Chapter 7 — Programme Structure and Staffing Issues The chart below provides an overview of core programme activities and how these activities may be divided between monitoring and supervisory responsibilities. General division of responsibilities in a monitoring programme Responsibilities of monitors Responsibilities of management and supervisors • case identification, selection and tracking, including regularly reviewing court registries and other sources of case information; • leading and guiding the programme’s work; • providing monitoring strategy; • monitoring cases, including attending hearings, reviewing documents and collecting other information; • overseeing, guiding and supporting monitoring activities and methodology (e.g., involvement in identifying cases for monitoring, ensuring monitors’ access); • reporting internally, including filing regular case reports and other reports; • reviewing, synthesizing and summarizing case reports; • including a first-level analysis of the observed findings in reports; • preparing public reports and other external information-sharing materials; • performing advocacy at the field level; • keeping up to date with and sharing relevant jurisprudence and reports of other organizations; • reviewing programme reference materials, internally-shared and published reports, and available jurisprudence; and • attending scheduled training sessions and engaging in other educational and capacity-building activities. • representation and advocacy; • addressing the media; • administrative and other management responsibilities, including overseeing personnel issues; and • providing support to monitors in the field. The structure above sets out a division of labour that ensures a monitoring capacity separate from supervisory functions. Certain systemic programmes treat the separation of responsibilities as serving the principle of non-intervention, since monitors focus on information gathering, while supervisors advocate with stakeholders. 64 7.2 Supervisory structure and responsibilities To ensure proper attention to all supervisory functions, a division of labour between higher and middle management levels may be required. Therefore, a programme should have an overall programme co-ordinator or head, who is responsible for overall management, operational and strategic planning, and high-level advocacy, as well as a sufficient number of legal analysts responsible for legal analysis, reporting, providing advice and carrying out lower-profile advocacy activities. In practice, the division of responsibilities may not be so rigid, depending on the specific programme. This is especially true with regard to the responsibility for overseeing operational issues and field support, which may be apportioned differently, depending on the local context. Some overlap of responsibilities might also be desirable to ensure continuity during staff turnover. However, the sharing of responsibilities should never blur the basic division between programme management and courtroom monitoring. Clear division of duties further allows for a level of review of activities and information, as well as a final decision-making structure that has ultimate responsibility for the programme’s operations. 64 See Chapter 1.2.1, “The principle of non-intervention in the judicial process”. 55