feedback is provided to the staff member at the earliest opportunity in order to maximize learning from the experience. 2.5 Register of Interests The Commission requires the Commissioners, the Secretary and Directors to submit, on an annual basis, a Declaration of Interest in relation to financial affairs, business relationships and significant memberships. Disclosure of any conflict of interest is required to be made at the beginning of any meeting at which the conflict is relevant. PART III: WORKING RELATIONSHIPS BETWEEN COMMISSIONERS AND THE SECRETARY AND BETWEEN COMMISSIONERS AND THE DIRECTORS 3.1 Introduction The purpose of this Part is to set out the responsibilities, functions and work processes which enable the Secretary, Directors and staff to provide the best possible service to Commissioners. It is intended to provide clarity to Commissioners and staff members alike, to assist the Commission to be an effective organization, comply with statutory requirements and to fulfill its purpose to promote and protect human rights in Bangladesh. 3.2 Principles • The Secretary and Directors support the Commission to fulfill its statutory responsibilities and functions; • The Commission supports the Secretary to achieve his or her responsibilities. The responsibilities, functions and work processes outline below support this relationship when Commissioners are engaged in activities, to ensure that: 64 JAMAKON approaches to best practice and are in a position to make strategic connections between issues and between activities across the Commission; • Directors facilitate contact between Commissioners and staff so that work flows smoothly. 3.3 Commissioners’ Responsibilities in Activities The governance responsibilities of Commissioners are set out in Part I. However, often it will be necessary for Commissioners to become involved in non-governance activities, such as considering whether to uphold complaints of human rights violations. The involvement of Commissioners in this way adds value to the work of the Commission in bringing the experience and expertise of Commissioners as well as their strategic and tactical thinking and the profile they can bring to an issue or activity. This involvement can be at a strategic level or at an operational level. At the strategic level: • Providing external profile through giving speeches, media interviews and giving presentations/ undertaking training of senior target groups; • Steering, writing or contributing to high level reports, policy submissions and documents that are for external consumption; • Leading keynote external events on behalf of the Commission; • Strategic relationship building; • Advising on development. programme At the operational level: • The Secretary and Directors deliver work to purpose, to high standards and to deadline; • Delivering projects and activities; • Directors engage strategically on substantive issues and on • Contributing to the Strategic Plan • Writing or contributing to media releases;