PART FIVE: CURRENT OPERATING receives a regular flow of complaints and these have to be resolved as effectively 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 channelled 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 authorised 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 as possible under the prevailing circumstances. This necessarily involves a greater input from all Commissioners at the operational level – a more handson approach than the governance responsibilities set out earlier in this SOP. Commissioners have therefore taken the following decisions about how Commissioners will work together to begin the implementation of the Strategic Plan and respond to the expectations of all its stakeholders. 5.2 Decision-making Commissioners by In order to harness the broad range of expertise of all seven Commissioners, all but the most routine policy decisions will be taken by all Commissioners, working together. Day-to-day activities which require decisions to be taken before without the opportunity for discussion by all Commissioners will be taken by the full-time Commissioners, working together, who will inform the honorary members of decisions taken at the next Commission meeting. Where these involve policy matters, the decision will be taken to the next Commission meeting for endorsement. The administration of complaints relating to human rights violations will be dealt by the two full-time commissioners. Sensitive cases will be dealt by all Commissioners during a special meeting called for that purpose. The Secretary and directors will perform day-to-day activities under the guidance of the two full-time Commissioners. National Human Rights Commission (JAMAKON) Annual Report 2014 61