The focus of this part of the Guide is on matters relating to the internal organization and ongoing operation of the ombudsman institution, rather than issues relating to its mandates and functions (considered in Part I, above) and its establishment (considered in Part II, above). However, those issues are also relevant to the discussion in this part, as the principles underlying the establishment of the institution should inform its day-to-day operations, and its mandates and functions will shape its internal organizational structure. PART III There are a number of core values a minority ombudsman institution should foster and which should be reflected in every facet of its operations. In this section, these core values are considered, and practical examples of how they can be implemented are provided. It is important to note that these values are often inter-related, and the promotion of one can have a positive impact on the others. Independence The ombudsman must be, and be perceived to be, independent. Independence involves both de jure and de facto independence from the executive, and independence of individual members and employees, so that they are not, nor are they perceived to be, pursuing particular ‘sectional’ interests. The importance of institutional independence, discussed in Part II above, should be kept in mind here, as the same rationale should underlie all aspects of the institution’s work. In order to be effective, an ombudsman institution must be, and be perceived by the public it serves to be, honest and reliable; in order to hold the government, civil service and other public bodies to account, it must be independent of those bodies. However, to be able to effectively resolve disputes relating to minorities, it must also be perceived by both the government, civil service and other public bodies, on the one hand, and the wider public on the other, of not being beholden to any special interests. “Specialized bodies should function without interference from the State and with all guarantees necessary for their independence including the freedom to appoint their own staff, to manage their resources as they think fit and to express their views publicly.” ECRI General Policy Recommendation No. 2, Principle 5. Having staff from minority communities can enhance the effectiveness of the institution. Representation can also be ensured by having sub-offices in regions where there are significant numbers of minorities. 52