impact assessment and strategic framework-table of contents 011115

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FACTORS OF FOCUS ASSESSMENT AND REFORMS

3.1. INDEPENDENCE AND ACCOUNTABILITY OF JUDICIARY

3.1.1. Rationale

3.1.2. Key definitions and concepts

3.1.3. New dimensions of independence

3.1.4. New frontiers of judical accountability

3.1.4. Institutional internal and external independence and accountability

3.1.5. Courts independence and accountability

3.1.6. Individual judges and prosecutors independence and accountability

3.1.7. Balancing independence with voice, responsibility, impartiality, competency and

accountability

3.1.8. International and EU obligations, standards, best practices

3.1.9. Natioanl Legal and institutional landscape

3.1.10. Findings

3.1.11. Conclusions

3.1.12. Looking beyond 2015: Setting accountability priority for post 2015 and beyond

3.2. IMPARTIALITY AND TRANSPARENCY OF JUDICIARY AND OF JUDICIAL

PROCESSES

3.2.1. Rationale

3.2.2. Changing definitions of impartiality and transparency

3.2.3.Elements of impartiality

3.2.4.Elements of transparency

3.2.5.Elements of impartiality and transparency in procedures and processes

3.2.6.International and EU obligations, standards and best practices

3.2.7.Legal and institutional landscape

3.2.8. Findings

3.2.9. Conclusions

3.2.10. Looking beyond 2015: Importance of impartial and transparent judicial system

3.3. ORGANIZATIONAL CAPACITY AND COMPETENCY OF JUDICIARY

3.3.1.Rationale

3.3.2.Conceptual underpinnings of organizational capacity

3.3.3.Fit for purpose institutions and motivated human force

3.3.4.Capacity building core issues-institutional arrangements, leadership, knowlledge and

accountability

3.3.5.Elements of 21st Strategic institutions

3.3.6. International and EU standards and best practices

3.3.7. Findings

3.3.8. Organizational capacity of Ministry of Justie and Department of Justice

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3.3.9. Capacity of Court of Appeal

3.3.10. High Judicial Council

3.3.11. Capacity of the constitutional Court

3.3.12. Capacity of administrative justice

3.3.13. Military Justice

3.3.14. Courts, judges and prosecutors-performance, stability and adaptability

3.3.15. Capcity of governemnt and treasury lawyers

3.3.16. Conclusions

3.3.17 Looking beyond 2015: Role of institutions in a competitive judicial system and strategic

state

3.4. LEADERSHIP, MANAGEMENT AND ADMINISTRATION OF JUDICIARY

3.4.1.Rationale

3.4.2. Articulating key definitions and concepts

3.4.3. Principle based Management and administration

3.4.4. Understanding Professionalism and competency

3.4.5. Lungs of professionalism

3.4.6. Promotion of external orientation

3.4.7. Judicial decision making coordination

3.4.8. Judicial planning and policies coordination


3.4.10. Findings

3.4.11. professional management and administration of Ministry and Department of Justice

3.4.12. Management and administration of higher judiciary

3.4.15. Professional Management and administration of courts and prosecution offices

3.4.16. Conclusions

3.4.17. Looking beyond 2015: Role of professional management and administration of justice

institutions

3.5. EFFICIENCY AND EFFECTIVENESS OF JUDICIARY

3.5.1. Rationale

3.5.2. Defining efficiency and effectiveness

3.5.3. Defining quality of justice

3.5.4. Delivery of justice standards and criteria

3.5.5. Access to civil, family, administrative, military and criminal judiciary

3.5.6. Expeditious and timeliness

3.5.7. Equality, fairness and integrity

3.5.8. Consistency and predictability in decisions

3.5.9. Cost benefit analysis of prosecution and state/government litigations

3.5.10. Elements of efficiency and effectiveness of judiciary

3.5.11. Measuring performance of judiciary, courts and prosecution office, individual judges and

prosecutors

3.5.12. Efficiency and effectiveness of civil and family justice

3.5.13. Efficiency and effectiveness of administrative justice

3.5.14. Efficiency and effectiveness of criminal justice system

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3.5.15. Efficiency and effectiveness of military judiciary

3.5. 16. International and EU standards and best practices

3.5.17. Findings

3.5.18. Conclusions

Looking beyond 2015: Need for competitive, cost effective and delivering legal and judicial

system for development

3.6. CONSISTENT, SIMPLIFIED, FAIR, TRANSPARENT AND PREDICTABLE

PROCESSES AND PROCEDURES

3.6.1. Rationale

3.6.2. Articulating common concepts and defining terminologies

3.6.3. Consistent and predictable procedures within and without

3.6.4. Fair and transparent procedures and processes within and without

3.6.5. Consistent rules for interpretation of evidence and application of laws

3.6.6. Simple and fair processes for prosecution and trial

3.6.7. Transparent processes for prosecution and trial

3.6.8. Charter of relationship between judges and attorneys

3.6.9. Charter of relationship between judges and prosecutors

3.6.10. Citizens Service charter

3.6.11. Court services charter


3.6.13. Findings

3.6.14. Conclusions

Looking beyond 2015: Role of processes and procedures in delivery of legal and justice services

3.7. EXPEDITIOUS AND TIMELY DISPOSAL OF CASES, COURTS AND CASE

MANAGEMENT

3.7.1. Rationale

3.7.2. Key definitions and concepts

3.7.3. Articulating common understandings and defining the concepts

3.7.4. Judicial management

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3.7.5. Courts and prosecution management

3.7.6. Case management

3.7.7. Case flow management

3.7.8. Procedures and trial management

3.7.9. Life cycle of civil and criminal case-stages, actors, actions, contributions-process-progress-

bottlenecks (inputs, output, outcome chain)

3.7.10. Reasonable time or optimum and foreseeable timeframe

3.7.11. International and EU best practices standards

3.7.12. Findings

3.7.13. Conclusions

Looking beyond 2015: Role of case management, case flow management in speedy and

measurable justice

3.8. ACCESS TO JUSTICE, LEGAL AID AND COMMUNICATION TO PUBLIC

3.8.1. Rationale

3.8.2. Key concepts and definitions

3.8.3. Access to justice

3.8.4. Public communication and access to information

3.8.5. Key elements of access to justice

3.8.6. Key elements in Court House Design

3.8.7. Self-representation

3.8.8. Legal aid, meanings and modes of

3.8.9. Affordable and accessible judicial services

3.8.10. Indicators of effective access to justice and legal aid

3.8.11. Barriers to access to justice

Legal barriers,

Institutional barriers,

Economic barriers

Social barriers.

Political barriers

Other forms of barriers in relation to claiming rights

3.8.12. Legal identification and protection

3.8.13. Legal awareness

3.8.14. Balancing opportunities with voice and accountability

3.8.15. IT role in modernizing and reforming mechanism to access to justice

3.8.16. Promoting a sustainable, accessible and integrated justice through legal education

3.8.17. International and EU obligations, standards and best practices

3.8.18. Findings

3.8.19. Conclusions

Looking beyond 2015: Innovative methods for access to justice and legal aid in the age of mass

communication

3.9. CONFIDENCE, TRUST AND USER SATISFACTION IN LEGITIMACY OF

JUDICIARY AND LEGAL SERVICES

3.9.1. Rationale

3.9.2.Articulating key concepts and definitions

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3.9.3. Balancing opportunities with voice and accountability

3.9.4. Communication standards

3.9.5. Public relations standards

3.9.6. Citizens’ charters

3.9.7. Court services charters

3.9.8. Prosecution services charters

3.9.9. Coordination within judicial institutions

3.9.10. Public confidence and trust in judiciary

3.9.11. Participation of users

3.9.12. Open and democratic legal and judicial system

3.9.13. Accountability through transparency

3.9.14. Indicators for trust and confidence

3.9.15. The EU and International best practices

3.9.16. Findings

3.9.17. Conclusions

Looking beyond 2015: Open, transparent, accountable and delivering judicial system

3.10. LEGISLATIVE FRAMEWORK AND LAW MAKING PROCESS

3.10.1. Rationale

3.10.2. Key modern concepts and definitions

3.10.3. Necessary, sustaianble, efficetive and efficient laws

3.10.4. Legislative strategies for promoting cohesion,integration and social change

3.10.5. Elements of good high quality laws

3.10.6. Legislative process-independent, impartial, inclusive, transparent and demcratic

3.10.7. Policy development process

3.10.8. Consultations

3.10.9. Pre and post regulatory impact analysis (RIA)

3.10.10. Drafting process

3.10.11. Enforcement of law

3.10.12. Practical and enforceable law

3.10.13. Bridging implementation gaps

3.10.14. Legislative Impact Analysis

3.10.15. EU and OECD obligations and international best practices

3.10.16. Findings

3.10.17. Conclusions

Looking beyond 2013: Sustainable laws and regulation are critical for sustainable development,

foreign and domestic investment

3.11. LEGAL EDUCATION AND TRAINING FOR JUSTICE PERSONNEL

3.11.1. Rationale

3.11.2. Legal education and its functions

3.11.3. The current state of affairs

3.11.4. University education

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3.11.5. Matching skills with emerging development needs of society

3.11.6. Legal services standards

3.11.7. Lawyer education- entry criteria and CLE and regulatory authority, ombudsperson

3.11.8. Paralegal and support staff training and CLE

3.11.9. Judicial education and training

3.11.10. Prosecution education and training

3.11.11. Support staff education and training

3.11.12. Notaries and support staff education and training

3.11.13. Training of Trainers

3.11.14. International and EU obligations and best practices

3.11.15. Findings


Looking beyond 2015: promoting a sustainable, accessible and integrated justice agenda through

life long legal education

3.12. PREVENTION OF DISPUTE, ALTERNATIVE DISPUTE RESOLUTION,

PREVENTIONS AND DIVERSIONS

3.12.1. Rationale

3.12.2. Articulating key concepts and definitions

3.12.3. Prevention, diversions, ADR, reconciliations, restorative justice

3.12.4. Pre-trial dispositions

3.12.5. Avoidance of pre trial detentions

3.12.6. Trial and sentencing dispositions

3.12.7. Alternative to punishments in criminal cases

3.12.8. Corporate punishments, civil penalties, infringement notices

3.12.9. State based non-judicial grievance mechanism

3.12.10. Non-State based grievance mechanisms

3.12.11. Prosecution lead reconciliation

3.12.12. State-based judicial dispute resolution

3.12.13. Risks analysis and managing risks

3.12.14. The drivers, actors and beneficiaries of disputes

3.12.15. Challenges in current ADR system

3.12.16. International and EU obligations and best practices

3.12.17. Findings


Looking beyond 2015: A transformative shift-articulating role of society in prevention and

resolution of dispute

3.13. RESPECT, PROTECT AND ENFORCEMENT OF HUMAN RIGHTS AND

VIOLATIONS ARISING FROM BUSINESSES, INVESTIGATION, ADMINISTRATIVE,

PROSECUTION AND JUDICIAL PRACTICES

3.13.1.Rationale

3.13.2. Key Concepts and definitions

3.13.3. Human rights violations arising from business

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3.13.4. Understsanding Grievance

3.13.5. Grievance redressal mechanism

3.13.6. Defining ill-treatment and torture

3.13.7. Understanding ill treatment and torture


3.13.9. Access to services free of corruption

3.13.10. Role of Ombudsperson and other human rights bodies

3.13.11. Barriers to access to justice and grievance

3.13.12. Prisons treatment and standards

3.13.13. Access to information

3.13.14. Anti discrimination

3.13.15. Equality of genders and vulnerable groups

3.13.16. Findings


Looking beyond 2015: Underpinning human rights based approaches in justice delivery

3.14. BAR ASSOCIATIONS AND LEGAL PROFESSION

3.14.1. Rationale

3.14.2. Role and scope of Bars in justice delivery

3.14.3. Training of Lawyers both Public and private good

3.14.4. Voluntary Legal Services

3.14.5. Education and Legal awareness

3.14.6. Access to justice

3.14.7. Public confidence

3.14.8. Medication and conciliation

3.14.9. Education and trainings of lawyers

3.14.10. Constant and real time communication between Bars and judiciary

3.14.11. Charters of relations of judges, prosecutors and lawyers

3.14.12. Customer service charter

3.14.13. Transparency of lawyering process

3.14.14. Lawyers’ regulatory authority

3.14.15. Legal services ombudsman

3.14.16. The EU and international best practices

3.14.17. Findings


Looking beyond 2015: Changing role of Bar Association as partners and stakeholders of justice

and judiciary

3.15. NOTARIES

3.15.1. Rationale

3.15.2. Role and scope of Notaries in justice delivery

3.15.3. Notaries as Gatekeepers of financial system

3.15.4. Importance of Notaries in service delivery

3.15.5. International and EU best practices

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3.15.6. Risk analysis

3.15.7. Risks management

3.15.8. Prevention of disputes

3.15.9. Dispute resolution

3.15.10. Legal services, advisory services

3.15.11. Findings


Looking beyond 2015: Enhancing the role of Notaries in prevention, diversions and mediation

3.16. FORENSIC INSTITUTION, EXPERT WITNESS, WITNESS AND VICTIM

PROTECTION

3.16.1. Rationale

3.16.2. Defining witness, victims, whistleblowers and other aids to judiciary

3.16.3. Policy decisions, issues and challenges

3.16.4. Importance of modern investigative techniques

3.16.5. Determine and recognize Partners of justice

3.16.6. Need for uniform forensic evidence mechanism

3.16.7. Single regulatory mechanism

3.16.8. Witness and victim protection

3.16.9. Victims’ journey through criminal justice system

3.16.10. International and EU standards and best practices, Victims’ Code, the UK 2013

3.16.11. Findings


3.17. INTERNATIONAL COOPERATION IN CIVIL AND CRIMINAL MATTERS

3.17.1. Rationale

3.17.2. International and domestic cooperation in civil and criminal matters

3.17.3. Defining MLA, joint investigation, extradition, transfer of proceedings, extradition and

transfer of convicted persons

3.17.4. Nature of organized crimes

3.17.5. Fight against organized crimes-money laundering, human trafficking, drug trafficking,

counterfeiting etc.

3.17.6. Enforcement of foreign arbitral awards

3.17.7. The EU and International Obligations and best practices

3.17.8. Findings

3.17.9. Conclusions

Looking beyond 2015: Coordinated and proactive fight against organized crimes

3.18. ENFORCEMENT OF COURT DECISIONS AND BANKRUPTCY SYSTEM

3.18.1. Rationale

3.18.2. Types of enforcement agencies

3.18.2. Insolvency and bankruptcy at the crossroads

3.18.3. Insolvency and bankruptcy at the crossroads

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3.18.4. Evolving role of dispute resolution in bankruptcy and enforcement

3.18.5. Enforcement of foreign arbitral awards

3.18.6 Alternative enforcement mechanism

3.18.7. Disposal of forfeited and confiscated property

3.18.8. International and EU obligations, CEPEJ standards and best practices

3.18.9. Findings


Looking beyond 2015: Critical role of enforcement and bankruptcy in efficiency and

effectiveness of justice system and in raising confidence and trust in justice system

3.19. WORKING OF PENITENTIARY SYSTEM

3.19.1. Rationale

3.19.2. Changing definitions and concepts about punishment and prisons

3.19.3. Disciplinary approaches

3.19.4. Community Corrections

3.19.5. Alternative to prisons

3.19.6. Civil penalties, infringement notices and other penalties

3.19.7. Society role in reformation and rehabilitation

3.19.8. Voluntary probation associations


3.19.10. Findings


Looking beyond 2015: Transformative shift from punishment to reformation and rehabilitation

CROSS-CUTTING ISSUES

3.20. GENDER JUSTICE ISSUES

3.20.1. Rationale

3.20.2. Key concepts of gender justice

3.20.3. Access to justice and institutions


3.20.5. Strategies for mainstreaming gender into justice institutions

3.20.6. Key ingredients for integrating gender perspective in justice

3.20.7. Access to courts and prosecution offices

3.20.8. Safety and security in the courts and prosecution offices

3.20.9. Integrating gender perspectives into access to justice services and delivery of justice

services

3.20.10. Findings


Looking beyond post 2015: Role of gender justice in development and social cohesion

3.21. JUVENILE JUSTICE

3.21.1.Rationale

3.21.2. Concepts around juvenile justice

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3.21.3. Justice education taught as life skill at schools


3.21.5. Protection of children from violence from Internet and associated technologies


3.21.7. Findings

3.21.8. Conclusions

Looking beyond 2015: Putting the children first through prevention and education

3.22. TREATMENT OF VULNERABLE GROUPS

3.22.1. Rationale

3.22.2. Defining and identifying vulnerable groups

3.22.3. Status of vulnerable groups

3.22.4. Empowerment of vulnerable groups

3.22.5. Drawing from experience of others-Victims code UK

3.22.6. International and EU obligations

3.22.7. Findings

3.22.8. Conclusions

Lookig beyond 2015: putting vunerab;e groups and minorities first to boost human rights

complaince and earn respect in the comity of Nations.

3.23. MALPRACTICE, CORRUPTION AND INSTITUTIONAL INTEGRITY

3.23.1. Rationale

3.23.2. Revisiting definition and implications of corruption in Judiciary

3.23.4. Dimentions of corruption in injudiciary

3.23.5. Understanding institutional integrity model

3.23.6. Understanding institutional integrity model

3.23.6. Identification of risk areas

3.23.7. Risk management

3.23.8. International and EU obligations

3.23.9. National anti-corruption strategy

3.23.10. Anti-corruption Compliance is more than adopting a policy and strategy

3.23.11. Findings


Looking beyond 2015: Compliance is more important than policy, laws and regulations

ANALYSIS, SYNTHESIS AND MAJOR OVERALL FINDINGS

4.1. Relevance, effectiveness, sustainability and impact of past reforms

4.2. Trailbreakers, trendsetters, shapers of the future

4.3. Major challenges of Justice systems

4.4. The current system has challenges as to costs, access, trust and timeliness

4.5. Options and time is limited

STRATEGIC FRAMEWORK FOR POST 2015 LAW, JUSTICE AND JUDICIARY

Looking beyond 2015: A new role for judiciary and justice services

5.1. New dimensions of economic development, rule of law and governance

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5.2. Need to make key policy pledges

5.3. Open, robust, accessible and readable data

5.4. Revisit delivery of justice services and judiciary

5.6. Make social cohesion and integration of society prime goal

5.7. Focus on education and Preventions

5.8. Focus on more and more diversions measures

5.9. Focus on Policies, Laws and regulations

5.10. Narrow implementation gaps through robust trainings, consultations, awareness and active

communications

5.11. Focus and invest in institutions

5.12. Post 2015 Transformative role of Ministries of Justice and Departments of Justice

5.13. Make consistent and real time communication and coordination

5.14. Clarify jurisdictional overlapping and grey areas

5.15. Make access to justice and legal aid system accessible, trasnaprent and result oriented

5.16. Strategic and functioning judicial instituions

5.17. Design unified, practical, scientific and need based trainings at Judicial Academy

5.18. Clarify and solidify police roles and relations with prosecutors and judiciary

5.19. An agenda for reform of criminal law, procedural refroms, forensic and penitantiary

refroms

5.20. Agenda for Administrative law and procedures reforms

5.21. Agenda for commercial and civil law and procedures reforms

5.22. An Agenda for change in military justice

5.23. Agenda for family law and child justice

5.24. Enforcement and bankruptcy need thorough reforms

5.25. Turkish legal and judicial system at the crossroads of development

5.26. Transformative Shifts for judiciary and legal services

PRIORITY AREAS FOR JUDICIAL REFORMS

6.1. Necessary, inclusive, harmonized, plain, accessible laws

Need analysis

Focused areas

6.2. Access to justice including awareness, empowerment, legal aid and legal clinics

Need analysis

Focused areas

6.3. Setting up harmonized, accessible and speedy ADRs and alternatives to prisons mechanism

Need Analysis

Focused areas

6.4. Criminal Justice system and prisons

Need Analysis

Focused areas

6.5. Administrative justice principles and procedures

Need Analysis

Focused areas

6.6. Capacity building, structuring of the judicial system and rejuvenation of MoJ

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Need Analysis

Focused areas

6.7. Case management, case flow management and courts capacity

Need Analysis

Focused Areas

6.8. Synergized and harmonized system for legal education, training and Justice Academy

Need Analysis

Focused Areas

6.9. Enforcement and bankruptcy

Need Analysis

Focused Areas

MONITORING AND EVALUATION (M&E) MECHANISM FOR REFORMS

7.1. Steering Committee composition and functions

7.2. Primary function

7.3. Membership

7.4. Role of the members

7.5. Meeting Schedule and Process

7.6. Technical/Operational Committee

7.7. Membership

7.8. Working Groups

7.9. Secretariat

impact assessment and strategic framework-table of contents 011115

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