1 JUSTICE LAW AND ORDER SECTOR SWAP DEVELOPMENT & IMPLEMENTATION PROCESS

2 Overview of the Development & Implementation Process of the SIP

3 1. Forces for Reform Criminal Justice Review, 1997 Uganda Integrity Survey, 1998 The Commercial Justice Study, 1999 Crown Agents Legal Sector Programme, 1999 Policy shift, Mamba Point Meeting, November 1999

4 2. Developing Reform Programme GOU commitment to reform Developing partnerships Developing reform structures Strategic Investment Plan

5 3. Institutionalization Process Participatory Approach Leadership Committee Steering committee Technical Committee Working Groups SWAP Donor Legal sub-sector group Development of institutional SIP’s

6 4. Implementation Agents  Policy and Planning Unit MoJCA  Institutional Policy and Planning Units  Leadership Committee [Political]  Technical Committee[Activities]  Steering Committee [Policy]

7 Implementation Agents Secretariat Time limited technical assistance Coordinator of all meetings, workshops etc. Engage consultants for studies etc. Facilitates monitoring and evaluation Prepares budget framework paper

8 JUSTICE LAW AND ORDER REFORM STRATEGY Medium-term Strategic Investment Plan

9 VISION STATEMENT “To enable all people in Uganda to live in a safe and just society”

10 GOAL “To maintain law and order; and increase access to justice for all persons”

11 POLICY OBJECTIVES Four broad areas for reform: I Legal Services II Administration of Justice III Civic and Legal Education IV Law Reform

12 5. Implementation Tool SIP Work Plan Phases: Phase I: Programme preparation: (May 2001 to June 2002) Phase II: Institutional building: (July 2002 to June 2004) Phase III: Enhancing Support to the Justice, Law & Order Sector: (July 2004 to June 2006)

13 6A:Phase I: Programme Preparation: (May 2001 to June 2002) PHASE I OUTPUT : Review all existing policies Reformulate policies where they are non-existent or required Document & have all revised & newly formulated policies approved at Political, Policy and Technical levels

14 6B. Phase II: Institutional building: (July 2002 to June 2004) PHASE II OUTPUT: Institutions focus on implementing the high priority activities based on approved policies Institutions will begin implementation of costed & prioritized strategies or action plans for medium priority activities

15 6B. Phase II: Institutional building: (July 2002 to June 2004) cont’d Phase II activities will be of a higher cost than Phase I because of the need for capital investments in hard assets. Phase II will also be costly given the identified need for recruitment and training under the Human Resource Development component

16 6C. Phase III: Enhancing Support to the JLO/S: (July 2004 to June 2006) PHASE III OUTPUT Focuses on the institutionalization of the reform processes Implementation will be carried over from Phase II focusing on continuation of activities such as training, H/R and civic education etc.

17 7. Monitoring & Evaluation process Objectives: Ensure Sector objectives are achieved within the planned time frame & budget To measure progress of the reform programme against process level indicators To intervene with corrective action To develop further reform measures based on results of evaluation To provide Financial & Social accountability

18 7. Monitoring & Evaluation process cont’d M&E Mechanisms: Institutions to include internal M&E teams in PPU’s & submit quarterly reports to the MoJCA PPU MoJCA to compile bi-annual progress reports on Process level KPI & objectively verifiable indicators (CSD) Criminal & Commercial Justice Baseline Surveys

19 7. Monitoring & Evaluation process cont’d GOU annual audited accounts to be prepared by an international audit firm Bi-annual GoU- Donor liaison reviews Annual National Forum on JLO/S Reform convened by the National Council on Justice Law and Order

20 CHALLENGES POLITICAL:  GoU priority areas  History of the Sector

21 CHALLENGES POLICY  Competing interests  Public opinion  Donor pressure

22 CHALLENGES TECHNICAL  Human Resource Capacity  Financial Management  GoU MTEF

23 POSITIVES  Rationalisation of inputs  Effective lobbying/ leverage  Government ownership  Simplification of partnerships

24 Where to begin? IA: Evidence base:  Sector scoping study  Baseline data IB:Policy Decision  Who is in the Sector?  Who is the Lead institution?

25 Where to begin? Cont…. II The Partnership:  Partnership Principles  Development support

26 Where to begin? Cont… III Planning Mechanisms  Committees  Sector Secretariat

27 Where to begin? cont…. IV: Developing the Strategic Investment Plan  Mission & Goal  Strategic Objectives Medium- term  Costed, prioritised and sequenced work plan

28 SELLING THE PLAN Political Level  Ministers  Relevant Parliamentary Committee  Development Partners Policy:  Permanent Secretaries Technical  Implementing agents  District level officers

29 Things to consider  Phase out of existing projects  Time limitation on technical assistance  Time limitation for development process