Next steps: preparing for what will happen after the end of the project, by: Handing-over responsibility for ongoing change so that sustainability is promoted. Identifying lessons learned from implementing the project. These experiences are valuable in helping ongoing or future projects within the court to be successful. The post-project stage can also restart the project cycle by informing the identification / design of a proposed new project within the court, as illustrated in Figure 3, below: Figure 3: The Project Cycle as an Ongoing Process Useful Resources: Monitoring and Evaluation (M&E) [Section 3.4] Financial Management [Section 3.7] Tool 10: Effective Project Reporting [page 27] Plan ▶ To organise, arrange, work out, design, outline, map out, prepare, schedule, formulate, frame, develop, etc. The above definition captures the essence of project planning. Planning is one of the key areas of project management - without it, efficient implementation is not possible. Planning is also critical for the project control or monitoring process, so project managers know: what is to happen; when it is to occur; who will undertake specific activities/tasks; and what is to be achieved. Only when this information is available, is it possible to track progress, ensure quality, manage budgets, and achieve outcomes. Matters that require detailed planning by the project manager include: Planning Task Stage of Project Cycle Timing / scheduling of activities - allowing for sufficient time for: initial discussion, identification, and preparation of resources (venues, facilitators, participants, publishers, etc.) Stage 1: Identification / design - develop initial timing, sequencing, links between activities, and budgets. Stage 2: Implementation - refine initial planning from Step 1, and develop more detailed planning documentation for each approved activity. Sequencing of inputs - in a logical and chronological manner. Location of activities - if the project involves different locations (countries / islands / organisations) these will need to identified and resource allocations approved. Allocation of responsibilities - clearly define and document who has responsibility for undertaking each activity / task, including:
Project Management - The process of planning, organising, motivating, and controlling resources to achieve a specific (project) goal. Post-project - Wrapping-up the implementation of all project activities. The final stage of the Project Cycle. Procurement - The purchasing of goods or services from an external source based on a clearly defined process or set of rules. Results Framework - A graphic summary (usually in a table format - see Annex 10) of the strategy to achieve a specific project goal, based on the link between defined activities, outputs, outcomes and the goal. Risk(s) - A problem or issue that may occur during implementation, which if not addressed, may negatively impact on the project and make it difficult or impossible to achieve the identified outcomes. Risk Matrix - A table in which: project risks are identified; the result / impact of the risk on the project is summarised; and a strategy to minimise or avoid each risk is developed. Scope Creep - Where a project’s activities change in an unstructured manner over the course of implementation without ensuring that the changes are logically linked with, and contribute to, achieving the project’s outcomes and goal. Sequencing - Ordering of activities or adviser / staff inputs in a logical and chronological manner so that those inputs which need to be completed before other activities can be started, are undertaken and completed first. Stakeholders - An individual or group indirectly working with, benefiting from, or interested / concerned in a project or activity. Sustainability - The continuation of benefits (outcomes / change) flowing from a project or activity following the completion of assistance. Terms of Reference - The defined purpose, structure, responsibilities (inputs or specifications), outputs, and outcomes, for a task / activity / project. Theory of Change - All the building blocks required to bring about a given long-term goal. This includes the definition of the projects outcomes, outputs, activities, and inputs; how these Elements of a Project interrelate to support the project’s goal; and how the project approach will enable the project’s goal to be achieved. Transparency - Is a: “Characteristic of governments, companies, organisations and individuals of being open in the clear disclosure of information, rules, plans, processes and actions.” This definition is equally appropriate to projects and project managers. Value for Money - Relates to the process of balancing the cost of purchasing a service or product with: its quality;
Identify what professional training you received before becoming a judicial officer, court officer or lay magistrate (please or X each relevant option): None Criminal law and procedure Civil law and procedure Family law and procedure Business/commercial law and procedure Land and/or customary law and procedure Court administration and case management Professional skills (e.g. Decision making, dispute resolution, legal research, judgment writing, office administration, computer) Judicial role and ethics Human rights, gender equality and other cross-cutting themes Other (please specify): Describe the average duration of this training(s) (please or X one option only): ½ day 2-3 days 1-2 weeks 1 month+ Identify the principal training provider (please or X one option only): University / College Government PJDP / PJEP Other Donor-funded Activity Describe your satisfaction: was this training(s) useful? (please or X one option only) extremely useful quite useful slightly useful not useful Identify what professional training you received after becoming a judicial officer, court officer or lay magistrate (please or X each relevant option): None Criminal law and procedure Civil law and procedure Family law and procedure Business/commercial law and procedure Land and/or customary law and procedure Court administration and case management
Example Gap Assessment Framework - Individual Needs / Competence Benchmark: (What should this role / individual be doing?) Current situation: (What is this role / individual currently doing?) What is the gap / need between benchmark and current situation? What is the cause for this gap / need? Actions to address this gap / need (these points form the basis of the project design) Leadership & Relationships: Direction & Mentoring: Example for Registrar: Provides meaningful work priorities and objectives to staff; motivates and supports staff; and leads by example. Staff are not aware of their responsibilities; and no ongoing professional development / support is available. Registry roles / work priorities and objectives are not defined; opportunities for the ongoing improvement of staff are limited. Staff are not aware of position descriptions for their role; no ongoing staff training / interaction occurs to support them. (Note: this may also link to the Organisational Needs assessment - see Point 2) Provide role-specific training to staff; establish ‘group interactions’ for sharing, discussing, and addressing work-related issues. (Note: this again may link to the Organisational Needs assessment - see Point 2) Knowledge Gaps: Professional knowledge: Example for Judicial Officers: All judges are aware of new legislation relevant to their jurisdiction. Judicial Officers are not always aware of new legislation / amendments relevant to their jurisdiction. Judicial Officers are unaware of relevant legislation / amendments. Not all judicial officers are doing self-directed research on legislative updates relevant to their jurisdiction. Develop regular update seminars for judicial officers in each jurisdiction on relevant new legislation / amendments. Procedural knowledge:
Example for Registry staff: All staff know the filing requirements for all case-types within the court’s jurisdiction. A significant proportion of cases (____%) registered are missing one or more documents necessary for filing. Registry staff do not know what: case registration requirements are; and The court’s policy on registering cases is. The case registration process is unclear, and the court’s policy on registering cases is not documented. Training to Registration Clerks / Officers on the: use of ‘registration checklists’; and Court’s Registration Policy so that incomplete cases are not accepted for registration. Innovation & Attitudes: …: Communications & Customer Service: ...:
Time standards example for Lower Courts: Time standards for all case types have been defined and are being met. No time standards exist in lower courts. Lack of a policy framework for case disposal in the lower courts. No resources have been allocated to develop time standards; lack of expertise in developing time standards in lower courts. Develop time standards for lower courts using PJDP Time Standards Toolkit and technical support from PJDP Adviser / judge and RTT familiar with developing time standards in the superior court. Time standards example for Superior Courts: Time standards for all case types have been defined and are being met. Defined time standards in superior courts are not met in a significant proportion (____%) of criminal cases. Civil cases generally meet defined time standards. Time standards are not being met at all stages of the criminal case management process. Lack of interest by superior court criminal judges / court officers to meet time standards as these are seen as being unrealistic; lack of motivation to meet time standards. Review of existing superior court time standards to ensure; awareness training on updated criminal time standards; development of incentives to keep to all time standards (court performance awards; etc.) Planning: …: Operations: …:
Expenditure Item Potential cost areas / items Accommodation (non-local participants, facilitators / advisers, staff) Transit accommodation (to / from an activity) In-country accommodation (during an activity) Bank Fees / Transaction Charges Bank international transfer fees Bank withdrawal fees Direct payment/credit card charges Intermediary bank fees Currency exchange fees Catering / Refreshments Catering costs for morning or afternoon tea (tea, coffee, 1 or 2 food items / fruit) Catering cost for lunch Caterer staff costs Sweets for workshop tables Communications - 4a. General Internet charges Official telephone calls Skype calls Teleconference calls Local SIM card 4b. Postage Distribution of workshop materials Submission / return of visa applications Submission of original receipts / financial acquittal documentation to client General activity letters / correspondence Fees / Salary Staff salary / overtime / benefits Adviser / Consultant fees Trainer fees Interpreter / translator fees Per diem / Daily Subsistence Allowance Breakfast allowances (unless covered in accommodation) Lunch allowances (unless covered by the workshop) Dinner allowances (unless covered by the workshop) Incidental allowances Stationery - 7a. General Office Pens / whiteboard markers / highlighters Note paper / notebooks Photocopy / printer paper Flip chart - paper / markers Stapler / staples / Paperclips Envelopes Document holders / folders Masking tape Scissors Glue / sticky tape / reusable adhesive (e.g. Blu-tack)
Folder dividers Sticky notes / Post-it Notes Workshop branding materials: Stickers / Logos / Labels USB flash drives or CDs / DVDs 7b. Photocopying Printing letterheads, minutes & reports Printing file covers/title pages Photocopying / Printing workshop materials: Agenda Participants list Power-point slides (6 to a page) Materials (Toolkits, reports, handouts, etc.) Evaluation forms / surveys Name tags & place cards Reimbursement receipt / signing forms Per diem receipt / signing forms 7c. Publication / Printing Publisher printing Binding / folders Shipping costs / distribution costs Business cards Travel - 8a. Flights Domestic Airfares International Airfares 8b. Travel - Insurance / Medical Travel insurance Medial (evacuation) insurance Travel vaccinations First aid supplies (for workshop only, if appropriate) 8c. Travel - Taxis / Transfers Transfers from home to airport and return Transfers from hotel to airport and return Return boat transfers Transport to and from venue Car hire costs Petrol / Mileage / Parking costs 8d. Travel - Incidentals International departure tax Domestic departure tax Visa fees Excess baggage fees Venue - Hire / Rental Room Chairs Tables / Table cloths Set up costs Contingency Unallocated (for unforeseen circumstances) Note: approval is required prior to incurring expenditure [
Expense Items / Description Number Unit Unit Cost Total (Currency) Accommodation - In-country day(s) Accommodation - Transit day(s) Bank Fees / Transaction Charges quantity Catering / Refreshments day(s) Communications (telephone, email, postage) quantity Fees / Salary (non-government funded staff, advisers / experts) day(s)/month(s) Per diem (meals and incidentals allowance) Note: these cannot exceed MFAT rates day(s) Stationery (general, photocopying, printing) quantity Travel - International (flights, boats) trip(s) Travel - Local (flights, boats, taxis) trip(s) Travel - Incidentals (Medical / travel insurance, departure tax, visas) trip(s) Venue (room hire, equipment rental) day(s) Total: Exchange rate used: AUD$1.00 = Source of exchange rate:
Date: Service / product to be Procured: Supplier Name Assessment against Criteria 1 Assessment against Criteria 2 Assessment against Criteria … Cost Overall Ranking / Score Comment Supplier 1 Supplier 2 Supplier 3 Recommended supplier / product: Certified within Budget: Reasons for this recommendation: Requested By: Date: (Officer Undertaking the Quotation Evaluation) Approved By: Date: (Authorised Approval Officer)