training activities. Programme Purpose: To support PICs to enhance the professional competence of judicial officers and court officers, and the processes and systems that they use. PICs are independently implementing tools and methodologies for continued with results shared between the region's Chief Justices. PICs have tools and methodologies to continue and preliminary results are presented to the PEC. PICs have: no common set of indicators to assess court performance or performance enhancement models to transpose, no regional governance mechanisms to institutionalise judicial development or manage internal governance / ethics, an unquantified number of marginalised prospective court users and a significant number of lay judicial officers. Pilot PICs are, with some assistance, implementing and practicing the use of tools and methodologies, and independent implementation of these tools is yet to be realised. Pilot PICs are developing, implementing or practising the use of tools and methodologies to continue efforts. Quality/perceptions of benefit of: 1. PIC court coordinating with informal justice systems. 2. Communication and sharing of experience with other PICs through PJDP activities. 3. Judicial conduct structures. 4. Performance monitoring and programming actions to improve performance. 5. Case process and documentation of process. 6. Planning and delivery by local actors of needs-based training and provision of resources. Stakeholders' surveys / interviews conducted by NCs. MSC 1.0 Access to Justice Up to two PICs better addressing broader justice needs, and up Preliminary results in at least one PIC about: strengthened Inadequate data about informal justice service providers Four PICs have been recipients of workshops and/or monitoring Access to Justice Plan developed in selected PICs (based Number and quality of Access to Justice Plans; quality of toolkit and Access to Justice Plan. TA improvement improvement
preliminary research data and providing technical inputs into integrated planning. Fund mechanism, and ongoing support given to the pilot PIC (Tuvalu) to implement the toolkit (as requested). Fund mechanism enabling Access to Justice Plans to be developed and implemented. Number of PICs the Toolkit is implemented to. 1.2 Enabling Rights Project Claim(s) of previously unmet legal needs are brought to, and resolved by, the courts in at least one PIC. NA Baseline 2013: courts do not promote equal access to or focus on being responsive to the needs of the citizens they serve. As a result, there is a plethora of unmet justice needs within the community. The first of two in-country visits was undertaken (Kiribati) to assess the needs of the Judiciary; legal sector and community at large. A methodology enabling those seeking justice to access available remedies is developed, piloted and adopted in one PIC. Quality of toolkit for promoting justice for beneficiaries. Toolkit and TA/PIC reports. TA/PIC Percentage increase in claims made to courts for remedies focussed on during the pilot. 1.3 Family Violence and Juvenile Justice Project Up to five PICs responding as a sector, more holistically and competently to family/juvenile justice issues. Improvements in competence to manage family/juvenile issues in two PICs. 2012 Baseline: Judicial and court officers are not aware of and/or not appropriately responding to family violence and juvenile justice issues which are pervasive across the region and the poor responses to Workshops have been held in three PICs to improve their competence and response to family/juvenile justice issues. Two PICs received a monitoring visit to follow-up on and further strengthen competence to deal with these issues. 48 participants attended a workshop in Tonga; 42 Improvements in awareness, knowledge, skills, attitudes relating to relevant issues, law, contemporary practice and procedure in up to two additional PICs and increased cooperation, coordination and Number of judicial officers trained and quality of training, including relevance, usefulness, skills and knowledge gained. participant TA
being developed. information presentations; and related training for court staff. The MSC ensures that this initiative does not duplicate the work of other initiatives (eg RRRT). In its approach to implementation, the MSC will explore the possibility of adapting resources developed by other initiatives where appropriate rather than the wheel to ensure cost-effectiveness and value for money. 2.0 Governance Greater judicial ownership of professional development across the region. Improvements in: judicial conduct and leadership; and local management and implementation of judicial development activities in up to four PICs. No CoJCs exist in the region based on and adapted from internationally recognised principles. No PIC driven or regionally coordinated options exist to enable ongoing judicial development regionally or Complaints Handling Toolkit has been drafted and is scheduled to be piloted in one PIC in July. Leadership meetings for the PEC, CJs and NCs are regularly held, providing opportunities for engagement and contribution to the strategic direction of activities in the current extension period. 13 PICs have submitted applications for funding under the Continued improvements in standards of judicial leadership, integrity, programme management and implementation of local judicial development activities. Level of in judicial conduct. Self-assessment by JO and CO user surveys. NC Four PEC, three CJs and two NC meetings held, perceptions of quality of engagement by key stakeholders. Meeting reports and feedback. MSC All approved Responsive Fund activities achieve their objectives; are NC reports and MSC confirmation. NC/ MSC
lead/implement activities locally. RF. There is an increasing opportunity for PICs to manage their own locally-driven development activities, with 19 activities being approved. implemented on time and within budget with minimal assistance from the PJDP Team. 2.1 Codes of Judicial Conduct Project Interested PICs develop local statements regarding judicial integrity, appropriate judicial conduct, and strategies to address the growing demand for transparency and accountability; and establish procedures to receive, record, inquire into, and resolve complaints relating to judicial conduct. Improvements in judicial conduct emerging in 4 PICs attributable to the existence and use of a CoJC No CoJCs exist in the region that are based on and adapted from internationally recognised principles such as the Bangalore principles of judicial conduct. A Complaints Handling Toolkit has been drafted and is scheduled to be piloted in one PIC in July. Up to four PICs have a heightened awareness of judicial integrity, with the judiciary overall demonstrating adherence to appropriate standards of judicial conduct; complaints regarding judicial conduct are logged and dealt with in reasonable time. records identify the number of complaints received, the broad nature of the complaint, time taken between receipt and final resolution, outcome and action taken. Quality of CoJC and of local participation in their development. CoJC TA report & PEC/CJ assessment minuted. CoJC TA / MSC Heightened awareness of judicial integrity, and complaints regarding judicial conduct are logged and dealt with in reasonable time. Self-assessment by JO and CO user surveys. NC 2.2 Regional Governance and Leadership Meetings Stakeholders 80% of key Low levels of judicial Leadership meetings were Adequate Number of meetings Reports including MSC
one PIC to strategically plan and manage local development are strengthened. established NJDCs as a local mechanism to plan; assess, prioritise; and direct / lead local judicial development activities. but not all PICs with varying membership, roles, focus and levels of engagement in local judicial development. implementation in one PIC (Cook Islands).The refined Toolkit is available on the PJDP website and is scheduled to be disseminated to all PICs for local use. manage their local development programmes by operating development committees more effectively. strengthen NJDCs is tailored to local context and needs. The number NJDCs operating and the quality of their contribution as key mechanisms for locally managed judicial development. A Project Management Toolkit has been developed and will be piloted in 1 PIC over the coming months. Toolkit and TA report. TA 3.0 Systems and Processes Courts’ capabilities to dispose of cases efficiently are improved in up to six PICs, and their ability to regularly report on performance is improved in up to six PICs. Two PICs are using PJDP facilitated Registry / Court plans developed to undertake reforms. All PICs have: increased capacity to assess court performance; and Approaches to collecting and using judicial and court administration data for diagnosis (problem identification) and treatment (local development plans) Further refinements of the Time Standards Toolkit have been completed with implementation in three PICs. Delay Reduction Toolkit has been piloted in one PIC. Launch of an ITOF to facilitate interaction between court IT personnel. PICs better equipped to collect, use and report on judicial performance data and dispose of cases efficiently. The level of progress made by up to three PICs implementing their development plans. TA reports. TAs
have access to the tools need to enable them to increase transparency and accountability through the development of Annual Court Reports are inconsistent across the region. There is no judicial and court baseline data utilising a common set of indicators, regional strategy or local development plans in PICs to improve court operations (including registry systems and processes). Annual reporting toolkit has been implemented in six PICs via the Court Annual Reporting Workshop, and ongoing support has been provided to support publication of those PICs annual reports. Planned interaction with 14 PICs remotely and at the scheduled NCs Meeting in October 2014 will inform the collection of court performance data for the planned 2014 Trend Report. The comprehensiveness of court data across multiple indicators being collected and reported on annually and the number of participating PICs. Promulgation of case disposal time standards and the number of PICs they are promulgated in. 3.1 Judicial Administration Project Courts in up to four PICs begin to report an increase in the percentage of cases disposed of within the promulgated time standards and more efficient court management through the collection of internal court Two of the three PICs which received support under the 18-month Implementation Plan are using the Registry / Court plans developed to undertake registry / court reforms. Approaches to using judicial and court administration data for diagnosis (problem identification) and treatment (local development plans) are inconsistent across the region. There is no regional The Time Standards Toolkit continues to be refined in line with implementation across three PICs. One PIC will be further piloted in 2014. The second in-country visit for the Delay Reduction Toolkit pilot has been completed (Vanuatu), and assistance given to implement and document changes related to Courts in up to four PICs introduce time standards for cases and commence reporting on case disposal rates. Time standards as promulgated and the number of PICs reporting on case disposal rates. TA report. TA Courts in up to three PICs introduce delay reduction practices and procedures. Quality, comprehensiveness and
provided to those PICs to publish annual reports. Regional data is scheduled to be collect from PICs later in 2014. Year two and four court performance trend data reported by PICs. Quality and breadth of data reported. TA report. TA Frequency and nature of references to performance data in court administrative and planning documents. NCs / PIC Courts. 4.0 Professional Development Every PIC continues to have access to one or more certified trainer(s) able to assess needs, design and deliver training to judicial and court officers within the region to build professional competence. 75% of Judicial and court officers report increased confidence following training workshops. Every PIC has: access to a certified (national or regional) trainer to assess needs, design and deliver training to judicial and court officers; and judicial officers report 25% increase in competence as a result of attending workshop. As at July 2010 there are 23 accredited judicial educators in 10 PICs, no Regional Training Team and no PIC-tailored ToT training programme. Judicial officers have not received regional orientation and decision-making training since the cessation of PJDP Phase 1 in June 2008. Data about links between judicial orientation training and performance do not exist across the region. 20 RTT members have received advanced-level training to improve their ability to assess needs, design and deliver training regionally and locally within their own court. A RTT regional mentoring network has been established to facilitate sharing of resources and training methodologies, as well as to provide additional support to the trainers. The Decision-Making Training was undertaken in Vanuatu. An additional activity approved under LoV13 – Local Orientation Training was delivered in FSM. PICs have greater capacity and ability to deliver their own professional development training locally and regionally. The number of local trainers/RTT members leading training locally without PJDP support/ intervention. TA reports, trainers’/RTT members reports. TAs Perceptions of the quality of the local trainer/RTT lead training. Feedback from workshop participants as included in local trainer/RTT reports provided to the MSC. RTT/ local trainers
4.1 Regional Training Capacity Every PIC continues to have access to one or more certified trainer(s) able to assess needs, design and deliver training to judicial and court officers. Every PIC has access to a certified trainer able to assess needs, design and deliver training to judicial and court officers. As at July 2010 there are 23 accredited judicial educators in 10 PICs, no Regional Training Team and no PIC-tailored ToT training programme. The capacity of 20 RTT members to manage and conduct regional and local training was built at the advanced-level RTT workshop, as well as their confidence and ability to develop curricula and deliver training. Each of the 20 RTTs that attended will deliver training programs within their courts before March 2014 as a one-day training activity to reinforce their ability to assess needs, design and deliver training to judicial and court officers. RTT members have shared training resources and methodologies, and have an ongoing opportunity to sustain this exchange, as well as receive additional support via the regional mentoring network that was established for RTT members. The RTT is replenished with qualified trainers. Participants attaining an appropriate level of competence are certified to deliver training regionally/ locally, and perceptions of participants of the quality of the training / programme including RTT of ToT. ToT TA report including participants' evaluations and TAs evaluation of knowledge / skills, TA/RTT Number of local trainer-led training programmes designed/delivered locally and participants' perception of quality. RTT reports including participants' evaluations and TA reports, Capacity of the RTT to manage and conduct regional and local training is built. TA RTT members have an opportunity to share training resources and methodologies. Frequency of interaction between RTT members to share resources and methodologies. RTT members more confident disposed and able to deliver training locally. Quality and quantity of interaction between network members. A regional network of RTT members established and supported.
4.2 Core Judicial Development Project 75% of Judicial and court officers report increased confidence following training workshops, and RTT members are more experienced and able to deliver training regionally and locally. Judicial officers report 25% increase in competence as a result of attending workshop Judicial officers in PICs have not received Regional orientation and decision-making training since the cessation of PJDP Phase 1 in June 2008. Data about links between judicial orientation training and performance do not exist across the Region. The Decision-Making Training was held in Vanuatu with a team of 5 RTT members supporting delivery on customary law, case flow management, Vanuatu’s Family Protection Act, litigants and judicial ethics. A total of 17 lay and 13 law judicial officers participated. Local Orientation Course Toolkit was developed and piloted in FSM with the inclusion of a three day ToT and the support of eight local trainers / facilitators. The draft Local Decision Making Toolkit was developed and is scheduled to be piloted in September. Enhanced competence of 20-30 newly-appointed lay judicial officers. Perceptions of the quality of the training. Participants' / TA evaluation TA Follow-up to Phase 2/ Extension Phase Orientation Training: participants' and TA assessment of whether they perform their functions more competently as a result of the training. RTT members more confidently disposed and able to deliver orientation training locally. Quality of training, toolkit and materials/resources developed for the RTT. Programme/toolkit and participants' evaluations. Capacity of up to 30 law-trained and lay judicial officers built by participating in two separate workshops. Perceptions of the quality of the training including RTT co-facilitation of it. TA/participants' evaluation. Capacity of RTT members built through experience delivering peer-based support and training in decision-making at regional level.
RTT members more confidently disposed and able to provide peer-based support and training in decision-making at the local level. 5.0 Programme Management All PJDP activities are delivered and +90% of funds expended PJDP provides high quality products and services which are owned by, delivers tangible benefits to PIC courts and which expends 90% of the approved budget. NA Based on current projections, a small underspend has been identified. The MSC will progressively reallocate this and any future underspends to appropriate PEC-approved ‘additional activities’. Expenditure projections for the whole contract period indicate that all activities will be delivered with over 90% of funds likely to be expended by June 2015. Effective management of all aspects of the PJDP, the promotion of collaborative and responsive programming and implementation, and the transparent administration of PJDP resources. PEC/ regional leadership’s perceptions of quality of TA personnel. PEC assessment minuted. MSC Quality of logistics and progress reporting to enable activities to be implemented on time and within budget. Progress reports. MSC Quality of incorporation of cross-cutting issues (gender, human rights, sustainability) into appropriate activities. Comprehensive and accurate, evidence-based reporting (narrative and financial reporting) completed and submitted by MSC to MFAT on time. Strategies to incorporate issues. MSC TA progress and completion reports. MSC Reports (narrative and financial) All TAs MSC
- FCA PJDP (1 2014) Ref. No. Date Individual Providing Support Organisation Providing Support Nature of Support Mobilised Phase Comp. Recipient 10-13 February 2014 Cam Ronald New Zealand Police and PPDVP Pro bono support to the Family Violence / Youth Justice Workshop. 24-mth 1.2 Cook Islands 10-13 February 2014 Kevin Kneebone New Zealand Police and PPDVP Pro bono support to the Family Violence / Youth Justice Workshop. 24-mth 1.2 Cook Islands 10-13 February 2014 Regional Training Team and / or National Trainers High Court of the Cook Islands Co-facilitation at the Family Violence / Youth Justice Workshop: Tangi Taoro and John Kenning 24-mth 1.2 Cook Islands 3-12 February 2014 Justice Michael Barker/Regional Training Team Federal Court of Australia Pro bono support to the Lay and Law-trained Judicial and Court Officer Decision Making Training. John Alilee, Stephen Felix, Edwin Amblus, Grace Leban, Leonard Maina. 24-mth 4.2c Vanuatu 31 March-4 April 2014 Judge Ema Aitken and Dr David Galler Auckland District Court, New Zealand Pro bono support to the Drug and Alcohol Court Workshop under the Responsive Fund. 24-mth 2.3 Samoa 3-7 March; 31 March-4 April; 28 April-9 May 2014 - Manukau District Courts, Auckland, New Zealand Pro bono support to the Mentoring Activity for Justices of the Peace, Deputy Registrar and Court Officers under the Responsive Fund. 24-mth 2.3 Cook Islands 3 June 2014-30 June 2015 IT Department Federal Court of Australia Pro bono support to the Information Technology Online Forum. 24-mth 3.1c All PICs