Chapter 3 Institutional models Several institutional models exist through which a trial-monitoring programme may be established and supported. This chapter provides a comparative overview of these institutional models based upon the OSCE’s experience with each. In choosing among programme models, the resources available to an organization in a given field setting, including field staff and funding, will heavily influence the choice of an institutional model. Nevertheless, consideration must be given to how the capacities of a particular model will best support a programme’s aims, as well as the intended scope and timing of trial-monitoring operations. The results of the preliminary assessment with its evaluation of in-country conditions, organizational capacities, and access will provide the basis for determining the programme model. Within the OSCE context, two institutional trial-monitoring programme models have predominantly been utilized for long-term programmes: a staff model and a project model. Though used less frequently, a third model has also been used for specialpurpose monitoring of limited duration to provide international oversight where serious fair-trial concerns have arisen in relation to a specific group of trials. Although these models are based on OSCE experience, they reflect the options faced by any international organization that operates through field missions or seeks to organize projects within a host state. In addition to these models, the facilitation of a domestic trial-monitoring organization or network may also be considered where there is an overriding priority to build local capacity and involve civil society in the process of judicial reform. Once established, domestic monitoring groups will also have to select an institutional model through which to operate. 3.1 Staff model A staff trial-monitoring programme operates within, and as part of, an organization’s existing field operation. Monitors and other programme personnel are therefore members of the organization and are subject to regular hiring processes, management controls, and other obligations. For some operations, this may also confer an official or quasi-diplomatic status as conferred by the status of the organization. Operationally, staff programmes may benefit from the use of existing support structures such as field offices, means of transport, computers for communicating and reporting, and other resources. Staff programmes are also subject to planning or budgetary cycles within the organization and therefore may be subject to annual review processes. In the past, the staff model in the OSCE has been used by several field operations primarily in South-Eastern Europe. Overall, such missions have engaged in trialTrial-Monitoring: A Reference Manual for Practitioners 35