ANNUAL REPORT 2011 1. Foreword Chairman This is the NHRC’s first strategic plan. It sets our broad direction and priorities for the next five years. Its theme is cooperation – reflecting the reality that the NHRC cannot function in isolation. In order to achieve our long-term aims we will need to harness the considerable amount of human rights experience and expertise that exists not just in Bangladesh but abroad as well. Although ours is a unique institution in bringing together the human rights education, investigation and policy roles in one organisation, we expect to work in each of these areas in cooperation with both civil society and the official sector. National human rights institutions lie in a special place in the national infrastructure. NHRIs are official organisations – established by legislation, funded by the government and appointed through state structures. But, like NGOs, they are also independent of government control and are in charge of their own budgets, appoint their own staff and decide their own priorities and strategies. This special character suits working with both the civil and state sectors and we intend to exploit it to the full. Our independence is the key to our effectiveness. A number of features of the NHRC legislation ensure this – the appointment process; provisions in the law to the effect that we are able to appoint our own officers and employees and establish their terms and conditions of work; and sections that establish our financial freedom. We have yet to work through all the implications of this with the government secretariat but are hopeful that an effective working relationship with the authorities can be established soon. Being independent of the executive does not mean, however, that we are not accountable. Our accounts are scrutinised by the auditor-general and we are required to report annually to the President and publicise our work. We intend to operate in a transparent manner to enhance this accountability. Nor does being independent mean that we should isolate ourselves. On the contrary we aim to develop active partnerships with civil society and government agencies alike and we look forward to their active engagement with us. We know that we will have to establish our credibility on this front through adopting an objective and apolitical standpoint in all that we do. It helps that we are a diverse and pluralistic group of commissioners but we recognise the need to consult widely among all sectors – and will begin that process with a broad consultation process around the first draft of this strategic plan. The journey to the establishment of the NHRC has been long and winding – and we pay tribute to the persistence and commitment shown by all those who worked to bring the organisation into existence. The challenge for the NHRC now is to meet the expectations of these and all our constituents. It is a challenge we readily accept and commit to. 2. Vision and Mission We have developed vision and mission statements to identify our overall direction for staff and commissioners alike. While achieving our vision may take a generation or more, we all need to be working to achieve the same outcomes. And clearly defining our role will assist with defining the parameters of our relationships with our stakeholders. 78