AP/2016/3.2. Management Plan 2017

Transcription

1 AP/2016/3.2 Management Plan 2017

2 2017 MANAGEMENT PLAN INTRODUCTION 1. In 2017 IDLO begins a new Strategic Plan (Strategy 2020). Over the past four years, following the direction set by the previous Strategic Plan , IDLO rejuvenated itself, expanding its programs, diversifying geographically, and launching a major reform agenda to modernize and transform the Organization. 2. In 2016, a number of evaluations and reviews were carried out to assess our progress, draw lessons, and identify areas for further improvement. In parallel, extensive consultations were launched with internal and external stakeholders to ascertain the priorities going forward, on the basis of which Strategy 2020 (AP/2016/3.1) was then drawn up. 3. The 2017 Management Plan (MP2017) is the annual implementation plan for the first year of Strategy The purpose of MP2017 is four-fold: Consolidate achievements. IDLO made significant achievements during the past four years in terms of programs, research and advocacy. MP2017 seeks to consolidate these gains as we prepare to move into the next strategic cycle. Implement reforms and improvements. An Independent Management Review (IMR) was carried out in mid-2016 to assess the progress of organizational reforms undertaken under the current Strategic Plan and it made some recommendations on human resources and organizational management. A detailed action plan has been adopted to implement the recommendations. Implementation of the action plan commenced in 2016 and will be completed, subject to the availability of funds, in Transition to Strategy MP2017 aligns IDLO s work with the goals and objectives of the new Strategic Plan and begins the transition to the new Strategy. As part of this transition we are developing appropriate tools and milestones to track our progress, ensure accountability and enhance reporting. Begin implementation of Strategy The new Strategic Plan will be implemented over a four-year period. MP2017 begins the first phase of implementation. 5. In late October 2016, one of our major donors, the Netherlands, informed us that it was unable to confirm any core funding for The 2017 Management Plan and Budget have been adjusted to take account of this situation and certain activities will either be spread over a long period, or carried out subject to the availability of additional funds. 1

3 6. Following broadly the structure of Strategy 2020, the narrative of MP 2017 is divided into three sections: 1. What we must achieve: programs, research and policy advocacy; 2. Where we must excel and invest: organizational management; and 3. How we will garner support: membership and resource mobilization. 7. Annex 1 shows the Strategy Map and Annex 2 describes the expected outputs in 2017 and relates them to the goals and objectives of the 2020 Strategy (for Goals 1-3). 1. WHAT WE MUST ACHIEVE: PROGRAMS, RESEARCH & POLICY ADVOCACY 8. IDLO s substantive goals and objectives are set out in the new Strategy Map (see Annex 1). The Impact Goals reflect the outcomes we seek and will be pursued through a number of programs and projects in our current portfolio or in the pipeline and by prioritizing these issues in choosing our future work. 9. Substantive focus. Annex 2 lists the on-going and planned programs and projects in 2017 and indicates the Impact Goals of the 2020 Strategy to which they will contribute. As a substantial number of the programs and projects are being carried forward from the previous Strategic Plan, we foresee 2017 as a period of transition during which we will analyze the program portfolio to assess the extent to which it is aligned to the new Strategic Plan and in light of the findings, make appropriate adjustments. These may include phasing out programs that are no longer compatible, or are not financially viable, and redesigning other work or developing new work. 10. The new Strategic Plan opens up some promising new opportunities. In 2017, as part of that shift, we will explore possibilities, capacity and resources permitting, in three new areas: refugees and migration; sustainable development with a focus on land rights; and informal systems of justice. In doing so, we will keep in mind our core competencies, comparative advantage, expertise, and availability of resources. We will also invest in building our work on economic development in line with the opportunities identified in the review undertaken in and reaffirmed in the new Strategic Plan. 11. In line with the new Strategic Plan, in 2017 IDLO will seek to advance three Impact Goals: IMPACT GOAL 1: People and groups are empowered to realize their rights. Building on the positive results of the past year, we will expand programs on legal empowerment of women and girls. They will seek to address gender-based violence while also developing and pursuing opportunities in other areas such land rights, based on the policy paper developed in

4 In line with the direction set in the new Strategic Plan, we will pursue opportunities to work with civil society and justice actors at the community level, including informal justice systems, with a view to enhancing human rights, empowering people and improving the results for justice seekers. New legal empowerment projects will, for example, be launched in Uganda and Kenya. In Myanmar, the project on the Rule of Law Centers will be expanded in cooperation with UNDP, while existing programs will continue to be implemented in other countries. Funds permitting, we propose to refresh our (previous) expertise on informal justice, looking at ways to engage with community leaders and customary or traditional systems in order to improve the situation of women and girls and other marginalized groups. IMPACT GOAL 2: Laws and policies are fair and institutions are effective, accessible and accountable. Institution-building and legal reforms will continue to be a major part of IDLO s program portfolio in 2017, although its overall value in the program portfolio has decreased proportionately following the successful completion of the Justice Training and Transition Program (JTTP) in Afghanistan in March In 2017 we foresee both expansion of our existing programs and the start of new programs on capacity development of institutions. Drawing lessons from best practice in the sector, as well as our own work and in line with the objectives set out in Strategy 2020, IDLO will enhance its approach to capacity development, focusing on institution-building as well as individual competencies. We foresee work on anti-corruption increasing in future and will seek partnerships to expand our expertise and support institutions to strengthen integrity and accountability. We will continue our ongoing programs on anti-corruption, e.g. in Ukraine, while seeking new opportunities in Asia and Africa. Technical advice for constitutional and legal drafting is a significant element of IDLO s portfolio in a number of countries. In 2017 IDLO will continue these programs with a focus on effective implementation as well as fair content of laws. In most instances the work on legal reform will be linked to institution-building, e.g. constitutional implementation. Where possible we will pursue opportunities to link up with civil society and user groups to better assess and understand the impact and effectiveness of laws. IMPACT GOAL 3: Rule of law drives sustainable development at local and global levels. The UN s 2030 Agenda for Sustainable Development is an overarching theme for all IDLO s work. It is also the basis for this cross-cutting Impact Goal of Strategy Building on our successful policy advocacy record of , we see the 2030 Agenda as providing the overall framework for IDLO s programs and policy advocacy in 2017 at global, regional and national levels. In 3

5 addition to participating in policy discussions, we will also seek concrete program opportunities to promote the 2030 Agenda. In that context we will look to strengthening collaboration with UN agencies, including UNDP and the Rome-based agencies. We will engage also with national stakeholders where possible and funds permitting. As the first year of Strategy 2020, 2017 will be an exploratory period which we will use to develop international, regional and national partnerships and laying a clear strategy for pursuing this impact goal. We recognize that we will need the time also to strengthen our own policy development capacity (see below, paragraph 22) Programming per impact goal 12. Overall, we will pursue the 2030 Agenda in four distinct ways during the lifecycle of Strategy 2020, to which MP2017 as the first of the four-year cycle will contribute as follows: Develop and implement concrete programs and projects to advance the SDGs, especially SDG 16 and other SDGs relating to equality, gender equality, health, land and food security; Ensure that our overall approach in programs, research and advocacy is aligned to the aim of the 2030 Agenda to promote inclusion and equality, leaving no one behind ; Contribute to international policy discussions to further the 2030 Agenda, for instance on the identification of indicators to measure SDG 16; and 4

6 Support national and regional plans and strategies to implement the 2030 Agenda from the perspective of the rule of law. 13. Geographic focus. Over the past years, IDLO successfully expanded and diversified its program portfolio geographically, in response to the demands for its expertise as well as its own growth strategy. These efforts also helped mitigate operational risks by reducing IDLO s dependency on a few programs in one or two post-conflict countries. Regional Breakdown of 2017 Program Revenue Forecast (includes secured and pipeline programs) Middle East and North Africa 3% South East Asia 16% Global 1% Afghanistan 30% Latin America and Caribbean 5% Europe and Central Asia 15% Africa 30% 14. In 2017, we will continue to expand and diversify IDLO s operations in the countries and sub-regions where we are already present and pursue new opportunities in a careful and balanced way. 15. Contributing to peace-building through justice sector development in postconflict countries will remain a significant part of our work. We are aware that deteriorating security in some post-conflict countries where we operate could pose a serious risk to our operations. We have prepared a business continuity plan for Afghanistan and are in consultation with donors regarding the future of the South Sudan program. 16. The key features of our geographic focus in 2017 can be described as follows: Consolidation of IDLO s existing operations. We will consolidate our existing country operations, while remaining open to opportunities for further expansion in these countries, especially with a view to expanding the donor base and enhancing our impact. 5

7 Transition in Afghanistan. Following the successful completion of the Justice Training and Transition Program (JTTP) in March 2016, our overall Afghanistan country operation will be smaller in However, a follow-up on JTTP component and continuation of the other programs will ensure that Afghanistan will still be our largest country operation in We foresee interest on the part of donors as well as the Afghan authorities to support IDLO s work in the country beyond Expansion in Africa. East Africa is emerging as an area of growth in Several new programs are being developed in Kenya, Uganda and Tanzania for launch in Furthermore, we will seek to mobilize resources in 2017 to follow up partnership and programming possibilities that have emerged as a result of the Conference Achieving the 2030 Agenda and Agenda 2063: The Rule of Law as a Driver of Africa s Sustainable Development, hosted by IDLO in cooperation with the Tanzanian Ministry of Foreign Affairs in Dar es Salaam in June That will include in 2017 a scoping mission to Mozambique at the request of the government. Neighborhood strategy. Taking a focused approach to geographic expansion, IDLO will prioritize program opportunities in countries neighboring those where it is already present. Consequently, in 2017 we will pursue new program development in Philippines and Cambodia (we are present in Myanmar and Indonesia), in El Salvador and Mexico (we are present in Honduras) and in Eastern Europe and Central Asia (we are present in Ukraine, Tajikistan, Kyrgyzstan, Afghanistan and Mongolia). Building on our presence in Tunisia and Jordan we will continue to explore opportunities in the Middle East and North Africa region. We will pursue other similar opportunities as they arise and where appropriate. 2. WHERE WE MUST EXCEL AND INVEST 17. Strategy 2020 sets out a number of organizational goals and objectives (see Annex 1, Strategy Map, boxes C1-6, P1-5, R1-3). The overall aim is to promote innovation, quality and partnerships and encourage initiative and accountability. MP2017 will contribute to their implementation in various ways. 18. Program Change Initiative (PCI). This is a major endeavor to improve programming by building on the achievements of the previous strategic cycle. It is described in greater depth in Strategy 2020, and is an ambitious undertaking that will require considerable time, resources, revision of policies and processes and, above all, organizational culture change. Therefore, we are designing it as a multiyear, cross-organizational undertaking, involving several Departments and Field Offices, beginning in 2017 and continuing through to the end of

8 19. Focusing on the whole project cycle, from development and design to implementation, monitoring and impact assessment, PCI will seek to a) enhance program quality; b) encourage innovation; c) strengthen coordination; and d) improve monitoring and impact assessment. 20. While some preparatory work began in 2016, in 2017 we plan to launch the PCI process and gain buy-in from internal stakeholders, to set out clearly the objectives and agree on a detailed work plan and timelines. The deliverables, to be achieved over a two-year period in , will cover four main components of PCI, as follows, with precise outputs set out in the Departmentlevel work plans: Quality framework. Work, which had already begun in 2016 to define a common quality standard for programs in line with IDLO s core values will be continued in 2017, with a view to identifying a set of clear criteria. Standards and guidelines will be developed also on IDLO s core business competency: capacity development. Based on the 2015 Review, the capacity development guidelines will seek to shift the organizational focus from individual competency development to institution-building. Program design. Tools will be developed to systemize and enhance program development and planning, including guidelines for needs assessment, context analysis and gender analysis. Training and coaching will be provided to employees. Coherence and coordination. Country and, subject to the availability of funds, regional and thematic strategies, will be reviewed and updated to improve planning, coordination and coherence with Strategy Coordination across Departments and with Field Offices will be strengthened to create a shared ownership for timely delivery, programmatic excellence and accountability. Impact assessment. The aim is to develop robust monitoring methodology and tools, based on lessons from pilot projects carried out in In 2017, funds permitting, we will develop a clear concept and flexible methodology for impact assessment, based on lessons drawn from recent programs and projects as well as best practice in the sector. Evaluation of projects and programs will be carried out according to the guidelines adopted in 2016 (dissemination of results is discussed below under accountability, paragraph 23). 21. Learning and knowledge management. A key commitment of Strategy 2020 is for IDLO to become a learning organization. Learning is key to enhancing innovation and quality, and is closely related to the PCI. We will proactively leverage the PCI to encourage a culture of learning and use the staff development programs and ICT systems improvements to facilitate organizational learning. 7

9 22. The key deliverables in 2017 will be clustered around three main areas: Research to promote organizational learning. Research products will be developed on selected program and policy issues of strategic importance, using IDLO s own field experience as well as that of others. While generating knowledge they will also be used actively as learning tools. We will seek, in particular, to highlight lessons learned from innovative programs carried out by IDLO and partner organizations. As examples, in 2017 we will produce lessons learned briefs on IDLO s e-justice work and on informal justice programs, looking also at the work of other organizations. Horizontal learning. To optimize learning from our experience in different regions and countries, we will seek to create opportunities for cross-organizational learning. Funds permitting, efforts will be made to improve knowledge management systems and carry out joint (multioffice, cross-departmental) training courses and information exchanges. Policy capacity. As IDLO s recognition as a thought leader and champion of the rule of law grows, we need to strengthen our policy formulation and dissemination capacity. In 2017 we will seek to strengthen our substantive policy development capacity and improve communication and coordination between the various IDLO Offices so that employees are informed, understand and able to disseminate and act in line with our policies. In light of financial constraints in 2016, we were obliged to cut down on in-house legal expertise. In 2017 we will explore other more costeffective ways of accessing the expertise we need, including through networks and partnerships. 23. Transparency and accountability. We acknowledge the need to strengthen transparency and accountability through improved reporting and communication as key to maintaining and enhancing the confidence of donors, governing bodies and program partners. It is an important goal of Strategy 2020 (AP/2016/3.1). In 2017, we will focus on: Industry transparency standards. In 2016 IDLO joined the International Aid Transparency Initiative (IATI). In 2017 we will continue to publicly report program and financial information in line with IATI standards. Impact reporting. Improved reporting tools and impact assessment reports will be important outputs of the PCI in Linking that with communication, we will aim to disseminate information about the impact of IDLO s work, including impact findings and lessons learned through appropriate means such as dissemination of reports, bilateral engagement, workshops with external stakeholders and employee training. Financial transparency. Our 2017 Budget is the first full output-based budget prepared by IDLO. In 2017 we will report on the use of resources 8

10 against these programmatic and organizational outputs and key performance indicators to ensure greater transparency and accountability to our external and internal stakeholders. Reporting on the Strategic Plan. Strategy 2020 has been developed using the Balanced Score Card methodology so that we can better monitor its implementation. Reporting systems will be developed in 2017 to allow us to report on progress of the Strategic Plan in a transparent and inclusive manner. Reporting on the Independent Management Review (IMR). In 2016, we adopted an action plan to implement the recommendations on organizational reforms emanating from the IMR. We will report on its progress to the SC at regular intervals and complete implementation of some aspects in 2017 and the remainder in Should additional funds become available we will prioritize its full implementation in ICT systems. The updating of ICT systems, combined with the PCI and commitment to learning and strengthening communication, will allow us to make significant enhancements on transparency and accountability in the coming years, especially in procurement, financial and human resources reporting. While progress on this issue will depend on how much money is available for investment in ICT in 2017, a key priority in 2017 will be an improved time-keeping system. Website. Our evaluation reports and important policies are now routinely available on IDLO s public website. In 2017 we will continue to expand public access to reports and key documents. 24. External relations and communication. We see communication as cutting across and adding value to our Impact Goals on programs, research and policy advocacy as well as organizational objectives on learning and knowledge management; transparency and accountability; partnership-building and mobilizing political and financial support. Following the recommendations of the IMR, we restructured and are enhancing our capacity to support and coordinate communication and external relations activities. The main focus in 2017 will be on: Communication strategy. IDLO s communication strategy will be reviewed and refreshed in 2017 through an inclusive process to ensure that it reflects the priorities outlined in Strategy 2020, and that communication is properly aligned and channeled to key stakeholders, partners and beneficiaries. Impact storytelling. New tools and systems, with a strong focus on digital, will be developed to improve the sharing of results and impact stories with IDLO s stakeholders. IDLO employees in Field Offices will be provided with tools for timely identification of stories and content production along the various points of the line of attribution. 9

11 Stakeholder engagement. We will seek to strengthen relations with the UN system and civil society organizations and facilitate linkages across different networks and communities, including the legal community, the private sector, policymakers and academia to further build support for the rule of law and development. Building on tools and processes developed in 2016, we will improve internal coordination and collaboration to optimize stakeholder relations across the Organization. Policy advocacy. As explained above (see paragraph 11) the content of our policy advocacy in 2017 will be framed by the 2030 Agenda for Sustainable Development. We will contribute to selected activities at the United Nations, and using our research, analysis and program results, continue to build our profile as a champion of the rule of law and development. Subject to the availability of funds, we will organize events and activities across our various locations, including Rome, The Hague, New York and Geneva, as well as selected Field Offices. 25. Human resources. Under Strategy 2020 IDLO is committed to building an engaged, diverse and field-oriented workforce (see box P3 in Strategy Map, Annex 1). Over the past two years IDLO conducted a comprehensive review of its human resources (HR) policies and procedures. The review was completed in mid-2016 and a process of extensive consultations with employees has begun on a new employment model and revised terms and conditions. The overall objective is to enhance IDLO s attraction as an employer and improve the performance of its people while retaining the flexibility to adjust the workforce and competencies in line with operational needs. The main focus in 2017 will be on: Development and implementation of new Rules and Policies. Following a comprehensive human resources review in 2016, IDLO is drafting new Rules which will be further detailed in a HR Manual. In 2017 we will undertake comprehensive consultations with employees and submit the Rules to the Standing Committee for adoption. A transition plan will be developed and a date identified for the roll out of the new employment model, depending on budgetary considerations. Workforce planning. Funds permitting, IDLO will undertake and complete a global workforce planning exercise including identification of workforce needs and the development of standardized job profiles. Core and contingent positions will be established in accordance with the needs identified and gradually implemented across all offices. Employee development. Programs and learning resources will be developed to improve induction and on-boarding, strengthen people management skills, and promote e-learning and other low cost ways for skills development in line with available funds. Employee engagement. Internal communication and employee engagement will be enhanced through various measures, including by organizational change processes. 10

12 26. Field orientation. The commitment to strengthen field operations cuts across several goals, objectives and major initiatives in Strategy 2020, from program design and delivery to workforce planning and ICT systems. It encompasses changes in organizational culture as well as policies, procedures and systems. As such we envisage it to be a multi-year endeavor. In 2017 the focus will be on: Field Office management. The Field Operations Manual, which will be completed in 2016, will be launched as a tool for clarifying policies and procedures and will support the set-up, operation and closure of field operations speedily and efficiently. Lessons will be drawn from its application with a view to further improvements. Delegation and accountability. A policy on delegation of authority will be developed across the various business processes. As programmatic, financial, procurement and human resources systems are updated and improved, the intention is to delegate appropriate authority from HQs to Field Offices and set up systems for accountability and reporting from the field to HQs. All Field Offices will have full access to financial management systems by the end of 2017, enhancing efficiency, effectiveness and accountability. Employees will be provided with financial training. Risk management. We will continue to seek to reduce legal risks through host country agreements or similar arrangements for all IDLO operations. We will develop Business Continuity Plans for our largest Field Offices and we will reinforce field security through regular security risk assessments and investment in equipment and training of IDLO employees. Participation. We will ensure that the perspective of field-based employees is captured in all major change processes and IDLO s leadership in the field will be encouraged and supported to play a more pro-active role in resource mobilization, representation and partnership-building. 27. ICT improvements. A host of organizational improvements are dependent on the updating of IDLO s ICT systems. It is an important recommendation of the IMR carried out in A number of measures will be taken in They are being spread out over the two-year period for financial reasons. Should more funds become available in 2017, the work will be completed faster. A technical work plan is being developed by the ICT team and improvements will cover finance, procurement and HR systems as well as archives and knowledge management and improvements to internal and external communications, including greater accessibility of information by Field Offices. It should lead to significant gains in efficiency, effectiveness and transparency. 11

13 3. HOW WE WILL GARNER SUPPORT: MEMBERSHIP AND RESOURCE MOBILIZATION 28. Political support. IDLO s growth and visibility over the past strategic cycle has been both cause and consequence of its increased political support, demonstrated through new membership and additional funding. Over the life of the previous Strategic Plan, IDLO increased its membership from 27 to 31 Parties. Further expansion of membership is an important goal of Strategy 2020 and will be pursued actively in Key activities in relation to membership in 2017 will be: Membership expansion and engagement. Several governments, including Sweden, have indicated their interest in IDLO membership and we will work with them to support their early accession to the Establishment Agreement. We will consult with the Standing Committee and other Member Parties and develop a plan of action for membership expansion and to better engage Members and those actively in the process of becoming Members. IDLO will also look at ways to make the meetings of the governing bodies and engagement with Member Parties more effective, efficient and accessible, including through video conferencing facilities. Governance reform. In 2016, IDLO s Standing Committee and Board of Advisers launched an initiative to update the Organization s governing framework in light of its significant growth so as to ensure that the governing structures and processes are best matched to IDLO s needs. This initiative will focus on clarifying responsibilities, strengthening oversight, eliminating overlaps and making processes and structures more responsive and efficient. In 2017, IDLO will provide secretariat support to a steering committee and to the governing bodies to identify areas for reform, develop proposals and consult with Member Parties with the goal of submitting the reform proposals for adoption by the 2017 meeting of the Assembly of Parties. 29. Financial support. While IDLO trebled its revenue in the period , in 2016, it encountered financial difficulties as a result of the decision of the Netherlands not to pay its core contribution. The plan in 2017 is: Revitalize resource mobilization and broaden the donor base. In 2017 IDLO will consult with existing and new donors and define a new Resource Mobilization Plan (RM Plan) for the next four years. The emphasis will be on the quality, predictability and sustainability of funds as well as growth. It will look at a range of ways to broaden the donor base, exploring new and more innovative sources of funding, while strengthening relations with our current donors. As part of the new RM Plan, we will develop a clear value proposition, and strengthen our capacity to implement the new Plan. A donor consultation meeting is being planned in early Donor relations. IDLO will work to consolidate its existing donor base and expand it. We will cultivate our relations with potential donors, 12

14 including with non-traditional donors, foundations and the private sector. Improved donor reporting. Transparency and accountability are key to gaining and retaining donor confidence and we will be taking a number of steps in 2017 to improve communications and reporting (see paragraphs 23 and 24). Partnership building. We will seek to strengthen our strategic partnerships, in particular with the European Bank for Reconstruction and Development (EBRD) and UNDP, as well as seek new partnerships, e.g. with the Rome-based Agencies. 13

15 ANNEX 1. IDLO STRATEGY MAP 14

16 ANNEX Management Plan Outputs (Impact Goals) COUNTRY FOCUS People and groups are empowered to realize their rights Institutions are fair, effective, accessible and accountable. Laws and policies are fair and implemented equitably Rule of Law as a driver of Sustainable Development AMERICAS ASIA Honduras Honduras * Afghanistan Indonesia Mongolia * Myanmar Reducing homicide through access to justice Supporting the National Police Purge Commission Criminal justice sector transition of training program (JTTP) Strengthening justice institutions (AJIS) Access to justice (SAJA) Rule of Law Fund for access to justice Commercial Law Judicial Capacity Development Rule of Law Centers Myanmar Supporting capacity development of justice sector institutions 15

17 EASTERN EUROPE AND CENTRAL ASIA Philippines Philippines * Central Asia region (Kyrgyzstan and Tajikistan) Strengthening the capacity of prosecutors Establishing the National Prosecution Academy Alternative dispute resolution Kyrgyzstan E-justice Kyrgyzstan Judicial integrity and capacity building Kyrgyzstan Montenegro Tajikistan * Tajikistan Strengthening the General Procuracy Judicial capacity building on commercial law Providing access to judicial decisions related to economic cases Bailiff service capacity building MIDDLE EAST AND NORTH AFRICA Ukraine Jordan * Kuwait * Tunisia Supporting criminal justice and public administration Capacity building of legal services to support Syrian refugee women and children Acquainting foreign investors with economic laws Combatting gender-based violence 16

18 SUB- SAHARAN AFRICA Tunisia Tunisia Africa region (Kenya, Tanzania, Uganda) * Kenya Kenya Kenya * Kenya * Liberia Mali Somalia Somalia Somalia * South Sudan South Sudan South Sudan * Strengthening women s participation in the justice sector Judicial capacity building on commercial law HIV-related legal services Strengthening human rights, access to justice and equality Supporting implementation of the Constitution Justice sector reforms Supporting the commercial division of the Judiciary Combatting gender-based violence Strengthening the criminal justice chain Social healing and communitybased reconciliation Enhancing the capacity of the Attorney General s Office Strengthening the Bar Association Strengthening legal education Strengthening judicial capacity Facilitating access to justice 17

19 GLOBAL THEMES Uganda* Americas and MENA region Global Community justice HIV-related legal services Contribution to 2030 Agenda discussions and national strategy development * Projects in the pipeline and/or which are likely to materialize in /ENDS 18