note of this meeting. Following this briefing meeting, the Director will: • Be accountable for the delivery of the activity or project; • Manage the staff member(s) in the implementation of the activity or project, to the agreed brief; • Consult on any changes to the agreed brief with the Commissioner; • Facilitate resolution of any issues that arise between the Commissioner and the staff member. If any issue arises between a Commissioner and a Director, they should attempt to resolve the issue themselves in the first instance. If it remains unresolved, the issue should be raised with the Secretary. The Chairman may be involved if the issue cannot be resolved through the involvement of the Secretary. 4.2 Operational Engagement When a Commissioner delivers activities alone or with external partners, the Director need be engaged only to provide strategic advice. At other times, a Commissioner may engage in the delivery of an activity or project alongside Directors and staff members. Once the Commissioner has set the brief, he or she in effect becomes a member of the project team. The Director’s role in providing support to the Commissioner in such instances is: • To agree and communicate the brief for the project following the same process as in 5.1 above; • To manage the project, or assign a staff member to manage the project; • To ensure the Commissioner is included in operational project team meetings at points of engagement identified in the brief • To manage the delivery of the project following the same process as in 5.1 above. 66 JAMAKON PART FIVE: CURRENT OPERATING ARRANGEMENTS 5.1 Introduction Since this SOP was first drafted, in November 2010, down to the present time, the Commission has had to operate with few staff, especially technical staff, some of them seconded, others paid for by the UNDP BNHRC-Capacity Development project. The Secretary, Directors and Deputy Directors are all seconded from the Ministry. The Commission has been able to appoint only four graduates as its own staff. A more realistic organogram for 96 staff awaits approval by the bureaucracy, but this may take many months. Also, the Commission has yet to secure an adequate budget from the Ministry of Finance (which is channeled through the Ministry of Law, Justice and Parliamentary Affairs (MoLJPA). Although the Commission has secured replacement premises, these may not be adequate to house the staff that will arrive once the new organogram is implemented. In short, the Commission faces severe challenges in fulfilling its mandate. Even when adequate funds are authorized and paid to the Commission, there will still a major recruitment exercise to be undertaken. There are very few staff who can support Commissioners as contemplated by this SOP and it is likely to be several months before there is any significant change in this situation. Despite this, there are already high expectations of Commissioners. Human rights situations need to be responded to. Speeches have to be made, media interviews undertaken. The Commission receives a regular flow of complaints and these have to be resolved as effectively as possible under the prevailing circumstances. This necessarily involves a greater input from all Commissioners at the operational level – a more hands-on approach than the governance responsibilities set out earlier in this SOP. Commissioners have therefore taken the