the usaid/egypt-funded administration of justice support project: a status report world bank...
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The USAID/Egypt-funded Administration of
Justice Support Project: A Status Report
World BankDecember 2, 2008
Support for the Administration of Justice in Egypt
Phase 1: USAID-funded Pilot Project – AOJS I1996 – 2004 $18.4 million to implement pilot project in
two Courts of First Instance: North Cairo and
Ismailia
Phase 2: USAID-funded Follow-on Project – AOJS II 2004 – 2009 $30 million to implement follow-on
project in five+ Courts of First Instance
AOJS - PurposeEnhance the capacity of key partner institutions
to expand and to sustain court reform systems:
▪ The Ministry of Justice
▪ The National Center for Judicial Studies
▪ The Judicial Information Center
▪ The Courts of First Instance
AOJS Goal
A responsive, fair and apolitical judicial system which is essential to adjudicating civil and commercial legal matters in Egypt
AOJS II - Project Objectives
▪ Design and Implement Information Management Systems
▪ Build Institutional Capacity for Sustainability Purposes▪ Reduce Case Delay ▪ Improve Court Services to the Public▪ Increase Transparency and Reduce Opportunities for Corruption▪ Enhance Judicial and Staff Training ▪ Provide Decision Makers, Judges, and Court Staff with
the Tools Necessary for Informed and Timely Decisions
AOJS Project Contractors
Prime ContractorAmerica-Mideast Educational and Training Services, Inc. – AMIDEAST
Key US SubcontractorNational Center for State Courts – NCSC
Staffing Patterns
AOJS I ▪ 5 US Experts▪ 4 Egyptian Experts▪ 8 Support Staff▪ Short-Term
Consultants
AOJS II▪ 4 US Experts▪ 14 Egyptian
Experts▪ 12 Support Staff▪ Short-Term
Consultants
Challenges
▪ Opaque and Inefficient Court Procedures▪ Bureaucratic Entanglements▪ Crumbling Infrastructure▪ Limited Resources▪ Annual Judicial Rotation▪ Limited Continuing Education Opportunities for Judges▪ Untrained Court Staff▪ Ever-Increasing Caseloads
Infrastructure Challenge
Power Box in Server Room at Alexandria Court
Automation Challenge
Typing Pool Room – Alexandria Court
Seven Courts and a Central Network and Training Hub at the
Ministry of Justice ▪ A central location for transacting court
business ▪ A judiciary wide IT network▪ A central data management and IT support
center
Mainframes
ServersServers
WorkstationsWorkstations
INTERNETJIC
IT Solution for the Judiciary in EgyptSimplified View
ECMA usersECMA users
Alexandria Mansoura
AOJS = Sustainable Reform of Civil Courts
Assisting in creating a model for Egypt’s Civil Courts. ▪ AOJS I and II implemented model in targeted
courts: North Cairo, Ismailia, Alexandria, Mansoura, Tanta, Qena, and Hurghada Courts of First Instance and their satellite courts.
▪ MOJ replicating model in the remaining 18 Courts of First Instance.
AOJS II – Develop IT Vision Assisting in developing a vision for Information Technology in the Judiciary by designing and deploying a network hub to: ▪ Replicate model in all Courts of
First Instance; ▪ Connect all Courts; and▪ Facilitate improved case
management and reporting. Alexandria Court of First
Instance Typing Pool.
Mansoura Court of First Instance Automated Front
Counter .
Qena Court of First Instance Automated Front
Counter .
Alexandria Court of First Instance Automated Front
Counter .
Improved Communications
Digital Video Conferencing Capabilities
Automating Key Court Operations
Alexandria Typing Pool, Before and After
Automated Case Management
▪ Increased access to information for Judges and the public
▪ Enhanced transparency
▪ Improved information for decision makers
▪ Tool:Enhanced Case Management
Application
AOJS II - TrainingCreated a cadre of Judges trained and certified in Court Management.
Conducted more than 350 training programs for more than 3,000 Judges and Staff on topics such as:
▪ Strategic Planning▪ Management Skills ▪ Public Administration▪ Substantive Legal Topics▪ Specialized IT Skills▪ Basic Computer Skills▪ Enhanced Case Management
Application▪ Monitoring and Evaluation
Alexandria Court of First Instance Training Room after
Automation.
Luxor Court ECMA II Training.
Organized and Implemented 15 Overseas Study Tours for 100 Judges, Clerks, and Court Staff:
▪ Court Management, Administration, and Automation
▪ Economic Panels▪ Gender Integration ▪ International and
National Conferences
AOJS II - Overseas Study Tours
Egyptian Women Judges with Justice Ruth Ginsburg at the
Supreme Court in 2007.
Egyptian MOJ officials Visiting US Courts in June
2006.
AOJS II - Policies
Assisted in developing the following policies:
▪ Gender Integration in the Judiciary (2007)
▪ Reassignment of Simple Cases to One (2007) Judge Instead of to a Three-Judge Panel
▪ Specialized Commercial Courts (2008)▪ Court Performance Standards (2008)
Looking Back:STEADY PROGRESS IN TARGETED KEY
AREAS▪ $15 million spent on infrastructure/IT equipment (31% of Budget)
▪ Improved case management in 7 courts
▪ Reduced time from filing to disposition in civil cases
▪ Improved ratio of filings to dispositions
▪ Enhanced capacity to use and to sustain court management/IT systems
▪ Enhanced CJE offerings
▪ Improved transparency and availability of information in the courts
Performance Monitoring:Revised Common Indicators
▪ # of USG-Assisted Courts with Improved Case Management
▪ # of Justice Sector Personnel Who Received USG Training
▪ # of Legal Institutions and Associations Supported by USG
▪ Annual # of Positive Modifications to Legislation, Regulations, or Institutional Policies to Improve the Justice System Accomplished with USG Assistance
AOJS Lessons Learned
▪ Executive-level (Ministry) and senior-level (courts) support and guidance is required for successful project implementation.
▪ Judicial rotations and staff reassignments should be kept to a minimum to target sustainability.
▪ Reengineered workflow processes should be designed, implemented, and evaluated in courts prior to developing court automation systems that involve the processes.
▪ Automated court systems should provide the public with access to non-confidential court and case data in a transparent and timely manner.
▪ When launching court reform initiatives, development assistance projects should start in small, regional courts, whenever possible. With such an approach, it is easier to evaluate results and to make required adjustments. Replicating the initiatives in larger urban courts can then follow.
AOJS Lessons Learned▪ IT is a tool for court reform initiatives; it should not be the
focus of the project.
▪ Be selective about core institutional capacity building priorities for sustainability purposes; promote outsourcing of non-core functions.
▪ Court automation activities require highly-qualified computer specialists and network administrators in the courts.
▪ Court automation activities require considerable budgetary allocations for consumables, recurring operational costs (internet, software licenses, equipment maintenance, etc.), and on-going training.