8 CONCLUSIONS AND WAY FORWARD 93 ence of shared priorities suggests that there are opportunities for NHRIs to co-operate more extensively on a  regional or thematic basis, for example, through information sharing, the exchange of good practices, or the referral of individual cases, as relevant. Such co-operative arrangements or partnerships between NHRIs can have the advantage of leveraging individual NHRI’s resources and capacities. Gender mainstreaming The data for this activity were somewhat contradictory. Almost 70 per cent of NHRIs reported they integrate gender perspectives into planning and programming while considering the impact of programmes and activities on gender equality. However, only 42 per cent said that they consistently consulted their gender department, division or focal point in this regard. Whilst 70 per cent of NHRIs integrated gender perspectives into general staff training, only 40 per cent provided gender-sensitivity training for their own staff. These data suggest that the ability to integrate gender perspectives into planning and programming could be improved simply by consulting with the gender focal points within the institution. The ODIHR survey suggests that gender focal points are often not integrated in the decision-making, and the results confirm that these resources are not consulted in the majority of cases across the OSCE region. Thus, an internal organizational change or other organizational strategies should be explored to systemically integrate a  gender perspective into NHRI programmes and activities. Internal structure and focal points The previous observation is especially important because focal points at the staff level are the most prevalent organizational tool for integrating gender perspectives into NHRIs, being used by 47 per cent of NHRIs. The effective use of staff-level focal points should be improved. These resources need to be better integrated into decision-making and given appropriate levels of both responsibility and authority. Institutional leadership During initial meetings with various NHRIs, many noted that the most important factor in advancing gender equality through institutional leadership is senior management’s commitment to gender equality rather, than a given senior manager’s sex.