Professor Dr. Mizanur Rahman LL.M (Hons), MCL (Cum Laude) PGD (Distinction), Dip. in Journalism, Ph.D. Chairman, National Human Rights Commission Bangladesh FOREWORD Five years have lapsed since the adoption of the first Five-Year Strategic Plan of JAMAKON and five years have gone by since the present Commission assumed responsibilities of JAMAKON. It would be wrong to construe this as a mere coincidence – rather it is manifestation of the fact that the National Human Rights Commission, Bangladesh, popularly known as JAMAK ON, in true sense began functioning five years ago though it was formally established in 2008. Over the last five years this institution has grown in all respects but is yet to attain maturity and completeness. From the level of an ‘idea’, JAMAKON today has almost become a household name thanks to the functioning of the Commission in accordance with the priorities ascertained in the first strategic plan. It is now the time to take stock of the achievements as well as the failures (challenges) of JAMAKON in its formative stage in order to define the roadmap for tomorrow. The Second Five -Year Strategic Plan for 2016-2020 contains the picture of this road map as visualized by different stakeholders, i.e. both the state and the non-state actors engaged in promotion and protection of human rights in Bangladesh. This document is a product of the collective wisdom of the society and a result of multiple consultations with a wide variety of interest groups, CBOs, NGOs and organs of the state. It is thus, a recognition of the lessons learned during the implementation of the First Strategic Plan that no NHRI can function in isolation and thus acquire the skill of tapping the knowledge, expertise, skills and experience of all concerned both within and outside the territo rial boundaries of the country. Yesteryears of JAMAKON have demonstrated that in order to be able to function as an effective institution, the Commission must overcome a series of obstacles: ensure its independence as defined in the ‘Paris Principles’; enjoy adequately trained human resources; endowed with requisite logistic facilities; be free from the ‘influence’ by the executive yet enjoy the trust and confidence of the same as partners in defines of human rights, etc. These challenges are daunting, to say the least. Despite existing constraints and limitations and notwithstanding the critique of both friends and cynics, JAMAKON has imbibed the citizens with the high spirit of human rights and has created 3