Executive Summary NPM working groups that can help to bring different state and/or non-state actors together to find a coordinated approach for implementation. In the dialogue with the authorities, some NPMs have had positive experiences with providing trainings to enhance the understanding of their work and the willingness to implement their recommendations. Individual complaints have been used by NPMs to identify systemic issues and promote implementation. While it is not the NPMs function to investigate complaints, they should nevertheless establish a clear policy and procedure to deal with them and cooperate with complaints mechanisms to best ensure the protection of victims, respecting their right to privacy. The mandate to comment on existing and draft legislation, fulfilled by most NPMs, can be very useful in the follow-up process and some NPMs go further by proposing concrete legal and policy changes. While national action plans on human rights and state reporting to international bodies could present useful opportunities for NPMs to promote and monitor the implementation of their recommendations, it appeared from the research that they have so far not been used as such. Communication and cooperation with other actors In the cooperation with other torture prevention actors, many NPMs cooperate with the Parliament, often and most successfully through special committees, parliamentary groups and individual parliamentarians. This may require a thorough identification of relevant stakeholders and caution should be exercised about political influences on the NPMs’ work. While the importance of the judiciary for the prevention of torture is commonly acknowledged, there is reluctance from both sides to cooperate, with the exception of only a few but noteworthy examples. Civil society is conceded a key role in the prevention of torture. However, a regular and institutionalised cooperation is the exception and rarely goes beyond the exchange of information for the preparation of visits into questions how civil society could strengthen the NPM’s followup process. Inter-institutional advisory bodies present very interesting examples for a structured exchange between state and civil society actors with the NPM. Regrettably, though, these have so far not been used to discuss the follow-up to recommendations and develop concrete steps for their implementation. International cooperation both with the SPT and the European Committee for the Prevention of Torture and Inhuman or Degrading Treatment or Punishment (CPT) as well as other NPMs has increased over the last years but its full potential for the NPMs’ follow-up remains unexploited. Networks for NPMs created at the regional level have provided a useful platform to exchange information and ideas between NPMs and have the potential to be a useful devise for exchanging information in relation to follow-up strategies and practice. Publicity While public relations are seen as a crucial element in their work, the majority of the consulted NPMs do not have a communication plan or media strategy specifically related to their work as NPMs. Most publicity action surrounds the publication of annual and visit reports and the management of responses to media. Few NPMs have published urgent recommendations or press releases or appealed to the public in case of non-implementation of recommendations. Some have carried their reflections on using publicity and the media further but proactive and strategic interactions with the media are exceptions. Conceptual framework for effective follow-up strategies: 10 building blocks The ability of NPMs to secure the implementation of their recommendations is key to their success and impact. Ultimately the recommendations are aimed at changing policies, practices and behaviour in order to prevent torture and other ill-treatment. Thus NPMs are agents of change, contributing to improving the treatment of detainees and the conditions of detention. While the Study shows that NPMs increasingly look at strengthening their impact, there is certainly room for improving the quality of strategic approaches of NPMs. The present Study therefore proposes a conceptual framework for systematically thinking about strategies to enhance the impact and effectiveness of NPMs, by looking at other areas of social practice, in particular - 11 -