The Paris Principles also require institutions to keep the public informed of their work, in particular of their recommendations and opinions, and promote the use of the media to this end. In addition to reporting on specific areas of work, an institution should also conduct formal performance evaluations by measuring achievements against specific, ascertainable goals. For reasons of transparency and accountability performance evaluations should be public. Clearly, the results of such evaluations as well as the performance goals that were established should be made public. By doing so, an institution can both moti­vate internal excellence and ensure that the public is aware of the institution and of the standards of achievement it has set. This level of transparency will inevitably en­hance an institution’s external credibility. 2. Composition and pluralism The Paris Principles require that the composition of the national institution..., whether by means of an election or otherwise, shall be established... to ensure the pluralist representation of the social forces (of civilian society)..., particularly by powers which will enable effective cooperation to be established with, or through the presence of, representatives of: (a) non-governmental organizations responsible for human rights and efforts to combat racial discrimination, trade unions, concerned social and professional organizations, for example, associations of lawyers, doctors, journalists and eminent scientists; (b) trends in philosophical or religious thought; (c) universities and qualified experts; (d) parliament; (e) government departments. The Sub-Committee, in its general observations (para. 2.1), has noted that pluralism can be achieved through the composition of the NHRI, for instance by ensuring: (a) That members of the governing body represent different segments of society as referred to in the Paris Principles; (b) Pluralism through the appointment procedures of the governing body of the national institution, for example, where diverse societal groups suggest or recommend candidates; (c) Pluralism through procedures enabling effective cooperation with diverse societal groups, for example advisory committees, networks, consultations or public forums; or (d) Pluralism through diverse staff representing the different societal groups within the society. The Sub-Committee further emphasizes that the principle of pluralism includes ensuring the meaningful participation of women in the national institution. The requirement of pluralism through the presence of social forces can be difficult to achieve. When there are many ethnic or religious minorities, for example, it is often not feasible. There are also practical considerations: at what point does the sheer size of membership inhibit effective functioning and decision-making? What is the financial impact of wide membership? There are some strategies that balance pluralism in membership with effectiveness and cost. First, since membership is not static, full pluralism can be achieved over time. Not all groups must be represented at any one point in time. Second, social forces could develop umbrella organizations and be represented by one or other member. Third, members could be part-time only. This would allow for wider membership but at lower cost. A number of institutions, especially those in developing countries, have in fact recorded practical difficulties when membership is too wide. If full-time 37