What are the first steps for a new specialised institution?

The first steps for new specialised institutions should happen in parallel and help the institution advance towards achieving its overall vision. While a fully realised strategy may need to wait until some of the other steps have been completed, a new institution should nevertheless be thinking strategically from the beginning, including about what it wants to achieve and how the different building blocks below can contribute to achieving this objective.

• Staff. In order to conduct their work, NPM teams need to be multidisciplinary in their profiles and skills (see Article 20 of the SPT Guidelines). New specialised institutions can fulfil this criteria across their membership and staff, depending on the model chosen. The NPM’s own expertise can also be supplemented by the use of experts. In addition, and again depending on the size of the institution, staff are also likely to be needed for the NPM secretariat.
• Training. Alongside the recruitment of staff, training should be viewed both in terms of short and longer-term needs. Ensuring everyone understands the basics of the OPCAT and the preventive mandate is an obvious first priority. The basics of how to conduct visits, how to write reports and recommendations and how to plan operationally and strategically are then logical next steps. Some training sessions should involve all staff and members of a NPM to foster an inclusive work environment, as well as to ensure that everyone has a shared basic understanding. Some NPMs have chosen to develop a manual or manuals on NPM roles. Others provide in-house training where staff themselves develop and deliver training based on their areas of expertise to other staff.  New institutions may also choose to reach out to other bodies such as the SPT or APT or other NPMs to learn from their expertise.
• Budget. Article 18(3) requires NPMs to be given adequate funding. In establishing a new specialised institution the state needs to allocate a sufficient budget for basic costs (including offices and transport), staff, and operations. In common with other independent oversight bodies, it is good practice for new specialised institutions themselves to present a budget to parliament for consideration, based on their own identified priorities. Once allocated, NPMs should be given the operational autonomy to decide how their funds are spent. Financial accountability should be through regular public financial reporting and an annual independent audit.
• Office and equipment. A NPM will need basic infrastructure such as offices, computers, and other office supplies. NPM offices should not be located in government buildings. However, they should be centrally located, close to public transport, and easily accessible, including to persons with disabilities. A NPM will need to travel to places of detention. Transport, or other arrangements should be discussed – particularly as this may have significant budgetary implications. An office needs assessment may be helpful in understanding IT and other requirements. This should consider both immediate needs and longer-term growth of the NPM. At a minimum, NPMs will need basic office equipment such as desks and chairs, laptop computers with basic software, access to the internet through a secure connection, a system for electronic and paper storage of documents, including secure storage for confidential information, and a website and email domain that are separate from government. NPMs may also need equipment for monitoring such as notebooks and cameras.
• Internal organisation. In its early stages, new specialized institutions will need to develop internal rules and procedures covering aspects such as: hierarchy and decision-making, working with experts, planning and visits, reports and recommendations, and other aspects of their work.
• Activities. When to conduct the first visit is an important question. Some NPMs may wish to conduct a pilot visit very quickly, while others may wish to wait until other elements are in place.