with regard to leadership, administrative and managerial efficiencies. The draft versions of the Strategic Plan were extensively discussed with the Members and the staff to arrive at this stage. The draft document was circulated to a select group of organizations soliciting their feeback. In addition, the document was posted on the website of the Commission for feedback from other stakeholders. Key Lessons Learnt - Strategic planning and annual program plan based on the strategic plan should be the basis for the Commission’s effective operation, as fragmented interventions have not produced the desired impact. - Complaint handling should be made more result-oriented by establishing clear policy and procedures as well as recruiting sufficient staff to manage the caseload. - Internal teamwork of the Commission and sound management and administration of organization to draw and retain professional staff are a must to maximize its impact. - A streamlined and professional relationship both on the part of the Commission and the donors is necessary to avoid ad-hoc intervention and delays in project funding. - Lack of adequate core funding from the His Majesty’s Government is going to create donor dependency and lack of sustainability. Thus, the state’s fulfilment of its financial obligations from core fund is necessary for effective functioning of the Commission in long-term. - The dependence on short-term funding almost inevitably leads to a short-term vision; hence the fundamental importance of establishing adequate government core funding. - The Human Rights Commission Act should be improved to make the work of NHRC more effective. - People should be made aware of role and functions of NHRC and human rights values. - Better participation of stakeholders in the operation of NHRC is needed. 8