Chapter 4 Programme structure and staffing issues Trial-monitoring programmes are activities that require a structure and staff capable of supporting an often complex system of information-gathering, reporting, and related advocacy. In the field, trial-monitoring requires specialized knowledge, accurate legal reporting, and co-ordinated activity by monitors over sometimes wide geographic areas. At the supervisory level, programmes usually require active channeling of the findings into reform processes, requiring that information be effectively managed and reported to a wide variety of stakeholders, actors, and interests. Whatever institutional model is chosen, the internal structure of trial-monitoring operations must provide the capacity to meet the basic operational demands common to all programmes. The inability of a programme structure to meet these demands will result in a programme with limited capacities. For instance, this may manifest in a programme with the capacity to collect information but having little ability to assess this information or positively impact reform processes. This chapter first describes the structure and function of the basic components of a trial-monitoring programme in order to provide an overview of programme activities and operational demands. Staffing issues are presented in the context of this structure with a view to meeting these basic operational and organizational demands. Overall, the organizer should keep in mind that experience has demonstrated that well-defined divisions of labour among programme staff provide a key to meeting basic organizational demands. 4.1 Trial-monitoring field structure and organization A trial-monitoring programme is in large part an information-gathering field activity. As such, internal programme structure may be best conceptualized with a broad division of labour between the primary function of monitoring cases and supervisory responsibilities. With a clear division of roles and responsibilities along these lines, a programme may organize a structure that allows for effective and efficient functioning of operations. Chart 3 provides an overview of core programme activities and how these activities may be divided between monitoring and supervisory responsibilities. Trial-Monitoring: A Reference Manual for Practitioners 45