including regarding international and regional fora, reporting, ratifications, information sharing). The last chapter of the Annual Work Plan contains pledges for action of individual PNHRC members for the coming year (3 pledges per member). At the end of the year, PNHRC members are obliged to report back on what they have done to implement the pledges. This information is included in the PNHRC Annual Report. The Annual Work Plan and the Annual Report are public documents available on the PNHRC website ( and on the PNHRC Facebook page. These two documents are shared with local Embassies in Lisbon and with Portugueses Embassies and Permanent Missions abroad. The Annual Work Plan is also translated into English and shared with the OHCHR. Portugal’s UPR preparation (report, interactive dialogue and mid-term report) is also coordinated within the PNHRC. The preparation for the interactive dialogues with the Treaty Bodies or UPR is similar to the one for drafting reports. The HRD leads but the PNHRC members who contributed to drafting the report actively participate in the exercise. In order to guarantee that Line Ministries come to the interactive dialogue in Geneva, the PNHRC circulates at all plenary meetings a calendar of future interactive dialogues with Treaty Bodies (timeframe of up to 5 years). This allows Line Ministries to budget for such participation. The PNHRC does not have a formal institutionalized link with Portugal’s Parliament but individual members of Parliament can be invited to attend PNHRC meetings with civil society. According to the Council of Ministers’ resolution that created the PNHRC at least one of the annual plenary meetings must be open to civil society. More frequent meetings, however, are held with civil society groups at working group level often convened in response to requests from civil society groups (for example on the rights of elderly people) or to discuss draft national reports to Treaty Bodies. Grupo de trabajo de redacción

15 NMRF institucionalmente independiente
Una institución independiente establecida por el gobierno, responsable de la coordinación, redacción de informes y consultas (Marruecos) Provista de un presupuesto y personal propios y estructurado en direcciones internas, programas y subprogramas Institucionalizado y mantenido por el gobierno después de la elaboración de informes individuales Conserva las aptitudes y conocimientos y puede controlar su propio presupuesto y nombrar personal de manera independiente

16 Organigrama - NMRF institucionalmente independiente
Jefe del NMRF Dirección (Relación/redacción de informes / gestión de información, incluyendo monitoreo de implementación) (Coordinación dentro del gobierno) (Consulta con INDHs y OSCs) División de Asuntos Administrativos Institución independiente Example – Morocco The Interministerial Delegation for Human Rights (Délégation Interministérielle aux Droits de l’Homme or DIDH), was established in 2011 by formal Decree published in the official Government Gazette. Due to its cross-sectorial mission, it is led by an Interministerial Delegate appointed by the King of Morocco, answering directly to the Head of Government. The DIDH is responsible for coordinating national policies in the field of human rights and for ensuring interaction with international human rights mechanisms. It proposes measures to ensure the implementation of international human rights treaties ratified by Morocco, prepares periodic national reports to Treaty Bodies and the UPR, and follows up the implementation of their recommendations, as well as those of Special Procedures. The DIDH also provides support to national NGOs working in the field of human rights and promotes dialogue with international NGOs. The Decree establishing the DIDH contains a number of articles which set out the structure of the DIDH. The DIDH has a highly formalised internal division of labour that spans across 3 separate directorates, a General Secretariat and a Division of Administrative and Financial Affairs, which is responsible for providing the necessary administrative, logistical and financial support for the day to day running of the DIDH. Responsibility for its management falls to a Secretary-General who is directly accountable to the Interministerial Delegate, and who coordinates the development and implementation of the DIDH strategic and action plans with their various projects and activities. The DIDH negotiates its budget directly with the Ministry of Finance on the basis of its strategic plan and yearly action plan. Its budget is allocated separately from individual Ministries. As a separate government entity, the DIDH can either recruit staff directly or second them from other government departments. In December 2015, DIDH had 62 staff members, but was in the process of recruiting and appointing a number of additional staff. It aimed to have a total of 70 – 80 full-time personnel by the end of DIDH is housed in a separate building, which has 3 separate meeting venues for purposes of facilitating consultative meetings (with the largest capable of seating up to 60 people). It is presently renovating the building to set up a documentation centre and establish new offices and meeting rooms. Its budget covers its coordination, core facilitation and national consultation functions and enables it to control the appointment and training of its own staff. Its directorates are structured to assume the capacities for coordination, interaction with human rights bodies, core facilitation of report writing, and national consultation, amongst others. Each directorate is further sub-divided into divisions and sections. The DIDH has introduced a standardised set of steps to be followed in the production of reports with a clear division of labour between relevant actors. The DIDH also produces an action plan and calendar of activities for the drafting of each report (a “frame of reference”), which it negotiates with relevant ministries. This “frame of reference” involves the creation of a taskforce out of a network of human rights focal points and identifies relevant stakeholders for contribution of information to the report and sets out a timeframe for the submission of information by each stakeholder.

17 Capacidades fundamentales
Una estructura gubernamental Integral (cubre todos los mecanismos de derechos humanos - EPU, OTs, Procedimientos Especiales – todos los derechos humanos – todos los resultados: recomendaciones y decisiones) Permanente ./. Ad hoc Amplio mandato legislativo oficial o reglamentario que asegure empoderamiento político (empoderar dentro de ministerios) Legislación (aprobada a través del Parlamento); Regulación oficial (del Ejecutivo, pero sin pasar por Parlamento); Mandato reglamentario (formado tras la adopción de una disposición de política ejecutiva/ministerial) Presupuesto (planificación anticipada dentro de los presupuestos de cada ministerio) Continuidad y experiencia técnica del personal (capacitar al personal, memoria institucional, enfoque de género y paridad de género) Y cuatro capacidades fundamentales NMRF is part of a Government structure (thus not NHRI nor NPM) Mandate: 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). With regard to policy mandates, a national human rights action plan can also be the source of a national mechanism’s mandate (as is the case, for example, in Mauritius), tasking it with developing indicators and benchmarks, and monitoring the performance of the State based on these benchmarks. A second, even more important factor is a common intragovernmental understanding of its role. The national mechanism needs to have the political clout and standing to ensure that feedback can be sought from and provided by the different institutions and ministries. Ministerial-level membership or support, either through the mechanism’s central location within the executive or through the direct participation of ministers (for example, at plenary meetings or during draft report validation meetings), is an important factor in this regard and ensures crucial political ownership at the highest levels. Only institutionally separate NMRFs control their own budgets and appoint their own staff. In most cases, the budget of the national mechanism for reporting and follow-up is covered by the budget of one or more ministries. OHCHR research has found that the effectiveness of national mechanisms for reporting and follow-up does not necessarily depend on their having their own budgets or direct control over the appointment of their staff. Impressive results can be achieved through extensive planning, if individual ministries make the necessary budget allocations to cover the work related to the national mechanism (e.g., attendance at treaty body or universal periodic review meetings, or the collection of necessary information) for the upcoming financial year. This obviates the need for a substantial and separate budget, and for separate staff, and ensures maximum efficiency in the use of available resources. Another decisive factor for effectiveness is the continuity of staff who are responsible for collecting information on specific rights, developing in-depth expertise on those rights and coordinating the national mechanism’s work in relation to those rights. This continuity will build sustainable expertise, knowledge and professionalism at the country level. A stable secretariat, as well as a mechanism with a broad membership, supported further by a network of focal points in ministries can contribute to such sustainability. States should also ensure gender balance in the NMRF’s staff composition.

18 Cuatro capacidades fundamentales de un NMRF
Un NMRF efectivo debería tener las siguientes cuatro capacidades clave: Capacidad de fomento de la colaboración Capacidad de coordinación Capacidad de consulta Capacidad de gestión de información

19 Capacidad de fomento de colaboración
La capacidad de colaborar e interactuar con los mecanismos universales y regionales de derechos humanos, y organizar y facilitar la preparación de informes y repuestas a los mismos. Diferentes partes del Gobierno requieren diferentes niveles de experticia en este sentido. Se puede incluir: Capacidad y conocimiento específico (e.g. por medio del establecimiento de una secretaria ejecutiva técnica con un staff entrenado) Puntos focales ministeriales Establecimientos de guías internas estándares para informar o listas para organizar visitas de Procedimientos especiales

20 Capacidad de colaboración – Lista de verificación
Establecer una secretaria ejecutiva para apoyar el trabajo del NMRF Construir la capacidad de dicha secretaria para colaborar con los mecanismos universales, pero también para redacción y presentación Establecer una red de puntos focales en cada ministerio, nombrado por el Ministro/a, para redactor y compartir información Establecer parámetros estándares para elaboración de informes y procedimientos para los miembros y puntos focales Hacer un inventario de revisiones venideras en el EPU u OT, así como las visitas de PE pendientes Desarrollar un plan de trabajo y un calendario de actividades junto con líneas de tiempo, asignación de responsabilidades y costos estimados (participación en diálogos den Ginebra, por ejemplo) Establecer grupos de redacción específicos entre la red de puntos focales (e.g., bajo la coordinación de la secretaria ejecutiva) organizada para cada OT ratificado; o enfocado en grupos o en Derechos; o para un informe venidero

21 Capacidad de coordinación
La capacidad y autoridad para diseminar información, para organizar y coordinar la recolecta de información y datos de entidades gubernamentales, pero también de otros actores estatales como Oficina Nacional de Estadística, punto focal de ODS, Poderes Legislativo y Judicial, para informar y dar seguimiento a recomendaciones. Puede incluir: Mandato sólido, términos de referencia, planes anuales de trabajo que relaciones las entidades descritas Listas de y reuniones de coordinación regulares Uso de formularios estándar para recolectar información Procedimientos establecidos para coordinar con el Parlamento The “how” it is done Important : network of human rights focal points. routinized forms of coordination (such as inter-ministerial committees and working groups). high visibility and a common intra-governmental understanding of its role. Ministerial-level support, either through a central location within the Executive or through direct participation of Ministers in the NMRF, for example at plenary meetings or draft report validation meetings, should undoubtedly contribute to this. In her report to the 28th session of the Human Rights Council, the Special Rapporteur on adequate housing stated that international human rights mechanisms interact primarily with national level governments (A/HRC/28/62, 22 December 2014). She stated that trends toward decentralization and greater responsibilities for local and subnational governments have meant that States’ obligations under international human rights law rely increasingly on implementation by local and subnational government. The Special Rapporteur recommended that States encourage local and subnational level governments to actively participate in all relevant international human rights mechanisms, including treaty body review and complaint procedures, the universal periodic review and special procedures. She also recommended that recommendations emanating from international human rights mechanisms be communicated to local and subnational governments with requests for responses and follow-up action and disseminated to local communities in accessible form. It is therefore important that NMRFs put in place mechanisms of coordination with local and subnational levels of Government, in order to capture efforts undertaken at those levels.

22 Capacidad de coordinación – Lista de verificación
Celebrar reuniones regulares (en plenario) del NMRF Diseñar el calendario de reuniones con todos los puntos focales Ministeriales y establecer una lista de e‑mail que permita compartir información regularmente Incluir sesiones informativas de las delegaciones que van a rendir informes en las reuniones, así como sobre recomendaciones recibidas Ante un informe inminente, (a) celebrar una reunión preparatoria para explicar cómo funciona el mecanismo y la estructura y contenido del informe en cuestión; y (b) enviar una tabla con recomendaciones recibidas con la entidad responsable con una solicitud de información y o un borrador redactado con límites de palabras y fechas límite Mapear actores y construir sinergias entre el NMRF y la implementación de ODS (entidades y la procesos) Transmitir recomendaciones al Poder Judicial y recolectar información sobre casos relacionados con derechos humanos en los tribunales Establecer un protocolo de coordinación con el Legislativo

23 Capacidad de consulta La capacidad de fomentar y liderar consultas significativas con el INDH y sociedad civil, incluidos los grupos marginalizados Puede incluir: Punto focal específico para ciertas contrapartes Establecer una lista de correos Consultas regulares con distintas contrapartes Participación de ciertas contrapartes en reuniones seleccionadas (observadores)

24 Capacidad de consulta – Lista de verificación
Diseñar un calendario de consultas, tomando en cuenta las obligaciones de informar y las fechas límite Se puede crear una unidad separada para el INDH y sociedad civil o un escritorio de consultas Incluir sistemáticamente a representantes del INDH en los grupos de trabajo y reuniones (sin voto para preservar su independencia de acuerdo a los Principios de Paris) Enviar borradores a la INDH para comentarios Establecer una red de contactos ONG y una lista de correos Invitar a sociedad civil a participar periódicamente en reuniones Celebrar reuniones específicas con sociedad civil (incluyendo a solicitud de ella) incluyendo grupos marginalizados Asegurar la participación de la infancia Circular la minuta de reuniones plenarias con la red de sociedad civil Facilitar y convenir discusiones (incluyendo e.g. “vistas públicas” combinadas con un panel y la sesión en webcast) entre Estado y sociedad civil sobre OT y EPU, experiencias que pueden alimentar el proceso de ODS Juntar buenas prácticas de consultas, y de no dejar a nadie atrás y ¡contar la historia!

25 Capacidad de gestión de la información
Estar al tanto de la publicación de recomendaciones y decisiones de los sistemas regionales y universales Guardar y agrupar sistemáticamente (incluyendo contra ODS) dichas recomendaciones y decisiones en formatos accesibles Identificar entidad gubernamental responsable de su implementación Desarrollar planes de implementación, que pueden alimentar cualquier otro plan de acción u hoja de ruta, con fechas límite e indicadores Manejar la recopilación de información, incluyendo la posibilidad de el próximo informe

26 Capacidad de gestión de la información – Lista de verificación
Agrupar recomendaciones en listas por tema, analizarlas y priorizarlas, circular dicho producto entre puntos focales Mantener listas actualizadas Desarrollar planes de implementación basados en las listas o un plan de acción y seguir su implementación Si se usa una base de datos, mantenerla actualizada, guardar el progreso, facilitar la información pública Pedir a los puntos focales informar cómo han implementado las recomendaciones asignadas, así como sus compromisos asumidos en el EPU Publicar un informe anual accesible Crear un sitio web o en redes sociales

27 Conclusiones Un NMRF que funcione efectivamente:
Establece una estructura de coordinación nacional, con lo que genera implicación nacional en la presentación de informes y el seguimiento, y permite la interacción de quienes participan con seriedad en la presentación de informes y el seguimiento dentro cada ministerio y entre distintos ministerios Facilita la comunicación entre los ministerios y la hace más directa, aumentando así eficiencias y maximizando recursos Sistematiza y racionaliza la interacción con los mecanismos internacionales y regionales de derechos humanos, incluyendo la preparación de informes y coordina el seguimiento, garantizando así la coherencia nacional Empodera a los puntos focales ministeriales para comunicar y explicar el sistema de derechos humanos y sus recomendaciones dentro de sus ministerios, contribuyendo así activamente al desarrollo de políticas y prácticas Facilita contactos estructurados y formalizados con el parlamento, el poder judicial, las INDHs y la sociedad civil, incorporando así los derechos humanos a nivel nacional, fortaleciendo el discurso público sobre derechos humanos y mejorando la transparencia y la rendición de cuentas Genera conocimientos especializados profesionales sobre derechos humanos en cada Estado

28 Capacidad de fomento de la colaboración
Capacidad de Coordinación Permanente Integral Tipos NMRF Mandato Presupuesto Capacidad de Consulta Capacidad de gestión de información