Chart 3 General division of responsibilities in a monitoring programme Monitoring activities and responsibilities Supervisory activities and responsibilities • Case identification, selection, and tracking, including regularly reviewing court registries and other sources of case information; • Monitoring cases, including attending hearings, reviewing documents, and collecting other information as required; • Reporting, including filing regular case reports and other reports as required; • Reviewing programme reference materials, attending scheduled training sessions, and engaging in other educational and capacity-building activities. • Oversight of monitoring activities and methodology, including ensuring access; • Review, synthesis, and summary of case reports; • Preparation of public reports and other external information-sharing materials; • Advocacy, including meeting with local and international partners to liaise and provide information, lobbying, attending meetings, and addressing the media; • Administrative and other management responsibilities, including overseeing personnel issues such as recruitment, review, and payment; • Provision of regular field support to monitors, including feedback on reporting, periodic training and educational materials. By conceptualizing programme activities and responsibilities as above, a division of labour is established that ensures a monitoring capacity separate from supervisory functions. In addition to the usefulness of this separation in assigning responsibilities and staffing positions, this division of labour also serves to operationally maintain the principle of non-intervention. This is because the separation of functions allows monitors to solely engage in monitoring cases in the courtroom while freeing up supervisory personnel to use monitoring data to support systemic change at the appropriate level with local authorities (see Chapter 1.2.1, “Principle of non-intervention in the judicial process”). Chart 3 also demonstrates that, while monitoring activities may first appear to be the most labour-intensive part of a trial-monitoring operation, the responsibilities and demands on supervisory or head-office operations are significant and must be fully considered when organizing a programme. With the division of labour between the programme responsibilities of supervisors and monitors in mind, Illustration 1 provides an overview of how a trial-monitoring operation uses this structure to monitor the courts at the individual case level, as well as engage institutional authorities and partners in reform processes. 46 Trial-Monitoring: A Reference Manual for Practitioners