149 CHAPTER 19 Operational Aspects of Ad Hoc Trial-Monitoring Projects Ad hoc monitoring projects have special operational features that distinguish them from other types of monitoring. In particular, the monitoring team is usually assembled quickly, includes internationally experienced individuals and operates for a relatively short period of time. These and other special requirements pose various challenges. This chapter describes salient features of ad hoc monitoring operations, including project structure, staffing issues and training. 19.1 Project structure In terms of structure, an ad hoc monitoring project is usually run by a project manager, co-ordinator or senior monitor, who bears overall responsibility for implementation of the project. This includes both substantive and administrative issues, as well as providing general guidance and oversight to the team. The team itself may not have the hierarchical structure of systemic programmes, since all team members may carry out monitoring functions. However, it is advisable for ad hoc teams to be led by a more senior professional with experience in this field of work, as well as in management and operational issues. The responsibilities of a team leader may include some or all of the following tasks: • conducting monitoring; • managing and co-ordinating the team’s work; • liaising between the team and headquarters, preparing periodic reports and updates; • representing the team externally with national and international actors; • drafting the final report; and • Carrying out administrative duties, as necessary. Sample terms of reference for a team leader can be found in the Annex V. A. The role of the team leader in representing the ad hoc project before international and national interlocutors, as well as before the media, should be considered and agreed upon. This role is important in programme management and resolving any contentious issues with the authorities, as well as establishing working relationships with other relevant actors. The monitoring organization may prefer to channel media enquiries and contacts through its own public relations staff, in which case the team leader would not always be the “public face” of the ad hoc project. The division and scope of responsibilities should be made clear to the team leader and reflected in the terms of reference. As with other types of programmes, ad hoc monitoring also requires legal analysis of the findings. It is advisable for larger operations to include legal analysts who devote a substantial amount of time to this role. If the project team is small, some or all of the monitors may perform analytical functions. In practice, however, while the monitors may have the qualifications and credentials to perform analysis, their workload and monitoring responsibilities may prevent them from fulfilling this role. The team leader should assess existing capacities early in the operation and request additional resources as necessary. Team leaders may be in the position to direct or even carry out research