A/HRC/24/42 markets make specialists in all the required fields readily available, provisions should be made, ideally during the preparatory phase, for the hiring and training of staff. (b) Budgeting and procurement 65. Compared to other expenditures, such as security and military costs, truth commissions are relatively inexpensive. Nevertheless, they still require significant resources, the flow of which needs to be secured, ideally in advance. Some commissions have been greatly hampered by a scarcity of resources and unstable flows, which force them to scale back operations. To illustrate the quantities involved, the Chilean commission budgeted $1 million for nine months of operations; the commission in Sierra Leone, $4.7 million for two years; the Liberian commission, $7.6 million for three and a half years; the Commission for Historical Clarification (CEH) in Guatemala, $9.5 million for one and a half years; the Truth and Reconciliation Commission in Peru, $13.5 million for two years; and the South African commission had a budget of almost $18 million per year at the peak of its operations.80 The spread is large, but even the figures on the lower end require advance planning if they are going to be raised. 66. Second, most of these commissions required international assistance for (most of) their budgets. While the responsibility for planning belongs to truth commissions and accumulated experience suggests that commissions are often remiss or overtly optimistic regarding fundraising, the Special Rapporteur calls the attention of the international community to the need to assist truth commissions financially in expeditious, forwardlooking and reliable ways. 67. Third, when international agencies are involved in managing budgets of truth commissions, the latter have encountered difficulties gaining access to the funds. Given their short lifespans, commissions cannot afford, nor are they administratively configured to deal with the slow pace and the documentation-heavy, rule-laden procedures that characterize most international agencies. While commissions need to comply financially with standards of transparency, efficacy in the execution of plans is essential. The Special Rapporteur invites agencies that frequently support truth commissions to systematize and make available useful previous experiences concerning staffing, budgeting and procurement procedures. (c) Internal operations 68. Managerial and administrative functions have to be legally stipulated and both differentiated from, and related to, substantive functions. Commission presidents usually have legal responsibility for the overall operations. Experience has demonstrated that the assumption by presidents of large responsibility for the everyday management and administration is less than desirable; differentiating the administrative functions, delegating them to an executive director reporting to the presidency, is a more efficient arrangement. 69. Most commissions, particularly given the growing complexity of their mandates, come to establish different operational units, defined sometimes by topic81 or function82 and often by a combination of both. There is no formula for internal labour division that should be replicated regardless of context. It is crucial that in the preparatory phase the processes 80 81 82 in the following fields, among others: data entry, database design/ operation; translation; sociology, history, and anthropology (forensic and social); psychology and other trauma-related disciplines; gender; security sector experts (for witness protection, among other functions); development. See Hayner (fn 21), pp. 268-273. E.g. reparations, disappearances, torture, gender violence. E.g. investigations, public hearings, report writing. 19