2003 - usaid/ofda

Section
Executive Suniniar?.
I. Inrroducrion
2. Project Background
Table of Contents
5. Overview of Ministry of Justice and Partner Work Units
4. Overall Project Results: Analysis and Discussion
j. Overview of Lanyen' Survey: Key Trends and Patterns
6. Overview of Qualitative Achinmlents Per Task
7. Analysis of Kc Court Automation and Associated Human Resources
Developn~ent Costs
8. Considerations for Future Sector-Based Perfornnnce Improvement
9. Project Bibliography
ANNEXES:
Annex A:
hnes B:
Annes C:
Annex D:
Annex E:
Awes F:
Annes G:
Anne H:
Project Pms Profile
Sunin~ar?. List of Strwn~linedfRrmginared Court Procedures
In-Country Training Report
Orerseas Training Repon
Esamples and Detailed Views of ClRN Receipt and Selected CMA Rcpor~
Court Automation Systems: Flow Charts of Roles and Responsibilities
Summary List of Computer Equipmmt Provided to MOJ for
Auto~nation Activities
Project Bibliography

EXECUTIVE SUMMARY
The Administration of Justice Suppon (AOJS) Projm was designed to promote reform and impmvrmmt in
the civil coun system in Egypt. thus supponing strategic priorities of the hlinist~ of Justice (5101). Tk
Project was directly linked to Special Objective ?I: Egyptian Initiatives in Govern~ne and Panicipation
Slrengthened, one of the key strategic objectives ofthc United States Agency for Intcmational Development
Mission in Egypt (USAIDIEgypl). involving an improved civil legal systcnl in Egypt. AOJS sought to
contribute to the achicvcment of nvo key results: improved efficiency in nro pilot coun systrms. and
improved judges' knowledge and application of Egyptian civil law.
USAIDEgypt awarded the contract for the AOJS Project to America- Mideast Educational and Training
Services. Inc. (AMIDEAST) on March 28. 19%; AMIDEST had two subcontnctors fca~urcd in its
technical proposal: the National Center for State Couns bawd in Williamsbua. Viqini* and Syuemr
Raearth Egypt (SRE) based in Cairo. The Project ActiviIy Completion Date is hlmh 31. 2004. In order
to conduct its planned interventions and achieve its expected mults, the Projm mived tom1 funding of
US. Dollars 18.4 million and Egptian Pounds 2.960.000 (frnm FT-SO0 funds: this amount is cguinlent to
approximately US. Dollars 483.660 at the avenge exchange rate of 6-12 for Deccmbcr 200;) from
USAIDEgypt.
In planning and executing ia various interventions. the Project worked clowly with four pmm uvrk units
within the MOJ: the Nonh Cairn Coun of First Instance ( KC) and thc lsmailia Coun of First lmlum
(ISC) as the two targeted pilot couns. the National Center for Judicial Studies (NCJS). and thc Judicial
Information Ccnter (JIC). A professional pannership with these work units. as well as with mlcvant
USAIDEgypt olfices and other stakeholders. led to positive working relationships and significantly
contributed to the achievement of expected project targets.
AOJS engaged in a numbcr ofspecifically designed and integrated lasks to suppon cspccted mults. Thew
lasks focused on constituency building. institutional development of the NCJS. targeted judicial and waff
training, streamlining and automation ofpilot coun procedum, among others. The Projcct's vork sought to
create the necessary structures, systems and capacity to suppon enhanced proccdum and practices at thc
hvo pilot courts. It also focused on transferring rquisite tools and cxpenise in order for pmnm to bc ablc
to sustain performance irnprovcment results beyond the life ofthe project^
AOJS's work with its parlncrs resulted in a marked impact on case management pnctica. suwairuble rwc-
of-the-an systems and procedures at the two pilot couns. increased administrativc capacities at SCJS.
enhanced insiitutional capacity at the JIC. observable human resource development. inmad l+r).m'
confidence in and salisfaclion with the two pilot couns, and strong constituencies to scppon and sustain
achieved reforms.
Significant impact on case management practices to address the backlog of older
cases
The Project worked closely with the panncr institutions to significanrly impact case processing p rduro
and judicial casc management. A numbcr of administralivc proccdum wrc streamlined anaor
engineered to increase efficiency and elTectiveness.
AOJS made a conccned effon to encourage the no pilot couns to .',.;as on old- cases and to bins those
casa lo closure, thus clearing the couns' backlogged cascs and making it possible for judicial and
administrative cadres to concentnte on expediting neurr cases. The Project's work in th~s area culminated
in 2002. when a marked increase was obscn~d in case processing tin~c. with 15.7 monlhs elapsing hom
casc initiation to disposition. This increase marked a positive trend in both thc NCC and thc ISC. with
judicial and administrative slam usins automated systems to track older cases. bringing lhow to fiml
disposition and clearing the couns' backlog ofoldcr c.xes. This positive trend rcls in Lccpin: \rith priont~cs
voiced by the Minister ofJustice with rezard to clearing the backlo; ofolder cases at Egyptian couns. This
trend conlinued through 2003. with case processing time from initiation to disposblion averaging 17.5

months. If this wend continues bqond the Project. the target cocns should be able to cornpletcl~ clear their
backlog of old cases. thus focusing on expediting case processing with new cases.
AOJS's work with the hvo pilot couns has multed in the development of sustainable case management
systems; both automated and paper-based; streamlined procedures and incrcaxd capacity for these hro
courts to be straregkally positioned for expediting care processing in the future. Au~om~ed caw
management systems institutionalized at both the NCC and ISC consistcnlly provide the rwo pilot couns
with accurate data and repons that have enabled them to focus on the issue of thc backlog of older crses.
bringing many ofthew cases to final disposition. The Projm team is ofrhe opinion that. once the backlog
of older cases is cleared. the two pilot courts will be able to utilize their cnhanced cd manemt +stems
and procedum. and i n c d institutional capacity. to reduce case delay in new cases. Future ~plicuion of
thae enhanced systems and capacities beyond the hvo pilot couns should therefore conmbute to dwing case delay in targeted Couns of Fint Instance in Egypt.
AOJS's work also led lo the development ofthe first National Case Delay Reduction Plan. This Plan ms
developed by three senior-level and I2 mid-level judge who attended a U.S.-bed workshop on caw
managcment and case delay reduction. which took place in February 2002. The Plan provided an
operational framework for Egyptian Couns of First Instance to addms case delay duction in a st~~turcd
and systematic manner. It was presented to the Minister ofJustice for review. and vas subsqumtly adopted
by the Chicrlustices of all Couns of First Instance in Egypt during a ChiefJustica Workshop organized by
the Project in close collaboration with NCJS. This Plan represents a kcy milestone for AOJS. and provides a
framework for the implementation of effective casc detay reduction strategies in and beyond the ~m pilot
couns in the future.
Increased utilization ofaulomated systems to expedite case initiation and processing
Since its inception. AOJS conducted detailed analyses ofthe automation needs of the ruo pilot courts and
designed targeted automation solutions to address those needs. The Projm's work multed in the
development and implementation of a Typing Pool at both K C and ISC to process case judgments and
other documentation electronically.
The Project also worked closely with ia panner work units to design and implmmt an automated Case
Initiation and Receipting Network (CIRN), which it introduced. tested and fine-tuned r che pilot couns lo
contribute to streamlining and expediting casc filing and fee payment processes. The htat version ofthe
ClRN offers a Windows-bed application with comprehensive case fee calculation functions. enhanced
case distribution and panel assignmcnllre-assignment functions. improved user interface and enhanced
internal program design to allow the system to operate with a high degree of efftcicnq. The latest venion
also allows users to gcncratc daily financial and cash receipt rcpons as mll as cawload distribution and
judicial panel assignment reports. thus facilitating the management of the case initiation phase All civil and
commercial cases at the pilot couns are now initiated using the CIRN.
The ClRN has proved to be an cxncmely useful tool to providc increasing levels of transparency and
accountabiliry in the pilot couns. When a new case is filed. the system randomly wlcclr thc judicial panel.
reducing the opponunity for judge shopping by the attorney andlor rent seeking by the coun stan in
addition. any case not randomly assigned appears on a casc management repon rwicvcd by the Chief
Justice. Additional reports highlight potential fraudulent assignments or frquent assignments ofpanicular
anomeys to one panel.
Another key Project achievement in the area of coun automation is the desi~n
and implementation ofthe
Case Management Application (CMA) at the two pilot couns. The ChlA is an Arablzed. Lotus Soles.
Egyptian coun-based integrated computer application with excellent casc. litibant and men1 dam mrding
and management functions. This application was rigorously tcsled and upgnded throughout the life of the
Project. The latea version offen cnhanced features including a new uwr interface. an expanded system
infrastructure, and cnhanced management and reponing capabilities. The lBXl Content Xlanager.'Common
Store application software was added to the systcni for electronic archiving of clowd cases and electronic

imaging and scanning of key case documents. The latest version of the CWA also includes additional enor -
checking components to reduce data entry mistakes and to enhance data reliabdit).. Funhermore. the CblA
produces improved hearing roll repons that are designed for public posting. thus pawng the way for thc
complete elimination of manual hearing rolls. During the last year of Project activity. the Chl~ was funha
enhanced so that closed cases arc now handled by a separate database, thus expediting seuch and data
management in relation to pending cases. Enhancements also included the addition ofa function for cases to
be modified in azregatc. thus paralleling established manual p d u m while ding dvan~age of the
increased processing speed of the automated system.
The CMA also provides new levels of transparency to the casc management proms. Litigants no longer
need to find specific clerks who exclusively hold information about caxs. Information desks arc now
operational during regular business hours. allowing litigants and attorneys to check case slatus. scheduling
and recent activity. Previously. this information was held by clerks \rho were susceptible to rent seeking
opportunities.
AOJS's automation strategy has proved highly successful throu~hout the life of the Pmject. The Projm
adopted a model of working closely with panners, including the pilot couns and the JIC. to dcvclop system
specifications. to oversee sohvare development activities. to test and to fine- tune systems. and to ncatc inhouse
capability for utilizing and sustaining those systems. This model proved highly elTective. In addition.
the Project gradually shifted the responsibility for managing coun automation projects to iw plnm in
order to position these partners for the replication of successful autonation intencn~ions beyond the life of
Le Project. During the last two yean of activily. AOJS worked closely with the JIC on organizational
development. strategic plannins and systems management in ordcr to position this work unit for sustaining
coun automation in the future.
Pilot court procedures reengineered and simplified
AOJS based its work in this area on detailed assessments ofpanner work unit priorities. The Projm's work
focused on establishing streamlined case management procedures. To this end. the Pmject introduced t\m
shifts of case hearings per day at NCC in order to capitalize on existing resources to expedite case
processing. It also introduced reenginccred case file folders to ensure systematic and amcsiblc papa- based
documentation. The Project workd with the t\vo pilot couns to reduce the number of dmininrativc
procedures handled by judges throueh informed delegation. and streamlined the service pmms, among
various other procedural interventions. AOJS also panicipatcd in reenginccring the h'CC uchivins system
for case of access to casc documents. In addition. the Project played an instrumental role in rccnginccring
NCC's and ISC's Front Counters in order to streamline case initiation and fee payment procedures and to
facilitate coun users' access to casc status information.
One of the kcy elements that contributed to the Project's succcrsful work in streamlining dministntive
procedures was its cslablishment of spccialircd implementation committees at the pilot couns to dumpion.
disseminate and monitor the utilization of reenginccred systems. This greatly enhanced panner ownership
and buy-in. and is expected to suppon the sustainability of results achieved by the Project.
AOJS's mrgetcd work in streamlining administrative procedures resulted in an increase in thc sticunlinin;
and eficiency of the filing, service, cxpcn and opinion processes: and a d m in the number of
administrative procedum handled by judges within the constraints of legal requirements qarding a
judge's duties. This was coupled with a marked increase in coun users' satisfaction. as wen in the
significant annual increases accrued in layers' confidence rating regardins coun systcns. procedures and
overall eficicncy.
Enhanced training capability and educational infrastructure at the National Center
for Judicial Studies
NCJS constituted a key panner for the AOJS Project since it offered 3 venue for sustained human mourcc
development with qard to both judicial and coun administrative stalT AOJS therefore worked closely with

NCJS on various institutional development tracks. It enhanced the Center's organizational. management and
administrative capacity by developing an integrated organizational development plan for the Center and
helping it establish a shared hlission statement. The Project also created the Personal Computer Litcnq
Laboratov (PCLL) as a new work unit within NCJS to develop the Censr's capacity for addressing
demand for computer training in the judicial and coun administration sectors.
The Project's work with NCJS also led to the establishment of a Curriculum Ckvclopmn Commincr
within the Center's organizational structure. This Cornmince var established by Ministerial Decm in June
2002, and war charged with streamlining and upgrading all NCJS courses and cunicuk as well as
institutionalizing best practices in judicial counc design and development. Similarly. the Projm's uork
with NCJS led to the development of an Assessment and Evaluation Unit to manap all minine evaluation
and related assessment activities in order to inform the decision- making process at the Center.
AOJS also focused on enhancing NCJS's technical capacity and information systems by providing sateof-
the-an training quipmmt and by introducing automated systems to streamline Center mqemcnt. This
was supponed by targeted training and capacity building programs to create the nemsy cad= for
operating and maintaining the Center's equipment and automated systems. as well as providing mquisitc
technical suppon. The Project worked with Center staff to develop a first- generation website: the URL lor
this website is \nnv.ncis.cov.ee. The website is designed primarily to provide judges. judicial educators.
and coun staff with information about the Center's judicial education programs. evmu and march
facilities. In addition. the Project established an automated archiving system for the Center's Cae Bank.
This system. which features a customized database. is designed to facilitate the NUS judicial educators'
accessing selected Court of Cassation case files that are housed in the Case Bank and d for training
programs and courses in an oremized and cllicicnt manner.
Funhermore, the Project launched various interventions to enhance NCJS's education and mining capacity.
These interventions included the design. implementation and transfer of a scria of training programs in
judicial education, including the New Judges Orientation Workshop. the New Chief Judga Prognm. and
Training of Trainers Program. The Project also made available to NCJS comprehensive training packages
and evaluation instrumerts in order lor the Center to take over the implementation of t he pmgnms. In
addition. AOJS worked on training qualified trainm and facilitators to enable the Center lo delivn training
programs eflectively. and introduced sound training proms administration practices in ordn to enable the
Center to better interface with target audiences. including all Couns of Fint Inrtmcc. to achieve
streamlined and elktive training cwrdination.
Marked human resource development at the hvo pilot courts
AOJS conduclcd detailed training needs assessments in order to offer cfktivc. results-oriented mining to
NCC and ISC that would contribute to achicrine . desired ~erformancc im~rovcmcnt results and druclovin~ . -
the necessary expertise to sustain best practices and reenginurcd systems introduced by the Projm. Fi\t
key training tracks were pursued. as f~llows:
Generic computer training to establish requisite technical skills sets upon uhich sywems-specific
technical training could take place;
Tailored. systems-swific technical training to create cadres capable of operating. administering and
maintaining the automated systenrs introduced by the Project. including the Typins Pool. the ClRN and
the CMA;
Generic management training to support the Project's orpniwtional devclopmcnt and instilutioml
capacir). building activities at the pilot courts as well as NCJS and JIC;
Judicial training and education lo address the needs ofjudges. chiefjudges and ChicfJuwiccs allilialed
with the two pilot courts targeted by the Project. and their pccrs and collcagucs from non-pilot Couns
of First Instance: and
Training of trainers. facilitators. training managers and other training specialists in order to create the
capacity for sustainable human resource developmenr beyond the life of he Project

AOJS's targeted work in training resulted in consistently and significantly eweeding the quantitatire taqcts
established for the Project regarding numbers of judges and coun staff trained. In addition. the training
organized by the Project contributai to developing qualified cadres and human mourm with the n mcsq
bow-how and expertise to implement and sustain the Project's initiatives in coun remginmins.
managemcnt improvement and automation. Finally, the Project's work in judicial trainins and education led
to marked increases in judges' knowledge of Egyptian civil law. measured throu_eh an =-ate 19.5%
improvement between pre- and post-test scom. a mult that cxcecded Project targcu by 4.5 prrrntage
points.
The Project administered a number of training programs directly with project funds. and also in cooperation
with USAIDIE&vpt's Development Training II (DTZ) Project. a centralized training management Pmjm.
Marked improvement in lawyers' confidence in pilot court efficiency
The Project's integrated initiatives w~th different aspects of the couns' wxk. including caw iniliation and
fee payment procedum, case tracking and management systems, various procedural aspms of coun
management and administration, judicial panel management and judges' cxpenix resulted in a significant
increase in coun eficiency that was reflected in the coun users' satisfaction surveys. AOJS conducted an
annual lawyers' survey to measure lawyers' satisfaction with and confidence in pilot court eflicimcy. with
specific reference to NCC. The Project's measurements indicate a marked incrrase of 18 percentage points.
an equivalent of 40% increase in lawyers' overall satisfaction with coun procedures ovn the life of the
Project. The Project funher anlicipater that. as new systems and best practices brcome imtitutionalircd and
more widely used. further increases in coun users' confidence will be observed.
Court Automation Systems Positioned for Sustainability and Replication through
Key Partner Work Units
AOJS waked closely with the JIC to develop rquirements and specifications for aulomation upgrades and
system enhancements. overwe the implementation of enhanced versions of Pmjm introduced automation
systems, and generally manage IT systems dcvclopment projects and activities. This stntew significantly
augmented the involvcmcnl of the Center in systems dcvclopment. and enhanced thc Center's npxity for
replicatins similar software development and for upgrading projects in the futu~.
During the last two years of Project activity. AOJS also focused on enhancing the stntqic planning and
management capability of the JIC. The Center's senior and dcpannient manages. information technolog~
specialists. and administrative staff niembers participated in an extensive multi-module oqniutiod
devclopmcnt trainins program that led lo the review the the 1IC's cuncnt orgmiational stmum for
increased eficiency. In addition. the Project organized a series of strategic planning and development
projects. utilizing a participatory model to enable the JIC to develop requisite stratcgia for sustaining
Project-introduced automated systems in the future.
Finally, the Project assisted with the development of a communication protocol bet\rrcn JIC on one hand
and Courts of First Instance. other MOJ work uniu, and systems development contractors on the other. to
increase coordination and establish JIC as the main point of contan for any automation isus. AOJS also
transferred all application source codcs and requisite licenses lo JIC to assist with future mangcment of
automation. The Project's strategies havi ruccessfully positioned JIC for sustaini-: and replicating coun
automation initiatives in the future.
Systcn~s Docunlentation Trattskrred lo and Approvccl by tlic Ministry of Justice
Throughout the AOJS Project. nenly developed systems for procedural rcmpincrring and automation wcrc
consistently docunicnted to creatc a record of achicvmients md a rcswrcc Tor p~nncs. During the 61131
year of Project activity, the AOJS tcani compiled and completed all s)stems documentaion to prepare for
transfer to the MOJ. Docunientation included the following:

A complete Model Pilot Coun Procedures Reference including organizational and p-
reengineering plans, case flow management mapping. case studies. gap hs. statistical analyses. and a
general framework for sound coun administration operations. The final version of he Model Pilot
Coun Systems Reference is orzanized around five k y components: the Typing Pool Synnn. Case
lnitiation and Receipting Practices, Case Management Practices. the Archiva System. and Ihc Smicc
and Experts Dcparlmenu. Each component includes valuable information on nrrunlinins and
reengineering activities underlaken and lessons learned.
Documentation of the Case lnitiation and Rmipting Netrvorli. including system specifications and
requiremenls. periodic upgrades in later vmions. as well as system design. implcmrnlation.
monitoring and maintenance information.
Documentation of the Case hlanagemenl Application. including system specifcations and
requirements; enhancements made in subsqucnt versions; and system design. implonenlalion.
monitoring and maintenance information.
The above documentation was developed with a view to providing insight and guidance for mplicuion in
the future. The AOJS Projeci submitted its complete systems documentation to the hlOJ during the last
quarter of 2003. The MOJ reviewed and approved all systems documentation submitted by the Projm by
the end of 2003. The AOJS team believes that such documentation will significantly contribute to the
sustainability of Project-introduced systems a1 the pilot couns. and will greatly assist the MOJ with
replicating these systems in other coum.

This Final Repon pments an OV~N~CW of the Administration of Justice Suppon (AOJS) Projm: its
inception, results achieved, key tasks accomplished. as well as lessons learned and rccommmduions for
future initiatives in the fields of administration of justice and rule of law. The rcpon highlights Projm
mulU in quantitative terms. comparing them to the targctr that the Project \xas designed to achieve and
providing analysis and di~ussion of actual accomplishments It then proceeds to p m t key qualitative
achievements per task undertaken by the Project. Each task-related section en& with salient
recommendations to suppon the sustainability of results achieved. In addition. the repon mds with a seaion
presenting overall policy- and implementation-related recommendations that may assist future efforts in this
target smor.
2. PROJECT BA CKCROUND
2.1 Project Genesis
The Administration of Justice Support (AOJS) Project owes its early concept~ulintion to the Egyptian
Judicial Conference that took place in 1956. This conference brought to the fore concerns rparding delays
in case flow management in the Egyptian system. and highlighted the serious implications such delqs had
on the administration of justice and on public confidence in the le~al sysm. This evmt also helped
crystallize the negative impact of weaknessa in the administration ofjustice on the business and cconomic
environment in Elypt. as seen in reduced investors' and businesses' confidence in the legal fnmcuork
within which they were required ta opeate. As a result. the Egyptian Judicid Confcrcncc led to
recommendations for rccngineered systems and practices for the administration orjustice. couplcd with she
Wgeted automation ofcase flow management to support increased efliciency.
Subsequently. the Esyptian Ministry of Justice (MOJ) approached the Unitcd Stata Agmcy for
International Development (USAID) with a rquest for technical assistance in automation aspects within the
court process. Lengthy negotiations ensued and extensive studies were undenakcn in order to assus the
judicial environment and determine local needs and priorities as a basis for designing the AOJS Project.
AOJS thus represented the first project in Egypt that attempted to capitalize on various reform cflbm
already undenvay within the Government of Egypt (GOE) in order to ensure a supportive legal mvironmcnt
for the national and inarnational business community. From the perspective of the MOJ. the AOJS Project
presented an opponunity to bring judicial reform. both procedural and substantive. to the coun system and
tc substantially upgrade the capacity of the system to deal clliciently and effectively with legal disputes.
From USAID's standpoint. the Project brought the judicial component into the actwitia directed towards
the Agency's Mission Strategy Sub~oal of crcaling m enabling cnvironmcnt for susumablc dcmocr%y. In
this way. the AOJS Project provided the foundation for a true, longstandin: panncrrhip uhich rrrpondcd to
the needs and priorities of the stakeholders involved.
2.2 Project Design and Description
The AOJS Project sought to promote reform and improvement in the perrormance ofthc civil court syacm
of Egypt. The Project was relaled to USAID's Mission Goal regarding the enhancement of Egypt3 role as
a model of stability. democracy. free markets and prosperity in thc rqion. and to the Sub-Goal of cmling
an enabling environment for sustainable democracy. Within this stratczic rramet\orh. ;hc ACJS Project was
directly linked to US.AlD's Strategic Framework. with paniculnr reCercncc to Special Objective ?I:
Egyptian Initiatives in Governance and Panicipation Strcngthcncd. involvinn, an inlprovcd civil lepl
system. The Project \was designed to address two specific Intermediate Results. as follow:
Improved efficient?. in IWO pilot coun systems: and
Improued judges' knowled~e and application of Egyptian civil Inw

AOJS was designed to advocate positive change within the judictal system ilxlfand uithin thc surrounding
legal environment in the interest of a more informed. enlightened and positive judici~ and an improved
legal structure providing a more espeditious, orderly and predictable mult. The Project mas expected to
contribute to increasing the efficiency of delivering judicial services, thus funhering the appropriate
application ofthc Rulc of Law.
In order to advance he above goals and objectives. the Project tvar designed mund scvm key ~ 4s. Thc
following table outlines these tasks, and summarizes the overall purpose of each task.
TASK
Establishment of
Project Office
- Constituency
Building
OVERALL PURPOSE PER TASK
This task laid the foundation for Projm administration and management. It sought
to make available professional project prmnixs. featuring wll -planned office
space, ncctssav quipment. mnnettiv ity and internaVexremal infomution system
and communications networks. This msured effmive and efficimt ofisc
operations and supported effective working relationships with putm and
stakeholders. This task was succcsshlly completed during the fin1 yar of Pmjcct
activity.
The main purpose of this task was lo providc a forum for foqing positive uoking
relationships within the IegaL'judicial wctor as a whole. in other nmrds beyond the
immediate partner work units of the Project. It also provided an opponunir?. fo~
creating constituencies bringing togelher law professionals. Ihc business
communitv. relevant international cmcnix and related stakeholders in ordn to
sumon reform initiatives in the adminisfration of iustia.
Strengthening This last focused on institutional qacity building with repad to NCJS. It sought
NCJS march to enhance the Center's operations as well as manqemmt and ldministntivc
rrsources and capacity. and to contribute to institutionalizing k t practices in judicial education.
administrative
capacity
. Judicial and staff
training and research.
This task aimed at offering targeted, needs -based training to p- murk unia in
training order to dsvclop human resources. enhance in-house capacity Md erpmiw. and
suppon rccngineered systems and programma:ic solutions introduced b:. the
Proicct. It souzht lo establish and tnnsfer comprchensi\.e tninino solutions that
. Automation and
couid be sustained by A0JS.s partners beyond th; life of~he ~rojeci.
This task sought to introduce simplified and recnpinecred administrative coun
streamlining of procedures where appropriate. thus streamlining and espcditing caw flow
pilot court mana:ement. It also introduced automated systems that \rre spcci6cally designed
procedures to suppon improved case mana$cmcnt. expcdilc processins and access lo
information, support informed decision-making. and ultimately contribute to the
reduction ofcaw delav.
; . Home-based
personal
computers for
judges
The key purpose of this tsk \\as to mate available 10 wlffted members of thc
Egyptian judiciary the nmswry quipnunl and resources. IS vrll as skills and
crpenisc. for :hem to conduct legal research ellectivcly and cflicimily. In
addition. target judges would be able 10 usc the tcchnolopy available to them to
process case judgments. thus strcarnlining thc process of prrparing and issuing
judgnients. and submittinp these judpmcn!~ ready for integration into relevant I
databases. The Project achieved its targets u ndcr this task by thc a d of Ycar j. ,

Adninirmrien or Justirc Support Projrrt
rind Rrpon
I TASK OVERALL PURPOSE PERTISK 1
This task focused on [he esrablishn~ent of a Regulator?. Reform Task Fom and
associated national forums lo advise the MOJ on pending legal issues in mrd of
legislative reform. The MOI determined that this task uas redundant simc thc
mechanisms necessaq for addressing such issues were already in rxiaence. The
MOJ decided that the establishment of a new Task Force uuuld duplicate existing
effons and dd an unnecasap workload to already stmched human rrrourm.
Accordingly, all panics agreed that this task would bc eliminated h m the
Project's scope.
AOJS capitalized on the existing coun structure and the surrounding justice enrimnmcnt. both of u+ieh
offered a number of enabling factors to suppon the work of the Project. These positive facton included a
long history of judicial independence. a high degree of molivation for impmvement uhich existed and
continues to exist within the MOJ itself, various initiatives that were already in place a d that conlributed to
positive change, and a growing awareness among the larger body of judga nationwide of thc nccd for
significant judicial system reform. It is belicvcd that these factors, among others. contributed to a rcccptive
environment for the achievement of Projcct goals and objectives.
2.3 Project Approach and Organization
T~IC AOJS Project selected a team-based approach in the execution of its work in order to maximize
professional communication. collaborative work niodels, transfer of erpenisc and cross -cultural cnrichmcnt
of experience in the target sector.
Each Projm team was organized around the core concept of open communication knrccn team ncmbcn
consisting of both American expatriate and Egyptian espens in related fields on the one hand. and their
counterpans within the Egyptian coun systcm on the other. The thm key Project teams were funct~onally
structured as follows:
The Coun Adminislration Team, uhich was made up of a highly qualified Amnican erpatrialc with
extensive experience in coun nlanagcmenl. coupled with an Eeptian layer \rho ir a mcmbcr of lhc
Lawyers Syndicate and an experienced litigation specialist.
The Coun Automation Team, including an American coun managcmenu'systcms expcn 410 is highly
experienced in coun-related automa!ion projects in a variety of coun sening. and two Ezvptian au:omation
expens who consulted on a variety of special problems in exponing coun-related technology to the
Egyptian system.
The Judicial Education Team. composed ofan experienced American judicaal education expm. tamed uith
an Egyptian training professional with a hish degree of experience in dealing uith GO5 insli:urions and
USAID requirements.
Finally. the teams were under the overall direction of the Chicf of Panv. who has catensivc cspericnce in
project management and judicial education issues. The Chicf of Pany was assisted by an E m
Mana~cmcnt Exoen who focused on areas related to policy and implcnentation.
Project teams -zorked directly with similar reams of Egyptian coun expens. including design3:ed judicial
and non-judicial members of the XtOJ. the Pilot Coum. XCJS, and JIC. It is bclievcd that the ccmbination
of various expen fields of endeavor and the concentratton on a cross-cultural approxh has pro\idcd an
environrnect in which sug~estcd improvcn~ent could flourish and continue on a sus:ainablc bask

3. OVERVIEWOFIV~INISTRYOFJUSTICEANDPARTNER
WORK UiVfTS
The objectives and tqeu underlying the AOJS Project nccessilated that it work closely with a number of
partner to& units within the MOJ. These included tu~o pilot couns representing the Ecptian Couns of
First Instance. namely the Nonh Cairo Coun (NCC) and the Ismailia Coun (ISC). the Kational Cmrcr for
Judicial Studies (NCJS) and the Judicial Information Center (JIC). The folloxring sections of this rrpon
briefly present the key functions of each of the above panner work units. and the npxity in which thq
collabonted with the Pmjcct.
3.1 The Pilot Courts
The Egyptian judicial system features a hierarchical coun structure. The highest levcl in this ~nr(ure is the
Coun of Cassation, equivalent to the US. Supreme Court. Equal in level is the Supm Constitutiorwl
Coun. responsible for resolving issues regarding the constitutionality of any law One step down in thc
hierarchy are ei;ht Coum of Appeals. Below this level is the trial coun level. repmmted in E=-pt by 212
Couns of First Instance. Below thee courts is another layer of what is know as Panial Covnr ( 24 coum
in total). which have jurisdiction over small claims and minor misdemeanors.
The NCC and ISC. as pilot couns working with the Project and representing the Couru of First Instance.
have jurisdiction to hear the following types of disputes:
Bankruptcy cases
Tax cases
. Signature cases (in which signatures on oflicial documents arc verified and authcniicated by the court)
Commercial. labor and civil cases with disputes over LE 10.000
. Appealed commercial, labor and civil cases with disputes below LE 10.000 (appealed 'om Panial
Couns)
Family/domcstic cases (beyond the scope of the Project)
Criminal cases (beyond the scopc ofthe Projcct)
Within each Coun of First Instance. thc Chief Justice repents the highest dccision- makin; and leadership
level. The Chief Justice thus provid:s executive direction and administrative oversnght
Cases arc heard by three-judge panels consisting ofthe following members (in order ofseniority):
ChiefJudy
Right-hand Judge
Left-hand Judp
Panels hear cases three days pcr week. At the SCC. each hearing deals nith one case lypc or sub-9-pc due
to the large number of cases rcvic\rcd per day. This is difkrent from the ISC. -here hexing5 can include
more that one sub-fype or Npe of case. Judges priniarily rrork at home on studying cases. conducting Iqal
research and preparing judgn~ents. J~rdges rotate in and out of couns on an annua: basis. Occasionally.
however. exceptions are made so that a judge can say at thc samc court for up to roar year%

Each coun is organized around IS Clerk Units headed by a Senior Clerk and sub divided into a numbcr of
circuit clerks. These IS units include the following: the Civil Unit. the Commercial Unit. the Taws Unit. the
Claims Unit, the Deposits Unit. the Archives Depanment. the Copies Unit. the Corrupondm'Nail
Department. the Follow-up Unit. the Orders Section. the Investigations Unit. the Statisiics Drpanmcnt. the
Accounting Department. the Collection Unit. The Pemnnel Depanment. the Compensation Depmmcnt,
the Typing Pool, and finally the Ccun's Experrs Omce which reviews the work and outgoing'incoming case
files with the independent Expens' Depanment.
Each coun includes auxiliar); work units that directly affect case processing. These auxiliary units includc
the following:
The Experts Depanment (externaVindependent). to which cases are referred for expm opinion (for
example in cases requiring engineering. financial or agicullural input). The Expms Dcpanmcnl
reviews referred cascs, then preparcs requisite repons on the basis of which judges can formulate their
final opinion.
The Depanment of Forensic Medicine. including sub-units responsible for conducting autopsies or
studying forgery.
The Service Depanment. including one work unit responsible for writs of summons. and one for
overseeing the execution of coun sentences or judgments.
The two pilot couns sclected to work with the AOJS Project as key panners coll~bonled in determining
and piloting reengineered coun adniinistrative procedums. as wll as in shaping. testmg and implementing
the Project's pioneer coun automation systems. Initially. the Project planned to work first with thc ISC as a
medium-size coun where systems could bc laled and adjusted cficicntly in the context of thc coun's
manageable wokload. with those systems later to be expanded and replicated at the XCC. Howrcr. bared
on direction from the MOJ, AOJS was requested to tackle the NCC first. a decision that necessitated major
adjustments in the Project's stratesy and that had serious implications regarding the wopc of a h
intervention and the phased approach favored by the Project.
3.2 The National Center for Judicial Studies (SCJS)
NCJS is responsible for dai~ning and implementing all training and continuing education pmgnms for the
Egptian judiciary as wel as for selected coun administntion staff. In addition, the Cmter offm trainin:
and continuing education programs to panicipantr from other Arab countries. SCJS managcmcnt is
lherefore keen to enhance and standardize the Ccntcr's spcms and instructional practices in order to
constitute a model judicial training center in the region.
NCJS is headed by the Assistant lo the Minister of Junicc for XCJS Amairs. \rho is responsible fur
directing the Center and overseeing all academic. administrative and technical affairs. He also propox5
policies and programs that suppon the Ccnter's strate=. and supcnises the csecution of all training
programs and courses. He works closely with the NCJS Board of Dirtclors. \\hich is mponsiblc ior
determining the general strategy and policy of the Center. approvinp proposcd prognms and pnctiscs;
establishing selection criteria: reviewing and approving plans and programs of training. study or rtuarch:
and approving the selection of faculty and technical supervisors.
The Assistant to the Minister of Justice for SCJS Afiirs is aided in his uork by thc NCJS SorrtI2~
General, who is charzed with supen4sing the mar.apemcn! of the Ccnter's Gcncnl Secretariat and Pubiic
Relations Depanment. The Secretary General is also responsible for proposing strategies and intmenriocs
for achieving performance in,prove:ncnr and development in the \\oil. units hc supen-irer.

NCJS's organizational structure includes the following depanments and work units:
The Technical Burclu
The Registrar
The Student Affairs Depanment
The Public Relations Department
The Technical Services Depanment
The Site Affairs Depanment
The Center Library
The Translation Depanment
The Printing, Publishing and Duplicating Department
The Microfilm Depanment
The Center Case Bank
The Judicial Museum
The Center Comptroller
The Archives Deparlment
The Discipline Department
The Assessment and Evaluation Unit
Details regarding the functions and mks of cxh of the above work units can bc obtained from thc NCJS
website (\r~r.rv.ncis.~ov.cq), which the Project assisted in developing.
In addition lo the above work units. AOJS worked closely with KCJS to cmte the Pc~nal Computa
Literacy Laboratory (PCLL), which is now mponsiblc for identifying. planning. developing and
implementing all compulcr training for judicial and administrative stam membcrs of the PIOJ. The PCLL
includes three fully quipped computer training rooms. and possesses state-of-thc-an training quipmcnt.
programs and software to suppon ia imponant function at NCJS.
Funhermore, the h4OJ issued a dccree in June 1001 to establish a Curriculum Dcvclopmmt Commillcc at
NCJS. The AOJS Projcct team worked closely with the Assistant to the Minister ofJustice for NCJS Afiifs
to establish this Committee as pan of its ongoing capacity building initiatives. The 17-member Commincc
is comprised of selected NCJS managemen1 stafl members. scnior-level judges and judicial educators. a
forensics cxpen for the 'IOJ, and a legal scholar from thc unwersity community. As pan or its mandacc. thc
Cuniculum Development Committee is charged with developing and revising all cunicula for the judicial
education programs implemenred by XCJS.
Another wort unit that was integntcd within NCJS's organizational structvrc as a result of Project xli\it>-
is the Assessnlcnt and Evaluation Unit. This ncwly established work unit is responsible for monitoring and
evaluating the results of training programs. AOJS's eflons with rqard to this mark unit mulled in the
developn~ent of eKcctivc traming evaluation systems and procedures. as well as buildin: thc cxpeniw of
work unit staff to manage and implement sound assessment and evaluation practiccs.
AOJS's work with SCJS generally focused on building institutional capacity and in-house expcnise for best
practices in judicial education and training. This included carefull) planned intcn-cntions to suppon the
organizational development of the Center; enhance its management. technical. and training clp~cit): and
expand its trainin: ponfolio to include cfTectiuc. nccds-based proSranls that coctnbute to obsm-ahlc
performance development.
Given the significant role that NCJS plays in the field orjudicial education in E:)pt and the rqion. the
hlOJ is now planning lo conven the Center into a comprehensive Judicial Education .Academy. Premises

have been identified for this purpose, and extensive planning cffons are undenvay to suppon the
establishment of the Academy. This constitutes a window of opponunin. for future ~ntewmtions to instill
effective strategies and best practices in judicial education at this new institution.
3.3 The Judicial Information Center (JIC)
JIC was founded in 1990 to shoulder the responsibility of developing, installing, orcrwcing and sustaining
automation activities in work units affiliated with the MOJ to contribute to improving the adminisvation of
justice in Egpt. A primary task for JIC is to develop automation applications for the hfOJ's Coun of
Cassalion and 8 Courts of Appeal. JIC also assists the Prosecutors' Office with its automation activities.
In addition. JIC is responsible for providing lqal w c h capabilities and tools for the Egyptian judiciary.
As such, it is charged with building electronic databases and CDROXI tools ri~h the judgments of the
Egyptian Coun of Cassation and other courts in order to suppon judges' legal research &~ivities.
One main function ofthc JIC is to provide hardware maintenance and technical suppon to hlOJ wok units.
This requires extensive technical stalling and capabilities which the JIC has limited access to. In addition.
the JIC represents the central location for all couns to proms and access their requcYs for automation and
technology related supplies.
The JIC has a managcmcnt structure featuring two directors. Traditionally. one of thcx managers was a
Judicial Counselor and the other was a non-judicial Technical Manager. The most recent model had JIC
managed by an Assistant to the Minister for JIC Affairr along with a Counwlor. both of whom
demonstrated a keen interest in supponing and furthering automation solutions to improve the
administration ofjustice nationwide.
By the end of the AOJS Project. JIC had 64 staffmembers in addition to the two Dimor(s). Of lhew. 47
are technical staff members while 1; are administrative stam These numbers reprcxnt a significant increase
in staffing since the inception ofJIC, evidence of increased awareness in Egypt rqarding the importance of
technology as a suppon 1001 for achievin!: performance improvement in the workpla;~. It is wonh noting
that a re-organization plan has been approved for the JIC to transform its flat organiurional structure into a
hierarchical operation consisting of four technical depanments: the Analysis and Programming Depanmcnt.
the Operations Depanment. the Technical Suppon Depanment and the Research and Quality Asrunnct
Depannient. These technical dcpannients are serviced by a number of administrative unitz. JIC has ukcn
initial steps to reorganize itself in lh~s manner.
At the early stages of AOJS's work. the Project was rquested to collaborate in a limited capacity with JIC.
However, as the Project's work developed. particularly in the area of coun automation. the issue of
sustainability came to the fore. Thcrc was an immediate need to transfer expcniw for sustainin2 automation
solutions developed by the Project to a suitable panner work unit within thc XIOJ. As a mull. AOJS smcd
to focus more closely on JIC. working collaborativcly with the Center to enhance its capability for
suslaining and replicating the automated systems introduced by the Project.
Funhermore, AOJS designed specialized training programs lo improve JIC's institutional capacity. To thal
end. strategic and general management training programs facilitated the introduction and implomnlation of
organizational change. For erianiple, the previous flat organizationd structure \\-as rcvienrd and studied.
and a more modem hierarchal structure has been proposed to improve intcrdcpanmcnwl communication
and project management.

4. OVERALL PROJECT RESULTS: ANAL YSIS AND DISCUSSIOA'
This section ofthe repon presents key Projrct results. measured thmugh established quantitative indicators.
The section stans with an overall Performance Data Table. lollowd by a brrddor*n of quantitative
measum and indicators, observed trends and patterns where relevant. analysis of mulls in terms of
causative factors. and justification of both positive and negative outlying data.
For certain indicators. the Final Performance Dam Table repons a new baselinc lor 1995 that is different
from the baseline that was established in 15'97. Establishins the first baseline involved measuring sprcific
time intervals through a methodology that looked only at cases ji& during a specific lime span: this
methodology did not follow generally-accepted case management statistical practices. In 1991. l c Projm
changed the methodology for this measurement to include only data fmm cases that \rae c- during the
reporting year. All subsequent annual results utilized the new methodology. Baselines and planned results
developd with one methodology should not be compared to actual results bawd on the utilization of a
different methodoloa. While the Project reponed on this chaqed methodology in the Annual Progms
Repon for 1993. new baselines and corresponding planned results were not established.
No mults were originally planned in 1997 for CY 2001 and CY 7003 because thcx additional tuo years of
technical assistance were not envisioned when the Performance Data Table \*as establishcd. Thcrcfore. as
the Project was extended. the planned results for 2002 and ZOO; were based on actual progress made by the
Project in its various activity areas. and associated trends.
The majority ofthe results are unaffected by this chan~c in baselines. Only those Units ofh4c~ure that are
based on the two different data collection methodologies have ken changed in the Final Paformancc bla Table. Where required. the Perlormancc Data Table indicates the new baseline established in 1998 as
(NB). All other baselines retain the original designation of (8).
Also. the Findings and Conclusions section in this repopon uses the correct bascline. enher (B) or (NB). as a
basis for discussing mults. Since the ZOO? and ZOO; planned results were based on actual mult lmds.
relcrences to planned versus actual results repment valid comparisons lor these final tuv years.
Finally. data for ZOO; is presented in the form of totals or aggqates where releranl in thc Palcnnance
Data Table and subsequent sections.

Final Performance Data Table
EGYPT PERFORMANCE DATA TABLE Approved: November, 1997
SPECIAL OBJECTIVE C: IMPROVED CIVIL LEGAL SYSTEM
Indicator: Documented pilot court system tested and accepted for replication by Ministry of Justice
Unit of Measure: MOJ acceptance wlth minor modiicabons
Source: MOJ record.
Comments: One-time End of Project measure
Unit of Measure: % increase in lawyer confidence in court efficiencv
Source: Annual survey of civil lawyers practicing in Pilot
Courts.
Comments: Baseline determined by Jan. 1998 survey.
hnual surveys to be conducted thereafter
' (0) indicates initial baseline study result
Result No. C.l: Improved Efficiency of Two Pilot Court Systems
Indicator: Reduction in case processing time
-
Year 1 Planned 1 Actual I
Unit of Measure 1: Average number of months from case filing to final Year I Planned ) Actual
decision for all civil cases 1997 1 NlA / 22.4
Source: Independent verification of pilot coun records by
AOJS staff.
Comments: Data used is extrapolated from the average times
between individual events
'NB ind~cates new baselme- see page 14 for detalled explanat~on 2003 1 15.0 1 17.5
I

Final Performance Data Table
Source: lndependent verification of pilot court records by AOJS
Comments: Data used is extapolated from the average times
behveen individual events
. . ..> :. ..; .. .< -. . . .
'

Adminblntiom of Jucitr Support Projtrt
Final Rcpon
Final Perfnrmance Data Table
....... ,~
Unit of Measure 2:.:~a~sco&umedin
: ; . - - . ............
filing to ~ acknowledgement
. . . .
-% of . 2 service..
~. . , ... ~
.
... __ ~.
service pk.from - ..: . Planned Actual
, . .
.: : . : ; ... !.~., ;~ : : . ; NIA 21.0
Source: Independent verification of pilot court r~ords by 1998 (NB) 20 18.7
AOJS staff. I999 118 1 17.5 I
Comments: Data is extrapolated from average time
between individual events
.......
........ .z.:; ,*

Final Performance Data Table
Source: Project records.
Comments: Numbers represent the actual number of procedures
simplified per year.
Source: Proiect records.
Zornrnents: Project activities for this unit of measure
mnpleted in 2001.
Source: Project records
Total . . 1 .
lg>r 1
29.4%
*I Planned Actual
C y e d 1
1
1
1
6 ... .. I
Actual

Final Performance Data Table
. . # .

Final Performance Data Table
-
Unit . .. of
. .. . .
per case- - 'j
. .
. .
- Measure 7: Number of Court hearingiconducted
Source: Project records
Comments: Relates to total number of hearings in court
during life of the case
Unit bf ~easuie 8 : Average number of conti?uances granted .
per case . . . . .
. . . . . .
; - *-.
- . . . .;
Source: Project records
Comments: Relates to the number of times court activity
postponed by Court.
Unit of Measure 9: No. of administrative duties assianed to iudaes.
Source: Project records
Comments: Wth the goal of reducing those assiged duties.
1998 (NB)
1999
1997
Year 1
Planned Actual
NIA
1 9.4
1998 (NB) 1 8 1 6.1
2003 6 6.5 .
Year 1 Planned ) Actual

Admisirtmr.on olJudre Suppart Project AZIIDLN
Find Rcpon IL3IIJ
Final Performance Data Table
- ........ f :. . .-- - .......
Indicator: Increase in use of court automation systems to process new and pending cases
~nii of Measure 1: Number of p&$rii &s& &kJ each j;ear in Year Planned Actual
. . .. -5%- i-,.w ., .I-* ;, - ... .-I --....
*i-i -. - 5 4- , . , , . . .. - '.- ......... ."
.,; - . ., .d>s~:*,. .< :L.*.
....
....
, : .... ::. .....
the & system (p&inG cases) . ; ...! ? ......... . " :. -. ': . 4. . . 2000 -
. . ,~ 3,058
Source: CMA system statistics 2001 - 55.063
Comments: New unit of measure 2002 - 89.275
2003 I - 82.632
Unit of M&";e 2 umber of lE!yye% li~-~"-CMAdatab_a~,;.l: . . 1 2000 -
............
1.718
Source: CMA svstem statistics 1 2001 - 1 16.312
Comments: New unit of measure
- ..:..,
unit
~ . ~ &~6%1r&3
. ~. . . . . . : umber-of .......... l i k t parti&listd in C@ datab+e
.............:.... f ,; ~'.:-. . .
. ,- ."
. . . -
. . ~ . : ~ < ? c ;-~;>;:~?; ........ ;- --
Source: CMA svstem statistics
Comments: New unit of measure
... ..

Final Performance Data Table
.-*' : . -. " ...... ' .
U$ of Measure 2: Number of judges trained each year on
._'/I-. * - .,, *...
.
... -~-.*---: %.~ ... : ,... ~

Final Performance Data Table
Indicator: Increase in number of judges' home PCs installed.
. . 6 . . - . . 2. , . , . . ..
..; ....:
Unit of Measure I: liiuease in numberof j"dge;' hke is. .... ..: .... :.
. -3-L. . .-;;.-.:r. .. .... *... ... .... ;,Lf :; +;: . ,:. ... . . . ...
, . . .'..:?'
.
....
....
. a
PCs installed .i: ":- , . *'
Source: Project records
' :. ..:; , . . .
Comments: Project activities for this unit of measure
completed in 1999.
2002
2003
Year I Planned 1 Actual
Total 75 . .
Result No. C.1.2: lncreased Access to Legal Information in Two Pilot Court Systems
Indicator: Increased percentage of judges and court staff with access to legal system.
. . .. .........-.......... ....... -:,:.. ... .
1: ~omber-f ... j*ges - and cou

Final Performance Data Table
Result No. C.2: Judges MOR Knowledgeable of Egyptian Civil Law 1
Indicator: Average percentage increase between preand postcourse scores
unit of
.- - ~
. . . . ,,. ~
I: Ann -differen& in p&nd post-test Year Planned Actual
.. ~easure
. :.,;-.
. . . . ,.
2 .-:. > . . ....
:>2+?L. ~..~- '
. . ... : ..
scores. , ,I..- .. . 1997(B) 1 NIA
Source: NCJS Records
Comments: NOTE: The nature of pre and post-testing (participants
and
programs change yearly) is such that each year is a stand-alone,
ZERO- based item. Accordingly, the data herein is per annum only
Overall average of all testing is shown.
Average 15% - 19.5%
Result No. C.2.1 Enhanced Educational Infrastructure at NCJS I
Indicator: Increased number of educational mission-related administrative systems I
.-. - .. - . :.~
Unit of Measure 1: umber of standard forms added ?
Source: Project records
Comments: Project activities for this unit of measure
completed in 2001
Unit of Measure 2: Number of automated systems added
Source: Project records
.-
Zomments: Project activities for this unit of measure
:ompleted in 1998.
n Year 7. the Project created a website for the Center including
m owline system of course registration within the site. The Project
also automated the NCJS case bank in year 7.
-
- -
Year 1 Planned 1 Actual I
Year Planned ( Actual
-2003 2 12
Total 4 4 .

Final Performance Data Table
~.... .
Unit , of . #&&e3: . ~umbe; .. , of ~olic~slprocedur~s added . . -
to the NCJS ; .:>= .. .; - ~
Source: Project records
Comments:
Unit of ~&sur&
,.
. ., . .
: ..
4: Number of manuals developed .' .. : ; - -
~~ ~~~
Year Planned Actual
1997(8) 1 N'A 0
Source: Project records 1998 '1 4
Comments: 1 1999 1 10
Indicator: Increased Number of trained faculty members
Jnit of ~easure 1: Number ofjudges trained
Total I( 35 1 29
Year I Planned Actual
/ 1997(8) 1 NJA 0
2000 1 1
) Planned [ Actual
1199718) /NIA 10 I
Source: Project records 1998 1 20 i 57
2omrnents: Actlv~ty completed in 2002 1999 40 38
2000 / 40 / 23
I

Final Performance Data Table
Unit bf Measure.2: Number of case managers
Source: Project records
Comments: Indicator eliminated
~ . ~
Unit of Measure3: Number of &;judge orientation faculty trained
Source: Project records
Comments: Project activitjes for this unit of measure
completed in 2001.
NCJS has taken over this program component.
Unit of Measure 4: Number of Mentor Judges
Source: Project records
Comments: Indicator Eliminated
Year I Planned I Actual
Total 1 35
Year I Planned ( Actual
Total 120 I 102
Year / Planned / Actual
1997(8) ' N'A 1 0
10

Final Performance Data Table
Result No. C.2.2 Enhanced Curriculum at NCJS
Indicator: Increased number of new courses implemented
Unit of Measure 1: Number of civil law courses I Year Planned Actual
( 1997(8) 1 NIA
Source: Project records 1 1998 17
Comments: Activity completed in 2002. Anew course was
developed in 2003.
2003 - i 1
Total 14 22
Unit of Measure . .~ 2: Number of administrative management Year Planned , Actual
:ourses ':. . .
. .
. . 1997(8) NIA 0
Source: Proiect records 1998 9
Unit of Measure 3: Number of staff courses
Source: Project records
Comments:
2003 4 1
Total 23 23
Year Planned Actual
1 Total 18 14
I

Final Performance Data Table
Unit of Measure 4: Number of computer courses Year Planned I Actual
1997(8) NlA 1 0
Source: Project records 1998 5 5
Comments: 1 1999 17 I 10 1
Indicator: Increased hmber of Evaluation Instruments
Unit of Measure 2: Number of facultyrelated instruments
Source: Project records
Comments: Activity completed in 2002
Total 28 1 28 I
- --
Total 119 1

I Final Performance Data Table
I
. ~
Unit of .. Measure 3: . ~urnbar ., of . participantrelated . Year / Planned I Actual
inst&ments . . .. . . 1997(8) ( NIA [ O
Source: Project records 1 1998 2 13
Comments: 1999 12 I2
I Total 27
Unit of Measure 4: Number of overall program instntments Year Planned Actual
1997(8) NIA 0
Source: Proiect records 1 1998 2 2
Comments:
Total 15 !29

4.2 Findings and Conclusions:
1.2.1 Special Objective C: Improwd Civil Legal Systenl
Indicator: Documented pilot court system tested and accepted for
replication by the Egyptian Ministry of Justice.
( Unit ol Nltasurc: MOJ acceptance with minor modifications
2003: This is a onc-time. end of project measurement. Documentation of all systems and
enhancements was completed at the end oF100;.
Given the extension of the Project to March 2 1. 1004. a11 pilot coun systems that have been introduced b)-
the Project. tested and accepted by the Mnistry of Justice (MOJ) were documented and submitted b,- the
end ofZOO3.
The following documentation bras submitted by the Project and accepted by the h1OJ:
Pilot Court Model Adrninistntive Systents
ClRN Systems Documentation (including. all enhancements)
ChlA Systems Documentation (including. all enhancements)
All systems documentation wvas accepted by the MOJ by the end 011003.
--
Indicator: Measurable improvement in lawyers' confidence in pilot
court efficiency
hlcthodo!ogy: Each November. AOJS conducted an on -site survey of la\r?ers at the Fonh Cairo Coun of
First Instance to asscss the impact on 'end-users- of Prujcct impmvements made lo administntive and case
disposition procedures. and on the work environment in the pilot couns. The survq also elicited lanycrr'
suzestions to improve the performance ofthe coun system with regrd to civil and commcrci~l cawr.
The survey was designed to assure that:
all respondents have been involved in civillcommcrcial cases
they have at least one year ofe~perience in dealing with thc pilot couns
The data collector was recruited in 1997 from among. the recent graduates or Cairn Universily. Faculty of
Law. to meet two criteria: lintly. to havc a legal background to allow unhindered communication with
layers. and secondly, to have no previous cxpcrience with the coun systcn in Eg>-pt. thus a\,oiding an:
possible bias.
Due to the nature of the survey and the tqet audience of lauyen. the project found it challenging. to
independcn~ly verify the results of the survey because most of the layen ucre hesitan1 to put rcliablc
contact infonna:ion on the survey Ibrm. One of th~. mail1 reasons for this hcs~tation is rclatcd :o thc tension
and distrust that exists between judses and Ia\\?crs in the Couns of First Instance. Also. many of the
laqers wanted to reniain anonymous regarding their feedbad. cspcciall? if thc comments thcy ncrt
providing were to be perceived as criticizing he couns In addition. by h~vinp an E_ryplian lawyer conduit
the survey. the project wanted to niinimizc the opponunity for the hqen to vie\* this data collection as
anything. other than its intended purpose: to assess the la\rycrs' con6dcn;e ~n. and satisfaction nith. thc
pilot coun efficiency.

The Project3 final annual lauyen' surve? \\-as conduzted in So\-ember 200;. The following summai,
results thus compare baseline data gathered in 1997 with the overall sarisfaaion rating achieved by ihc
Project by the end of700;.
( Unit ofRlc;lsurc: Percent increase in latryer confideme in pilot coun efficiency I
I Bascline (actual for 1997): 45% I
--
I Number planned for 2003: 6 F I Sumbernchicvcd in 2003: 63% I
Discussion of result: The above data indicates a marked cumulative increase of IS percentage points obcr
the life of the Project, in other words, a 40% increasc in layer satisfaction with. and confidence in. pilot
coun efficiency.
A review ofthe annual satisfaction rating in the dctailcd Performance Data Tablc on Page I2 oflhis repon
reveals a peak increase in lawyer satisfaction during the third and fomh years of Project activity. rrith an
overall satisfaction rating of 61%. This peak coincided with the introduction of no+ renzinmcd and
streamlined coun administrative procedures. as seen in the introduction of stmmlincd procedum in all
experimental panels. the reengineering of Front Counter design and operations at the KCC. the initiation of
automated case initiation operations. and the introduction of registered mail notification to gradually replace
the function of process servers from the Court Service Dcpanment.
This peak was followed by a decrease in satisfaction (down to 56% in 1001). trigcrcd by some coun
manaxemen1 decisions that negatively impacted the implemmtation of nc\\ly streamlined proccdum. For
example, the NCC's decision lo continue using process servers in addition to registered mail notificalions
was perceived by lawyers as a duplication of cffons that actually delayed caw processing as opposcd to
expediting it as initially intended. Also. lawyers were dissatisfied with the dual shin introduced in coun
hearings. although in principle they suppcned this mechanism. due to the erdinas of some judicial panels
and judges in starting hearings. a hct which caused overlap rrith other hearings and rcsulted in confusion.
AOJS noted lanyers' reactions and recon~mendations in formulatin; the Project's strategies to overcome
shortcomings and increase court cffciency. The Project worked \,cry closely with the XCC lo msurc lh31
key administrative procedures. disposition processes. and physical improvements in the coun buildin~s
were conducive to smooth and problem-free coun operations. The Project bclicva that this cffon mwllcd
in an overall increasc in the percentage of lawycrs' satisfactiot~ with and :onfidcncc in pilot coun
efliciency. as is attested to by the overall satisfaction rating derived from the Coun Uscr's Sllisfaelion
Survey for 2007.
In 2003, this overall satisfaction rating reached a new peak of6350. exceeding the targeted rating for the
linal year of Project activiy, which \*as set at 62%. This result agin ;Ittests to the impact ofthc Projcci's
wort at the NCC. as a key pilot coun and panncr throu~hout the AOJS Project. in relation to coun urn- perceptions of increased efficiency and improved operations. \\'hen looking at the final t\vo yeam of
results. steady increase was measured. The early increases (years two thou~h four) \\*re mostly mult of
structural changes and improvements to the workflow and efficiency of process. The final two yzu~ of
increases can be attributed to havin; syltems in place that help attorne)s and litigants yin acccss lo
information and provide neutral selection of the judicial panel. as well ai having more xtiw judicial
involvement in the case management process.
A detailed analysis of trends and patiems in Inyen' satisbction with and confidence in coun cfticicnsy is
provided in Section 5 of this repc;i

Adminirmcion riJustict Support Projcrc
Find Rrporl
1.2.1.1 Result Number C.l: Improved eficicncy of hvo ptlot court systems
Indicator: Reduction it1 cnse processitrg tirne I
I\lcthodolo~y: Each year, the Project's Coun Adminislnlion Tnm used statistical sampling md analysis of
cases in order to measure progress regarding this result. This methodology w u bmd on Case hlanagcmcnt
Consultant David Steelman's earlier wort with the Project. The sampling technique used \*as designed to
provide a cross-section of all carexories of cascs closed during a 12-month pmod from Octobcr to
September of every year. Data samples were obtained by court staff under suidelmcs wr fonh by the
Project; however. direct supervision or the data gathering process was limited. bch year. an averaxe of
500+ cases was sampled and analyzed.
Of panicular imponance are the finding of Year 7, sincc these constitute the basis for measuring overall
achievement vis-a-vis initial baselines. The case sample size in Year 7 bras 530 cues. Ofthe 550 cawr
analyzed. 169 were cases that were more than 600 dys old. The Ycar 7 sanrple thus included 51.9?& of
closed old cases (as opposed to 3l.4Sb in Year 6). This represcntcd an increase of 54.1% over the
proponion of older cases the sample for Year 5. and a significant increase over the avenge number ofoldcr
cases in the samples of previous years.
Unit of ~lcnsure I : Average number of ntonths taken from case filin~ to final decision for all
civil cases
Baseline for 1998 (NB) : 12.3
Number planned for 2003: 15 months (450
Number achicrcd in 2003: 17.5 months
(525 days)
Discussion of result: The number achievcd in 2003 marlis a reduction from the pr cvious year of 6.4% in
the number of months from case filing to disposition. Althou;h the nun~ber of months from filin: to
disposition measured in 200; does not meet the targ number of 15 months, it does reflect a decmsinz
trend in comparison with the avenge number achievcd in 2002 (1 8.7 months).
The avenge number of months from filing to disposition in 200: is also higher than nun~bcrs xhieved in
previous years (12.8 months in 199s. 12.9 months in 1999. 11.4 months in 2000. and 12.7 months in 2001)
This difference is attributable to the fact that the sample used in Year 7 included a Iqcr pcrccn1a:c of
closed older cases (51.9%. as opposcd to 3 1.4% in Ycar 6 and 20.4:'. In Year 5). The hishcr proportion ol older cascs being closed inevitably increases the avcraze time from filing to disposition. as the Project hJ predicted in previous years. Such increases, however, marked an imponanr positivc trend with x g ~ to d the
Project's ovcnll work in encourqinp judges to tackle older cascs and brmg thcnr to closu~~. thus reducing
and gradually eliminating the backlog of older cases at the couns. and allo\rin: for ncwr cases lo become
the focus of the couns' work. This ircnd also reflected thc increased utiliution of me age rcpons
generated by the Caw Xlanapement .Application (CAIA) to electronically tnct progress made with older
cases. In addition, this trend paralleled hlOJ priorities exprcsscd by thc Xlinisler with regard to decidinb
older cases. as seen in the anicle published in Al4hhoar ne\rspaper of Septenibcr 50. 2002 i;rr Anner -:
for details regarding the Xlmirter's statements).
The average achievcd in Year 7 is also lower than tlrat achieved in Sear 6 (17.5 nlonths as opposed lo IS.7
months, respectively). Even though this is only a slight decrease. 11 could poss;bly point to a ne\r drcrcasing
trend now that the coun backlo; hxs started to bc addressed.

It is also imponanr to note that, if cases older than 600 days uere rcmo;ed from the Year 7 sample. tLc
average number of months from case filing to disposition would go doun to 15.5 which is much more in
keeping with thc targeted average for the final !ear of the Project (set at I5 months). This csamplc
highlights the impact ofextremely old caes on the dxta sample and illustrates lhc elTc~ ofpdges' iocusin~
on older cases on the reported units of measurc.
Unit of hlcasurc 2: Avenge number ofdays taken from case filing to disposition in caxs
sent to the Espen Oflice
Baselinc for 1998 (XB): I I I4 days (57.1 months)
Xumber planned for 2003: IOEO days (33.3 Numbcr achicvcd in 2003: 1059 da>-s
months) (35.5 months)
Discussion of result: The number of days from case filing to disposition for cases wnt to the Espm Oficc
in 2003 represents a slight decrease of 5K in conrparison with the baseline. Cases sent to the Experts arc a
major factor in case delay. While this result still escceds largeled results. it again attests to t k fxt that the
courts are working lo address the backlos of cases. and !his means addressing those cases that have bzrn at
the Experts' Depanment too long.
The majority of older cases are also cases that are referred to expens. It is wonh noting. honc\cr. that
judges have assumed a more assenive role in retrieving cascs from the Expens' Ofice to bring to final
dccision. This. together with coun-initiated dialogue with the Expens Depanment and increased prasurc to
gel cases through the system faster. has resulted in the decrcasin~ trend obsewed in ZOO? in comparison
with 2002. As the number of old cases is reduced and the coun's backlos is cleared. 11 is anticipated that
this unit of measure will continue to decrease.
I Unit of hleasure 3: Average number of days from case filing to final decision in cases not sent
to the Espen omcs
I Baselinc for 1998 (XB): 155.1 days (3.5 nionths)
I I I
Number planned for 2003: ZOO days (10 Xumbcr achic~wl in 2003: 35s days (11.9
months) months)
Discussion of result: The number achieved in Year 7 falls shon ofachieving the numbcr ofda~s t~rzctzd
by the end orthe Project. and represents a slig.ht increase in averaze p:occssin: time for this type ofc.uc in
comparison with the average achieved in 2002 (343 days). Howvcr this result again marks a psilive
development. Much has been done to address the large backlog of cases at the E~pcns (scc Unit of
hleasure 2); however. as the coun began utilizin~ the ChIA manayen;cnt reports. it became clear that mmy
old cases were not at the Espens. These cases \*ere flounderin2 primarily from inanention. Thc CXI.4
repons identie old cases that can be held forjud, 'wient.
.4 review ofthe number ofdays achieved in previous years rcveals markrd decrcxscs in compmison r\nh :he
baseline (from 255.1 days in 199s to 222.9 in 1999 lo 202.1 in 1300 lo 224 in 200:. Thc number oida>s
achieved prior to 2001 w3s \\ell below thal eryted by the end of the Project. Ho\revcr. thcrc wss a
significant increase in processing time in 2002. and a conlinuation ofthis increasing [:end in 2005. This
increasing trend tends lo sabstanli3rc the arzument illat. prior lo th? inrroduciion znd mcan:n$ul trliliwlton

of the CM.A repom. the judges worked mostly on newer, less complicaled cases. The ClIA has suiiessfull~
drabril the coun's anention lo the backlog ofolder cases that needs to be addressed.
Case Processing Time from Filing to Disposition for 2003 Fig.1
0 200 100 600 SO0 1000 1200
Number of Days

Result Kumber C.1.1: Improved Adn~inistration of the Two Court Systems
Indicator: Red~tction it1 time consumed by varioirs ndntittisrrarir.e
procedures
Unit of \leasure 1 : Days consumcd from beginning of filing proccss to first hcaring
Baseline for 1998 (NB): 45.4 days
I Number planned for 2003: 40 days 1 Number achieved in 2003: ;.I days I
Discussion of result: The number achieved in 100; marks a decrease of 1% in the number of days
consumed from case filing to first hearing in comparison with thc basclinc as ntcasurrd in 1999. This result
also represents a 9 K improvement on the targcvd number ofdays by the end ofthe Project.
The law requires a first hcaring to bc held between IS and 60 days ancr thc case is filed. Thcreforc. thc
average numbcr of days between filing and first hearing should be in the range of 40 days. Thc
implementation of the Case Initiation and Receipting Network (CIRN). the automated systcm introduced by
the Project to handle case Cilin~. distribute filed cases nndonily over circuils and asripn a first harinz.
ensures that all first hearings continue to be scheduled within this 40-day nn2c. This rcflects positivcl? on
thc impact ofautomatcd procedures introduced by the Project on rcducing processing tintc.
In 2002. the Project had anticipated that this numbcr would decrese funhcr ifthc uliliation ofautomated
systems and procedures was sustained. a projection which was corroborated by the dlrrcsc ahiered in
1003.
Unit of Xleasurc 2: Days consunicd in the scrvice proccss from filin: to ackno\vlcd~cnicnt of
service I
Baseline for 1998 (NB): 15.7 days
~ - -- - ~~
Number planned for 2003: IS days Numbcr achicvcd in 2003- 18.7 d+s
Discussion of rcsult: The number of days consun~cd by the scrvicc process fcll 6m1 15.7 da?s in 1995 to
17.5 in 1999. representing an overall decrease 016.49:. This decrcasc coincided uith the XIOJ's Dccrcc in
1999, in response to the Project's rccomntcndations. allowin$ liti~ants to k xmcd by rc:istcred mail
instcad of process servers. Howvcvcr. this downward trend \%as rcvcrsed. \r-ith tintc consumcd in the service
process increasing progressively until it reached 17 days in 2002. This rcprcscnlrd an iniiesc of 44 40.6 in
proccssinz time in comparison with the brselinc for 199s~

The reason for the observed increase in the time consumed by the sewice process \\as that the existing l31x
that requires notice to be sewed by process servers fmm the coun has not yet been repealed in spite of the
introduction ofregistered mail notification. This has led to a duplcaion ofeffon and h u actually increased
processing time since two parallcl procedures now take place within the service functton. This increase in
processing corroborates the lower satisfaction ntinp given by layers for this service in the Project's annual
satisfaction survey.
The Project has continued to recommend that this duplication be removed so that registered mail
notification be deemed legally sumcient in serving litigants with notices. In addition. the NCC ChiefJuslicc
and coun management have focused on monitoring and disciplining the Service Depanmcnt in order to
expedite the service function. This pressure resulted in the decrcse observed in 2003. with the average
number of days laken up by the service process going back do\m to 19.;. Even though this arcnge falls
shon of meeting the targeted I5 days for the end of the project. it represents a decreasing txnd that should
continue in the future. especially if the duplication between process servers and qistered mail IS
eliminated.
Unit of hlcrsure 3: Days consumed in espen process front referral to final expcn opinlon
Baseline lor 1998 (NB): 660 days
I Number planned for 2003: 350 days I IYuntbcrxhievcd in 2003: 447 days I
Discussion or result: Although slight decreases in days consumed by the cspen process were obxwcd
over the life of the Project (from 660 da)s in 1999 to 456 days in 1001. representing an overall decreue of
31%). the number achieved in 1001 (average 500 days) a~ain marked an incrcasins trend in compxison
with previous years.
The increase in time consumcd by expens in issuin; thcir repons for cases referred to then, by the cowl is
again attributed to the fact that the courts are now focusing on older cases. the majoriry of xhhich are also
cases referred to cxpens. Older cases are inherently more complicated. and therefore require more tlmc Tor
the expens to form a final opinion and issue a repon. This Ircnd. however. marks a vev positwe
phenomenon which the Project has been encouraging and anticipain: in order for the courts to clex thcir
backlog of older cases.
During the final year of Project activity. the avenge number of days consumed in the espcn pmas
decreased to 447. Even though this falls shon of mectin: the targeted avenge of350 days by the end ofthc
Project, it marks a positive decreasing trend. The avcrazc achiewd by the end ofthc Project also constilutrs
a significant decrease in comparison \rith the baseline as measured in 1998. with this decrease rexhing
22.3%.
--

Fig. 2
Cases at NCC Sent to Experts Department
*#of Days for
Overall
Processing
--c # of Days at the
Experts
I Unit of hlensure 4: Days consunled in opinion process from date of last hearing to publiwlion
ofcoun opinion
Baseline for 1998 (NB): 55 da>s
Number planned lor 2003: 25 days Wumber achieved in 2003: 34 days
Discussion of result: The number of days achieved in 100; represents a slight decrease of ;# in
comparison with the baseline as measured in 1999 for numbers of days consunicd in the opinion pnxcw.
However. this achieved number is again well above the rargted number of 23 drys by the end of lhc
Project. with the opinion process consunline I4 days over and above the numbcr ofdays tqctcd for 2003~
A review of the number of days achieved from 1998 to '001 reveals a do\bn\~~rd trend. with the numbcr of
days consumcd by the opinion process going down hom 35 days in 1998 to 28.1 in 2001 (a decrease of
19.4%). This downward trend was rcrcrscd in 2002. durin~ which the arenjc number ofda\-s consumed b\the
opinion process went back up lo 39.7. The increase in the numbcr of day consumed by panels lo
formulate opinions and issue their final judgments obscncd in 1002 is qain in accordance with thc fact llul
these panels \\-ere concentratin: on ollcr cases during Year 6 of Project aclivity. a fact that again points to
the positive impact of the Ch1.A in drawing judges' atlention to thc backlog ofoldcr cascs. The majority of
these older cases were complicaled in nature and therefore took more lime iar panels to forrnula~c thcit
opinions. This unit of measure once ayin pcints to a positir-c step tonards reducing !he backlog of older
cases at the couns.
-

A funher factor that may have caused :his increase in time fron~ the last hexing in uhich cases were
resewed for final judgment to the publication of coun opinion is the fact that uses nerc conswntly
reassigned to new panels and judges in an aucmpt by the XCC to reduce corruption in the couns. This
meant that aRer a case was resewed for judgment. it may have been transfencd to a ncw panel that needed
to review the case holistically before it could formulate its final opinion and issue its judgment. In such
cases. it is customary for panels to reson lo a law that allowx thcni to postpone the publication of he coun's
opinion with regard to the said case until they have had the time to review the case file in detail.
These factors also impacted the avenge number of days consumcd by the opinion pmcss xhicred in 2003
(34 days). However, the final average achieved again marks a decreasing trend (from 59.7 in 1002 to j4 in
1003) This decrease points to the couns' effons. in close collaboration with the AOJS tcmt. to cspcdile the
opinion process and bring older cases to closure in order for panels to Stan conccntnting on nowr uws.
I Indicator: Number ofcottrt procedures re-engineered and simplijed I
Unit or Xltnsure I: Number of procedural steps simplified and re -engineered in thc
filing process
Total numbcr pl~nnccl by 2003: 8 Total number achievcd by 2003: 10
Discussion of result: AOJS set out to simplify and rccngincer a total of 8 procedures pruining to the
filins process. Over the life of the Project. 20 proccdures were identified for reengineering and succasfully
simplified or rcengineered. This represents an outstanding achievement of 150% of Project u qcu in this
area. This ach~evement \\as made possiblc by thc cffcc~ivencss of automated systcn~s introduced by the
Project. especially thc ClRN system. Annex B list$ the relevant filing procedures simplified or
recngincered.
Unit of Ncasurr I: Nuntbcr or procedural steps simplified and re-engineered in the
service process
Total number plrnnecl by 2003: 12 Total number achicrcd by 2003: 6
Discussion of result: Work on senkc ,crocedurcs \

I Unit of>lcasure3: Percent ofcases referred to the Espens Office
I Baseline for 1998 (NB): 15% I
Number planned for 2003: ZOX
Number achieved in 2003: 24%
Discussion of raull: A review of the percentage of cases referred to cxpens over lhc life of the Project
from 199.3 lo 2001 indicates an increasing trend. This \ns apccially evident in 2002. with the avenge
number of cases referred to experts for that year reaching a peak of ;OX and significantly exceeding the
baseline. This increase in Year 6 again corroborates the fact that judges and panels finally turned thcir
anention to the backlog of older cases at the courts. The majority of older cases arc compliwted in nature
and therefore require referral to the Experts Oflice. However. actual referral to cxpms did not nemsarily
happen in 2002, but rather occurred at some point during the life of those older cases. Given that the sample
analyzed by the Project in Year 6 included a higher percentage of closed older cases. this also munt that it
included a higher percentage ofcases referred to expens over the last few years.
In 2005. the percentage achieved dropped iron, 50% to 24% This marks a decreasing trend. but falls shon
of achieving the targeted average by the end of the Project. This is aznin due to thc fact that the couns are
still working on clearing the backlog ofolder cases. Once the issue with backlogged cases is addressed. it is
anticipated that this unit ofmeasure will decrease.
I Unit of Xlcasurc 4: Number of procedural steps simplified in the Experts' Oflice I
Total number planned by 2003: 11
Total numbcr achicvcd by 2003: 4
Discussion of result: Work on procedures related to t he Expens' Oflice was completed in 2000. bad on
the findings of a study conducted b> AOJS in 1999. The Project analyzed the% findings and submitted
recommendations for the previous Chief Justice to implenlcnt required changes and recnginccring clTons in
the Espens' Office. Some of these recomniendations were addressed and a numbcr of proecjurcs \rere
simplified by the year 2000. The new Chieflustice focused on a different set of priorities. It is xronh notins
that the Project does not work directly with the Expens' Ollice.
Unit of hlcasure 5: Number of procedural steps siniplified in the Coun rclated lo the
espen process
I Total number planned by 2003: 11 I Total nunlbcr achicvccl by2003: 10 I
Discussion ofrcsult: Owr the life ofthc Project. a total of I0 procedures ofthe targeted I Z wrc simplified
in the Coun in relation to the espert process. This represcn;ed an achrcven~ent of 85.3% of the Projecc's
tqeted results in this area. Tne procedures simplified by the Project related to intcrnzl coun .+cnlions Tor
sendin? and retrieving cases. and consti:uted thc 10 procedirrcs identified by thr ?ro,imt as p:iorilies for
simplification and real;inrcring. ?\ list ofthese procedures is p:ovidcd in Anne\ B

-- -
I Unit of.\leasure 6: Kumber of proccdunl steps simplified in the o p i n i o n r l
I Total number planned by ZOO): 10 ( Total number achieved br.2003: 5 I
Discussion of result: The total achieved by 200; represents 50% of Project targets in this ma It is w nh
noting that. during its early stages. the Project had identified 5 priority pmccdum pertaining to the opinion
process that required simplification and mngineering. Wort on these 5 procedures was cornplned by 1001:
details regarding these procedures are provided in Annex B. No funher procedurn requid mnginccring
in the period from 2001 to 1003. However, the Project continued to work with judges to cncounzc thcm to
submit their opinions to thc Typing Pool on diskette, which would save tinic in procasing. Llore judges
panicipated in this system in Years 6 and 7 than in previous years.
Unit of hleasurc 7: Number ofcoun hearings conducted per mse
I Baseline for 1998 (NB): 7 he;rings I
Number planned for 2003: 7
Number achieved in 2003: 8.4
Discussion of result: The average number of hearings per case achieved in ZOO; exceeds the bycline as
measured in 1998. A review of nuniber of hearings per case per year from 1998 to 1001 poinls lo a slibht
average drop to 6.9 hearings per case (approximately 1.4% decrease). This dounuard trmd -7s reversed in
2002. as anticipated by the Projecl. due to the increased focus on older caws. Judga finally started
addressing older cascs and brinpinp thcm to final decision. which naturally mulled in an incrcase in thc
average number of hearings per case. This increase peaked in 1001 to an averape of 9.1 hearing. but \a
then reversed once more to a downward trend in 2003. This reflects positively on thc Coun starting to clar
its backlog of older cases. thus concentrating on newer cascs in the future. This will inevitably bring down
the avenge nuniber of hearings per case.
Unit of hlcnsurc 8: Average number ofcontitiuances granted per case
I I
I Baseline for 1998 (SB): 6.1 I
( Numbcr planned for 1003: 6 I iiumbcr achicvcd in 1003: 6.5 I
Discussion of rcsult: The number of continuances achieved per case in ZOO; constitutes an incre3sc of
6.6% in conip~rison with the baseline as n~e.uurcd in 199%. A review of the avenge numbcr of
continuances per case from 1999 to 1001 reveals an average nuniber of 5.7. with an avcnzc pcrcentqc
decrease in continuances per case of 6.6%. This do\mw\ard trend \\as again evened in 1002. The incrruc
seen in this unit of measure in 1002 roughly corresponds to thc incrusc xm in the avcngc numbcr of
hearings per case in unit of measure 7 above. The reason for this increase w a r again the fact that judge
were bringing older cases to closure. which inherently mcant that thcre would be a higher nunibcr 01
continuances per case due 1:. case agc. In 2003, thc avcray nun~bcr o~continuanccs achieved a dccrcasing
trend in comparison with 2002. but did not nwt the target~d averay by. the end ofthe Project. N'hco the
Coun has finally cleared its backlog of oldcr cascs. it is cxpcsted that the avcngc number oicontinuance
per case. as well as the average mmxr of hearin~s. krill dccrcase sipnificantly. sincc the pilot couns have
the necessary nrechanisn~s. strem~lincd procedures and capacity to expedite case procsing in the future.

Unit of Pleasure 9: Number ofadministrative duties assigned to judges
Baseline for 1997: 16
I Number planned lor 2003: 4 I Kumberachicvcd by 2003: 6 1
Discussion of result: Project tagets stipulated that the number ofadministntive procedurn assigned to
judges be reduced hom 16 to 4 over the life of the Project. However. the Project identified a minimum set
of 6 administrative duties that are required ofjudses by law. and that cannot be delegated to other coun
staff. This minimum number did not change over the 1st four years of Project activity. Thcrc \*as a
proposed law bcfore the People's Assenibly to remove cenain dutics from panel judges and assig thcm to
civil attorneys; however, this law had not been passed at the time when this rcpon nas witten. Once this
new law is passed. there will be a decrease in this unit of measure.
The Project thus successfully worked on eliminating 10 possible administntive dutics ofa total of 16 dutics
undertaken previously by judges. Th~s represents a sig,nificant overall decrease of 6Z.jl: in administnti~c
dutics assigned to judges. as opposed to the targeted 75% that was hindcred by existing lc~al rcquircments
pertainink to a judge's work.
Indicator: Increase irr use of cortrt arrton~atiot~ sjsten~s
and pending cases I
I
to process nrw I
Nethodology: This section wms not ?art ofthe original evaluation design. The Project rccommcnded it in
its Year 4 repon to include a scaion on the Case hlanaSement Application indicatorr. The following units
of measure arc designed to provide an overview of the operational status ofthc C hl s:stcm. It should be
noted that the numbers for ZOO5 reflect usage ofthe system sinc: it went live in Scprcmbcr ZOO0 throvzh thc
end ofNovember 2003.
To the C?MA. an "event" is somctliing that happcns in a case. for example. a docunicnt having bccn 61cd.
panel decisions (e.g. request for expw opinions. judgments, service orders. etc.). or soniflhin: ha\in;
happened (e.g. a hearing. pos[poncmcnt. etc.). Ever). cvent in the case histor?. is either a past c\-ent that has
happened or a pcnding evcnt that is erpcctcd to happen.
A "circuit" includes circuit clerks in charge of given cases. as wrll s a number cfjudecs forming pm of
this circuit. A '.panel" is 3 sct of 3 or 4 judges who mcct on cenain days to attend hearing and hcar ccnain
case typcs.
I Unit of ;\lersure I : Number of cascr entcrcd iat the CXI.4 system. I

-~ -~
Unit of hlcasure 2: Number of- listed in the CM.4 database
Number achieved in 2000: 1.718
Unit of hleasure 3: Xumber of litioant ~anies entered in the ChlA database
Numberachicued in 2000: 15,130
Unil of hlcrsurc 4: Number of -entering case data
Number achieved in 2000: 75
Xumber achieved in 2003: 19.133
Xumber achieved in 2003: SS4.SIO
Number achieved in 2003: 112
I Unit of Measure 5: Number of entered in the ChlA database I
Number achieved in 2000: Z.539 Number achieved in 2003: 725.060
Discussion of raulls: The above indicators mark a steady increase in data inputted in the ChfA system
since it went live in September 1000. This reflects positivelr on the sustained utilization ofthis system. and
on increased access to updated and reliable case data to inform decision-making at the court.

Result Sumber C.l: Improved Efficiency of Two Pilot Court Sytenrs (Ismailia)
Indicator: Redrrctiorr in rase processing time at the Istnailin Court I
Results from the lsmailia Coun of First Instance were not originally included in the Projm monitoring and
evaluation repon. However. staning in 1999. the lsmaiiia Coun blanapncnt asked to be included and has
actively begun monitoring data and installing procedunl training.
Work in lsmailia intensified with the installation of CXIA Vcnion 3.0. which \r~s implemented during thc
third quarter of Year 6 of Project act~vity. The Coun continued to update case data to enable the system to
produce daily hearing rolls. case information. cenificates of case status. hjinistry of Justice-required
statistical reports, final judgment information, case age information. and olher agrcgate dam needed to
monitor case delay.
The numbers from lsmailia by Projcct Year 6 showvcd a significant increase in case procasing time. This
was attributed to thc larger percentage of older cases in the Year 6 case sample (57 of 575 wws anal>-zed.
or 15%). Of these. 5 cases in the lsmailia sample were older than 5 yean. a fact which increased all avcnsc
case processing durations. This again pointed to a positive trend to\rards focusing on older cases to bring
them to closure. thus clearing the coun's backlo~gcd cases. The coun made use ofcasc ag data providcd
by the CMA to decide on prioriry older cases that needed to be brou~ht to final decision.
In Year 7. the avenge numbers achieved were still high. due to the inlpact ofolder cver on case pmc~ins
time. However. a decreasing trend was observed in the nun~bers. a hct vhich points to the coufl's focus on
expediting case processing and clearing its backlog of older cases in order to focus on ncurr w ~s.
Unit of hleasure I: Avenge nun~bcr ofmonths from case fil ins to Cnal decision for all cases
-
hirnrber oclrirwd in 1999: 6.j ntonth (1917 dop)
himber ocltiewd bt 2000: 3.: nronrhs (I 03 6 drip)
rGtniber orhiered in 2001 r 66 nronrlts (1 99.2 dqs)
nimber oclticwd irr 2001 9 3 njonrlrr C77.9 dop)
Xumber achicrcd in 2003: 7.3 n~onths (218.6 days)
Xoc: Tlrc decrease in 2003 ir n rleor irrdicoror o/rhe Cosrr i/orrrs on 011 CNZS. nor jmr rk e@r ro rlfor its
bocklog brrr rlw rinre/ront/iltng ro d~~posirion xrdl e~cecd~l/rlrc bodrnr nsr&cv/rom 1999 dw ro rite rnrwr
o/ older roses on otwoge rose prorersing rime. Tlrr Projrcr reont IS corrjidcnr r11m rlw ourontored nsrenir.
reengineered proredrwes and i,rrreased copoci!~ now nf 11:c lSCi dqmsirron. cortp!ed ,I-:I& lk cour1.s
responsilmess ro rltesr newly inrrodr;red syvmnts. />ow posir,orwd rlir ISC/or rcdncitrg cox* processing rink.
in rhejrt~sre once !Ire bdlog qf o1dc.r roses is rleored

- Sole: The increase noredjor 2001 aod ZOO2 war agoin atrribttred ro rlw larger perccntJse o/d&r cnrcs. o/
which the majori@ was rejerred 10 e.:prrrs Hotrnur. a comparison &meen rlris nrrmber and the dnnnss< m
rime corurm~ed by the expert process /ram rcjrrmal tofinnl epvr opviion (sze Gnii of Il

\itnrber ochbwd in 1999. 7.8 dxrs
,Vumber ochiet-ed2000: SS dojs
nirmber ochiewd in 2001: 9.25 d o ~
Number ochiered in 2002: 9.9 dq.s
Number achieved in 2003: 1.9 days
&: Resalrs in lsmoilio corroboroie rlre findings permintng to .\TC wirk mgord ro rhe duplrcori~ O/
regisrered moil norijcorions ond pra-ess senvrs Howewr. rlze drrrenre obsmrd in lODJ orresrs ro r k lSCi
/musing on e.rpediring this prmexx
Unit ofi\lcasurc 3: Days consumed in expen process from referral to final cxpcn opinion
Nrmber ochiewdin 1999: 303 4
Number oclriewd 6,2000: 104 4
Number ochiewd in 2001: 435.9 days
,\'umber odiewd in 2002: J03.6dn)r
Numbcr achieved in 2003: 291.5 days
Unit of Xlcasurc 4: Days consumed in the opinion proccss honi date o flw hearin: lo publication ofcoun
opinion
nitmber achieved in 1999: 31 days
rVmnber ochiewd in 2000: IS5 da?s
hitnrber ochielrd in 2001: 21. I uqs
i\irnrber achieved in 2002 23 7 anys
Numbcr achieved in 2003: 25.3 days
Sore: - The neody i~~creases olrr rhe lnsr rlrree )l.nr.~ o/Projecr ncrrsirj clcorly poinr lo rln incmn~rd/a-ru on
bringing older cases n, clos,rre
I Indicator: N~tnrber ofjrrdges and staJJat the North Cniro Court trained 1
on new systems I
i\lelhodology: 'Syslem- in this indicator is defined as clther a computer application (-computer syem-) or
a manual set of proced~~rcs (-non-csmpulcr system-). Projccl- rclated lnininb daa \m collcclrd by the
Judicial Education Depannient. through which all AOJS rrainin; act~vities were routed lor monitor in^ and
reponing purposes throughout the life ofthe Projccr. The number ofpaniiipanlr. inincd. whizh is cnrcicd
under the following unit sl measures. is an azgregaic nunibe: thx reflects thc toal number of pani=ip~nis
enrolled in a given number of courss Based on the Projccl asressmcct of trainnng needs. it \rxs possible
for rnmy participants lo reccive more than one course. ,A dct~ilcd brc~ldcmn of JI! tnini~:: cosrnrs
conducted throuqhout the lifc of :he 3ojcct is provided in ..\nnr\ C and .Anncr D~

Unit of hleasure 1 : Number o fwmined each year on compcrcr s).stems
I Total numbcr planned by ZOO,: 135 ( Total numbcr achicvcd bj-IOOJ: 621 1
Discussion of rcsult: The cumulative data regarding the total numbcr ofjudges tnincd ovcr the life of the
Project is 460% of the total number targeted. A review ofthe numbcr ofjudges tnined per )car indicates a
significant increase in the number planned for the same year. This rcsult attcsts to thc Project's s u m in
making available effective trainins opponunities for judgcs. and extending thesc opponunitia to a much
larger audience base than originally planned in order to meet pannen' needs. Details rearding the training
programs on computer systcms offered to judges ovcr the life of the Projcct arc available in Anncr C .
I Unit 01 hleasure 2: Number of- trained cach )car on "on-computer systems 1
Total number planned by 2003: -152
Total nuntbcr achicvcd by 2003: I565
Discussion 01 result: Again. the actual total numbcr ofjudges mcivin~ training on non-computu systems
over the life ofthc Project br exceedcd the total number planncd, with the actual total rcprcscnting 5-l6J;of
th targeted total. This a:ain points to the Project's lleribilir). in offering estcnswc tnining to nlca
pannen' training needs in non-computer systenis. It is tmnh noting that many of the training pmgnms
under this category were originally coordinated with NCJS and gradually tnnsfcrrcd as comprchcnsivc
training packages for full. sustainable implementation by SCJS in the future.
I Unit of hlcasurc 3: Number of atrained cach ycar on c- systcnis I
~
I Till nun~brr planned by 2003: 056 rTot=l number achicvcd by ZOOJ: 15-16 1
Discussion of rcsult: The total number oCstalTtrained by AOJS on computer systcms o\cr the life ofthe
Project again significantly crceedcd the total number planncd. with the actml toA rcprcscnting SjSX of
the targeted total. This rcsult is largely attribulcd to the extensive training need associated with thc
introduction of the Project's automated systems in thc pilot couns. and the progrcssirc up~dcs and
enhancements of these systems instaltcd in recent years. Thc Projca rrm carcful throqhout lo o&r
necessary training to create the rquired cadres ofsystem uscrs and administrators in order to contribute to
the sustainability of these systems beyond the life of the Project. Details rqarding thc computer-spcci6c
training ofkred to coun stdl'are provided in Annex C.
Unit oThleasurc 4: Number or~Ttrained cach )-car on non.comDuter systems
Total number planncd by 2003: IS5 Total number achieved by 2003 552
.-
Discussion of rcsulr: Tnin~n; under this C3lCgOI? focused at~ manmpncnt skills Thc total number ofnaK
trained by the end of the Project again e~cccdcd ihc 1o:al mmibcr planncd. with the actual tot3l consrilurtng
295% of the targeted resuft.

( Indicator: Increase in number ofjrrdges' hotne PCs itistnlled I
Unit of Rleasurc I : Increase in number ofjudscs' home PCs installed
Total number planned by 2003: SJ Total number xhicvcd by 2003: 75
Discussion of result: Under the judges' home computer prosram. [he Project procured. confipured and
installed Arabic software on 80 Toshiba laptop computers in 199% During ihc firs1 quancr of 1999. 75
judges were selected to receive hptops (g9% of largeted total). The remaining fire \rere used as
replacement stock in the event of laptop malfunction. Expected resulls were achieved by the md of 1999.
and no further work was required in this area beyond lhal date.

4.1.1.2 Result Number C.1.2: Increased Access to Legsl Information in the Two
Pilot Court Systems
Indicator: hcrensed percenlnge of judges and court sloff wirlr
access lo the legnl svslent
Llethodology: The Judges' Home PC activity aimed at providing training and various types of
computerized lcgal research resources to sclccad judges and panels in the pilot counr. In 1999. 75 judges
were provided rvilh laptop computen and trained on -How 10 use the lnlcme~.' the -Databank Co.
Commercial Package". -Egypt's Legislation on the internel.- and a commercial CD -Rob1 cncyclopcjia
packabc containing Egypt's Legislntion and Covn of Carsarion Rulings.
For the purpose of this indicator, the term -access lo the legal systcm' is defined as -access to lqislalion
and rulings via comp~tcr.~ The targets set for this indicator wcrc based on assumptions that the Judges
Home PC aclivie would provide judges with access lo cornpulers and related training to conduct ley1
research.
Unit of hlcnsurc I :Number ofjudges and coun stalTlraincd on leg1 rncarch databases
1 Total number planned by 2003: 84 I Total number achicvcd by 2003: 166 1
Discussion or result: Jud;es and stam mcived training on basic conlpuler skills. follo\rrd by mom
advanced skills including Internet access and rncarch tools. Thc lolal number ofjudses and stalTrrcciuing
training by !he cnd of ZOO0 (166 jud~cs) represented 193% ofthe largcted tala1 number of84 judges. The
Projccr's work in this area was thus complelcd by !he end of 2000 and no funher training \\as nccesary
beyond that date.
I
Unit of hleasurc 2: Number ofjudges and coun stalTprovided acccss lo lqal research
databases
I Tolal numbcr ptannrrl b?. 2003: 84 1 Total numbcr achicvcd by 2003: 122 (
Discussion of result: Durin; Year 5. the Project evaluated thc urc and cfklivcntsr ofthe laplop PCs and
the Internet legal research option. The Project found that low uw~c was :ttribu~ed lo judpcs'diswtisfxtion
with thc on-linc scrvicc due la diflicullics ~soci.wrd with lnlcrnet access 2nd an umricldy lcpl research
tool.

In an effon to provide the MOJ with alternatives for legal research. the Projcct idcntifid a CDRO.\I basd
private sector product. "Egypt's Legislation." that included all Presidential and hlinistcrial decrccs. and
lam dating from 1952 to the present: the vendor provided annual updates. The Project purchased 75 C D
ROhl packages for the judges on the cxperimenel panels in Y2003. They were provided ualnins by the
vendor before having the CD-ROW installed on their hptops.
In addition to the experimental panel judges. NCJS was provided with sevcral sclr ofCD-ROhI based LqaI
Research Encyclopedias containing Eppt's Legislation and the Coun of Cessation Rulin_ps. for use as a
training tooL
The hlOJ reacted positively to the electronic research resources provided by the Project, and contracted to
purchase 5000 computers to make available to judgcs and staff for legal rescarch purposes.
The Project completed ie activities in this area in 2000. with the total number ofjudges and staff tnind
representing 205K ofthe targeted total. No funher targcts were set for the 2001 or 2003 timcfrarnc.
4.2.2 Rcsult Xumber C.2: Judges More Knowledgeable of Egyptian Civil Law
Indicator: Avernge percentage irrcrense between pre- nnd post-
course scores
( Unit ofhle;lsurc I : Annual average difirences in pre- and post-tcsts I
I Kumber planned through 2003: 15% 1 Avcragc arhicrrd by 2003: 19.5% I
Discussion of result: The 15% target wds designed as a stand- alone number from y m lc year for t\ro main
reasons. First. difiereni groups of new and enpcrienccd judges attend the judicial education coutsrs a8
NCJS. with each individual judge having varying degrccs of proressiond e.rpericnce and Lno\.lcdg of
Egyptian civil law. Second. NCJS does not hare control groups for any of its trainin2 prognms. Thc
Project compiled a cumulative number Tor :hc avengc difference in prc- and post -testing 0,-er the liie of the
P~o~KI. namely I9.5?b. which 4.j pcrsentagc points or ;O?C highcr than the planned pcrcenlap_c

1.2.2.1 Result Xurnber C.2.1 Enhanced Educational Infrastructure at the Xational
Center for Judicial Studies
I
Indicator: Increased number of edrrcational nrissiorr-related 1
administratiw sfitems
I Unit of Rkarurc I : Number of nandard forms added
Total number planned by 2003: 35
Tolal number achicvcd by 2003: ;9
Discussion ofrcsult: The Project's work regarding this unit olmeasure was compleled in 2001. with a
total of 39 forms being introduced over the life or the Project (as opposed to 35 [oms planned). This
constituted an achievement of I I I?& ofthe tar~eted number. No further largs wcrc added for Y1002.
Standard forms inlmduced by the Project included course application forms. coursc rcgislntion forms and
participant biodata sheets. The Project's work in this area focused on inslilutionalizing sound adminislnlirc
procedures for NCJS's training. utilized in both paper-bascd and clcctronic formats lhmqh the Ccnter's
databases.
I Unit of hfcasure 2: Number of automated systems added
I Tohl number planncd by 2003: 4 I Total number achicvcd by 2003: 4 1
Discussion or result: Work under this unit of mcasurc was dccmcd complclc in 1999. with lhc
implementation of the NCJS Oflicc Automation System. and rhc Pcrsonal Computer Literacy Labonlory.
The Project achieved 100% of planned rcsults in 1999. No funher targets were added for the period from
1999 to 1002. However. two new automated systenls wrrc planncd for and complclcd by thc end of2003.
namely the development and launch of ihe NCJS websitc (\\\\\r :acir?o\ c?). and the automalion of lhc
NCJS Case Bank. AOJS lhus spin achieved 100% of its planncd tarsels for lhc final year or Project
activity.
I Unit or hlcasure 3: Sumber of policicslprocedurcs added to thc %CIS I
1 Total number planned by 1003: 35 I Total nuntber achicwd by 1003: 29 1
Discussion or resull: By ihc cnd of 2001. the Project achieved 634: ofthe planned numbcr undcr this unit
of measure. The Project identified priority policy-relatcd and procedural arcs to focus on. includin_c
establishing policies for parllcipant recrui:mcnt and scleclion. trainer qualification and selection. evaluation
of panicipant satisfaction across courses. and curriculum dcvclspn~est Thex priority areas renesled
SCJS's needs and required in-depth work on the pan of the Projecl :n order for new policies and
procedures to be instin~tionalizcd on a sus:ainablc hasis. So nen large15 ~ ? r sct ? for 2005.

I Unit of Measure 4: Kumbcr of manuals developed
Total number planned by 2003: 6
Total number achieved by 2003: 22
Discussion of rault: The AOJS assisted with the development of some ky manuals and referem
documents incorporating guidelines and best practice to facilitate NCJS's work. The following is a list of
some key manuals developed under the auspices of the Project:
Computer manuals for a variety of computer course offered at KJS's PCLL
Training of Trainers' manuals utilized on NCJS c oum to build training capaci* at the Center.
A course outlinc rcfcrcnce designed to define and aandardiz e the components of a courw outline
document for any of NCJS's course, thus providing a useful resource for SCJS's Curriculum Derelopment
Committee;
Standard guidelines and best practicer for course dcsign and dcvclopnicnt, which arc again intended to
inform the work of NCJS's Curriculum Development Committee in reviewing and dcvclopin~ the Ccntcr's
judicial education currict~lum: and
Standard guidelines and best practices Tor training prognm facilitation. namely a XI of guidelines
designed to standardize course facilitation methods Cor all courses offered under the auspices of SCJS.
An evaluation methods handbook, a reference which \ras developcd in ZOOS to assist with 1hc
standardization of monitorins and evaluation practices across NCJS prognms. and to guide the work of
NCJS's newly-founded Assessment and Evaluation Unit.
The Project's achievement under this unit of measure far exceeds planned targets. nith the total number
achieved representinb 367% of the planned target. The Project's contribution regarding the dcrelopment of
manuals and best practice guidelines greatly supported the institutionalization of :qursitc ducationd
infrastructure and systems at NCJS, and prepared for independent and sustained systcm implcmentaPion by
partners beyond the life of the Project.
I Unit of Xlcasurc 1 : Number ofjudges tnined I
by ZOO): IS5 / Total nunlbcr acl~icvcd by 2003: 257 I
Discussion of result: The actual number ofjudges trained as faculry members over the life oithc Project
far exceeded the number planned. with the actual total reprecnlin; 166?'0 @f!hc targclcd told .-Annex C
lists reieuant L:ulty training course over the life ofthc Projsl.

Unit of hleasurc 3: Number of newjudge orientation faculry trained
I Total number planned by 2003: 20 I Total number achicvcd by 2003: 102 1
Discussion of result: This unit of measure was eliminated from the Project's Plan in 1001 since SCJS
fully took over this program componenl by that date. This stands as a clear csample ofthc Pmject's tnnsfm
of interventions and skills to the panner institution. especially under its Task 3 activities (see below).
The total number achieved over the life of the Project significantly exceeded the total planned. with the
actual total by ZOO3 representing 5 10% of planned tar'geu.

4.2.22 Result Xurnber C.L.2: Enhanced Curriculum at the Sational Center for
Judicial Studies (RCJS)
(~ndicator: Ittcrensed nccrnber of new coitrses inrpleniented
I Unit ofblcasurc I : Number of ci~il law courses
Total number planned b!. 2003: 14
Total numbcr achicrcd by 2003: I2 I
Discussion or result: Although these counes were ofkred by providcn outside AOJS. thc Project scizcd
the opponunily to collaborate with NCJS and the training providers lo ensure that raculty mcmben trained
by the Project were involved in the dcvclopmcnt and irnplen~cnlation of thrx councr. Courws that thc
Project panicipated in developing inchded the New Chief Judjcs \\'ortshop. which ccntnd on civil la\*
issues pertaining to panel management; the Workshop on enhancing the Judicial System. dcrclopcd in clorc
collaboration with the lnlernalional Development Law Institute (IDLO; and thc new Jud~c 0ricn:ation
Program. Anncr C provides funher dcrails regardin: these courscs.
The total number achieved by the Project under this unit ofmeasure represented 157% orthc p:mned tot~l
Unit ofivlcasurc 2: Number ofa~minislralivc management courscs
Total numbcr planned by 2003: 3 Total numbcr achicvcd by 2003: lj
Discussion of resull: The Project fully met ils tarjcts regarding this unit of measure. wi~h the total numbcr
achievel constituting 100% orthe planned target. Administrative nlanagenrent courra included a rariet]r of
mana3ement courses oflcred to NCJS staff, as rrrll as a specialized propm on Ininin; process
adminisrrarion.
Unit or Mcasurc 3: Number olstaficounes
Totrl nunlbcr plnnncd by 2003 IS Total nnmhcrachicr.cd by ZOOJ: I4
Discussion of result: The lolal number of courses achieved b! thc Projecl undcr lhis unit of nlclsurc
rcprescnts 78% of thc planned tarzel. Courses developed undcr lhc auspicn of the Project i~ludcd the
Program Facilitalion b'orkshops. a scrics of Traininj of Trainco' programs. thc Evalurlion hlcthodr
workshop, and the Evaluation -\nalgsis and Reponins Workshop. Even thouzh final Project xhieren~cnt
under this unit ofmcasurc fell shon of nrcetin~ the targctcd nunibcr of ~ourscs. the xrual nunlbzr achic\cd
covsred all prioriry courses for cc~.rr staff per rhc lindings of the Projecl's on~oin~ lnining nccc'r
assessn~enr acrivilies.

a
L
Y
1
L
Unit of Zlcnsure 4: Number ofconputer courses 1
I Total number planncd by 2003: 28 I Total numbcr achicvcd by 2003: 3 I
Discussion of result: The total number of courses achieved by the Project under this unit of measure
represents 100% of the planned tarpet. Computer courses cut across a range ofcomputcr skills fmm basic to
advanced. Annex C lists the ?'pa ofcountr conducted under this training categor?..
I Indicator: bcremed n~mnrbcr of evalnarion instrmnents I
Unit of hlcnsurc I :Number ofcourse-related instmmenrs
Tot31 number planncd by 2003: 15 Total number achicrcd by 2003: 59
Discussion of result: The total numbcr of instrumenls achieved by the Project undct this unil of mcsurc
significantly exceeded planned tarsels. with the actual total numbcr achicvcd representing ljlf; of thc
planned total number. Course related inst~ments introduced by the Project roc,$.% on Lcvcl I evallotions
of participant satisfaction across courses, and Lcvel 2 evaluations of panicipant learning lhrough pm- and
post-test methods. Due to the large number of instmn~cnts developed under rhc Projcct's guidmcc in this
area through 2002. no ncw twgcts weresct For 2003.
1 Unit oTRlcnsure 2: Number olfaculry-rclatcd instruments
Total number plnnnrd by 2003: 9 Totnl number achicvrd by ZOO3 19
Discussion of result: The toul number ofinstmnienls achieved by the Project again significantly cscccdd
planned targets, with the actual total numbcr achieved repmcnting 21 1% of the planncd total numbcr.
Faculty-related evaluation instmnients includcd Lcvcl I cvduations and trainer obrcnation tools. Agin. no
new tarzetr were planned under this unit of measure for 200;.
Unit of &lcnsure 3: Number of participant- related instrunaents
Tntnl nunibcr planned by 1003: 9 Total numbcr achicvcd b)- 2003: 27
Discussion of rcsult: Thc total number achicved b!- the Project was three times (;00%) the planned target.
Participant-relarcd instruments included Lcvcl I and Levcl ? e\alu3tionr. as \dl as ,el;-asscssn~cnt tools
reflective evaluation acrivitirs and action planning instrunicn:s introduced in some tzinin? co~rrscs So new
targets were planncd for 2003.

Unit of bleasurc 4: Number ofoverall prosram instruments
I Total number planned by ZOO): ;j I Total number achieved by 2OO): 29 1
Discussion of rcsult: Thc total number achieved by the Projat under this unit o f measure rrprcscnted
193% of the planned total number. No new tarsels were set for 700;.
The evaluation instruments developed by the Project under the above unirs of measure grr~tly contribuled
to establishing sound, viable and standardized course evaluation practices at SCJS. Or panicular
importance were Level I instruments for cvalualin&! satisfaction. as wll as Level ? inslmments for
measuring participants' learning. The fccus on dcvelopin~ and administcrinp sound evaluation instmmcnts
clearly indicates an increased awareness of the importance of elTective training evaluation on the put of
NCJS. and an increased adherence lo sound evaluation modcls and practices.

5. OVERVIEW OF LA IVYERS' SUR VEE KEY TREhrDS AA7D
PA TTERNS
1 Methodology
AOJS utilized an annual attorneys' survey to assess coun users' confidence in and satisfaction with
mnginecrcd coun services and strcamlincd administntive procedures resulting from the Project's
interventions. This survey solicited the reactions and satisfaction ratings of attorneys accessing the sewices
ofthe NCC. Surveys were administered on-site every November. The survey was designed to assure that:
all respaden& have been involved in civillcommercial cases
they have at least one year ofexperience in dealing with the pilot couns
Test questions were insencd to test consistency and reliability of the collected information
Each year. a sample of 100 attorneys was surveyed, and their responses pooled. tabulated and analyrcd in
order to assess degree of satisfaction with court services. The dam collector w a s rccntitcd in 1997 hom
among the recent graduates of Cairo University. Faculty of Law, to meet two criteria: firstly. to have a lqal
background to allow unhindered communication with layers. and secondly. to have no pmriour
experience with the coun system in Egypt. thus avoiding any possible b is Survey findings wtre used as a
basis for designing funher intewentions to enhance coun performance. and for making recommendations lo
panncr n-ork units.
5.2 Overview of Findings
The table on the next page presents pooled satisfaction ratings over the life ofthc Projcct in order to allow
for comparisons of ratings across yean and to point to trends and patterns in coun usen' satisfaction and
confidence with regard to coun administrative procedum.

? or- "*" "?on
- "n "-" -"-n
9 0 40
o m 0.- -70 nrr-"ll -'o.+o

5.3 Discussion of Key Findings
5.3.1 Overall Confidence and Satisfaction Ratings Regarding Pilot Court
Efficiency
Attorneys' confidence in and satisfaction with overall pilot court cficicncy incrrarcd by IS pmntage
points or 40% over the life ofthc Project.
A review ofthe data in the summary chan on the previous page reveals that satisfaction ratings had e hed
a peak of61% in 1999 and 2000. This coincided with the initiation ofrecngimered and streamlined coun
procedures. wch as the reengineered Front Oficc operations for case initiation and fee payment. the
introduction ofthe dual shifl. and the introduction ofrcgistcrcd mail notification for litigana.
Anorncys' salisfaclion ratings then decreased sharply in 2001 duc to coun manrg.crnrnt decisions that
impeded the effective implementation of some oflhe streamlined procedures introduced by the Projm. This
resulted in perceived delays attributed to such factors as thc latc start of the dual shifls and the duplication
of registered mail noti6cation with process semen.
AOJS used this input from anorneys to guide its interventions and its mommendations to the coun
throughout Years 6 and 7 olProjcct activity in ordcr to tmost wtirfaclion ntings once again. This rrsultcd
in an upward trend, with overall satisfaction reaching 59% by the end of Ycar 6. Satisfaction ntings thcn
peaked again during the last year of Project activity. reaching an ovcnll prcentap of63Y. (the highal
overall satisfaction rating achieved over the life of the Project). This attcsls to the Projm's sucms in
working with NCC management and administrative cadrcs to address the concerns of coun uscrs and
enhance procedural eficicncy.
She following bar chan throws light on trends in overall anomcyr' satisfaction and confidence over the lifc
ofthe Project:
Attorney Survey
Confidence Indicators
North Cairo Court

5.3.2 Overview of Satisfaction Ratings Per Performance Area
The following chart compares the salisfaction ratings achieved in 1003 versus the baxlinc rating for 1997.
This comparison p ins to a steady increase in attorneys' satisfaction with coun services across performance
areas. with some performance areas achieving more significant incremental gains than others.
Attorney Survey
Confidence Indicator Scores
Selected scores 1997 v 2003
North Cairo Court
Fee Fee Review Fee Start time Session
Assessment Payment Discipline
The above bar chan shows that the most significant gains in salisfaction ntinps \rcm made in the area of
session discipline and attendance (an incremental gain of 73%). fsllowd by fee management (fee pa)ment.
fee assessment and fee review, with incremental ;.ins ranging from 61 to SOY*). then stan time (uilh an
increment of 25%).
The data in the summary chan on Pas 57 of this rcpon also indicates the significant incremental gains
were made in such performance areas as expediency in sendin; cases to expens and time consumed in
obtaining panics response (both increasin~ incrcmcn~ally by 50%). Sipificant increases wrc also observed
in the coun's responsiveness to defense claims (with an ir.ca:mental gain of 45%): and reductions in
postponement duration (\\hich increased increnlcnt~ll~ by J;.j?&).

A review of the data also reveals a number of performance arcas in which downward m ds urrc obsmcd
with regard to anorneys' satisfaction and confidence. The following diagram thro\r-s light on some xlcctcd
scores in these areas.
Attorney Survey
Confidence IndicatM Scores
Percentage (%) Change
Selected scores 1997 v 2003
North Cairo Cwrt
While the Project highlights many signilicant accomplishments with la\r).crr' satisfaction, there arc also
instances of less than expected or desired results. For example. the above chan pains lo an incmnmtal
decrease of-;0% in thc area of reviewing case files. a dccrcax that ma). be attributed to changcs made in
case assignment to circuits, a strategy utilized by NCC management to n~inimize cormption. and rritich
necess#tales lengthy reviews in order tc gain fanliliari~ with newly assigned cases. Another incrcmcnl3l
dccreasc of -21.4% may be noticed in the area ofrccriving original documents. uhkh is due to the ongoin:
re-organization of the Coun's archives.

5.3.3 Discussion of Satisfaction Ratings Per Performance Area
5.3.3.1 Administrative Processes
Overall, the level of satisfaction with the coun administrative procedures increased ovn the life of the
Project. The following comrnenu penain to some item on the survey that saw mdcd changes in lauyen'
satisfaction ratings.
Fees arressmenr. review ondpnytnenr: Incremental increases in attorneys' satirhction ratings may be
anributed to the inclusion of difierent case rypes in the ClRN system at the Front Counter. \*+ich
resulted in the elimination of manual procedures and a gcncrally more efrcctive. efficient and w ntc
process for managins casc fees. In addition, a total of six ClRN stations were provided at thc K C
Front Counter. a fact which made it possible for lawyen' to access automated case fee service more
easily.
.Jch~o~rledgen~enr Isennice): Year 6 raw a decrease in satisfaction in this area ( -25%) aner previous
marked increases. In Year 7, a funher decrease of - 22.2% w noticed in relation to ihc service
hrnction. These decreases art anributed to the continued use of process servers in spite of the
introduction of registered mail notification. a duplication that reulted in delays in the wrvicc pmccsr.
The Project believes that the novelty of registered mail notification wore off in Year 6. and the
assuredness ofthis service stancd to be taken for granted. La\rycts thus csprrswd their dissatisfaction
with the duplicaticn of scrvicc scen in the continued utilization of procas senws. and thc additional
time lhis look, in spite of the cxistcnce of reliable mail notification. The Project hs rccommendcd that
process servers be eliminated now that qistered mail notification has ban institutionalized. bul the
regulatory framework necessary for the elimination of pmccss servers is not yct in placc.
Receipr oj Origin01 Daenrenrs (4rchh-er): The decrease in satisfaction rating hcrc was probably
anributablc to ongoing renovations and remodeling work at the Archive Depmmcnt. coupled with
moving archived ila to new locations. which made xcess to documms dillicult for thc bwym. The
Project anticipates that satisfaction ratings with lhis aspect of the court's administnlive procedum
will increase once work on remodeling and archiving systems rcenginccring is complete. The activity
related to upgrading the infrastructure ofthe Archives at NCC was the responsibility ofthc hi01 The
AOJS Project assisted in this endeavor only by conducting a study regarding the uorliflov of thc
Archives and by commissioning an architect to desig a more user-friendly. cflicicat working
environment.
Collec~ion Un;r (Cloinu): A decrcase of - 15.8% was observed in the salisfaction ntings pcnaining lo
this administrative procedure in 2003. which \ar attributed lo the difliculty ian).crs cncounlemd in
retrieving down-payments paid at casc initiation. Lauycn also commented that thq oAcn faced
considerable dificulry in obtainin: their own fees from litigants who had lost cass due to the
ineficient coordination ofthe Coun's Collection Unit. This trend was rcvened in 200: . so that 3 eain
of :I -5% ,a observcd in [he salisfzclion ratin2 ~iven to this procedure.
5.3.3.2 Disposition Process
Significant increases mre seen in lab*yers' satisfaction with such aspects of the disposi:ion process as
session discipline and attendance, time for panics' response. responsiveness to dcfcnx claims. timely
disposition and postponement duration. These increases ma? bc a:trib:atcd to Ic imp~ct of lhc Projject's
training activities re~arding the positivc role of thc jud~e and the Chief Judger' H'orhshops. In addition.
increased sxisfaction reflected on the enhanced training course ponfolio of KJS in these area. The
following are the only items that showed sldght dmrcascs in satisfaction:

Respecring cortrrsrorr rime: In spite ofthe overall average increase by 25% in la\\)ers' satisfaction. this
continued to be he number one complaint in the comments section of the Lawyer's Suruw. The
Project repeatedly recommended that hearings start on time for both morning and afternoon shifts.
Session minnra accwucy: The incrcmcntal decreax of - I??: in satisfaction n hgs related to this
aspect of the disposition process may be attributed to the fact that cues am reassigned to ncw circuit
clerks due to efiorts to eliminate corruption. Case reassignment to new circuit clerks means that clerks
are not always familiar with the details of the cax at hand. a fact which reflects negatively on their
ability to lake accurate and representative minutes.
7hely disparirion: An incremental decrease of -6.3% was observed in this area This may bc
attributed to the Court's increased focus on older caws in an anempt to bring thox to closure. a fxt
which nesatively impacted overall timeframes for the disposition process. This, however. d s a
positive phenomenon that responds to MOJ priorities with regard to clearing the backlog of oldcases
in the courts
5.3.3.3 Court Buildings andcustomer Scrvice Processes
A marked increase was observed in lawyen' satisfaction with both aspects measured. namely the ground
floor filing location and the two shifts in court hearings. Satisfaction with the ground floor filing loation
reflects positively on the emciency of the NCC Front Desk. The high rating given to the two shifts in coun
hearings points to the attorneys' satisfaction. in principle. with the two-shin system. Thy have voiced
concerns with delays in slariing case hearings over the two shifts, but are in favor ofthc two-shin systcm as
such. The Project anticipates that. once the court takes on board its mommendation regarding timclincsr in
starting hearings in the two shifts. the anorneys' concerns will be eliminated and a more effeztivc utilization
ofavailable resources will truly be achieved.

6. OVER VIEW OF QUALITATIVE ACHIE VEIMEIVTS PER TASK
6.1 TASK 1: ESTABLISHRIENT OF THE PROJECT OFFICE
The timeline on thc following paze highlights key milerloncs in AOJS Pmjecl manapmcnt.

6.1.1 Key Activities Undertaken and Accomplished
Preparations for Project start-up made headway in the period fmm Xlarch I to September ;0. 1996. well
before the official starting date of Project activity on October 1. 1996. This ensured a professional ofice
cnvimnment within which technical and administrative Project activities could calie plam. The following
sections highlight key accomplishments during this pre-sm-up period.
Oflice Space
The loh floor of the Citibank building in Garden City was selected for the Project ofice. A lease w
negotiated then signed, and premises specifications devcloped to guide ofice prepmtion and renovation.
Renovation work then toot place throu~hout the pre-stan-up period.
The office layout was strategically planned around tcam offices reflecting thc finctioml teams in the
Project's organizational structure (LC. the coun administration. coun automation and judicial education
teams). The ofice layout was thus designed to enhance maimum professional contact among team
members. Team offices were serviced by central management and administration senica. including the
Chief of Party's (COP) oficc, the Oficc Manager's ofice, as well as omces for ~hc Project Accountant and
suppon staR The office included a spacious conference room and a central service arca.
Equipment
A majority of the requisite oflice equipment was procured in July 1996. including telephone systems.
photocopiers and fax machines. This supported the establishment of an operational oflice faciliry prior to
the arrival of core staA Ncvmheless. the procurement of computer equipment and office information
systems was delayed due to the later stan-up of project activities than anticipated. This resulted in a number
of challenges that required careful management in order not to disrupt the Project's technical and
managcmcnt activities (set Section 6.1 .j detailing challenges below).
Staffing
Expatriate professional staff staned arriving in he period from July to September 1995. ahead of the
official Project stan-up date ofOctober 1. 1996. This was follo\red by the recruitment of local professional
and administrative staff. Job descriptions were developed and the Project tcam oriented as to thcir positions
and responsibilities.
One challenge encountered with staffing was the late recruitment ofthe Coun Administration Erpcn. uho
joined the Project team on July 23. 1997. For details rcgardinz this issue. plcasc refer to Section 6.1.;
below.
Administrative Systems
During this early phase. Project policies and guidelines were developed for internal and cstwl
communications, filing and documentatioi requirements. procurement. financial monitoring. accounting and
reponing, in-country travel and work assignment procedures. Kc?- adn~inistntive systems and policies wre
complctcd hy October 1. 1996.

The establishment of the Project eflice was completed during the fi:st year of Project activity. The
following tasks were undertaken and completed in the Period from October 1. 1996 to Scp~ember
30. 1997:
Procurement of ofice computers and information systems;
Negotiation and conclusion of sub-contracts with selected subcontracton. as follom: S>-s~ems
Research Egypt (SRE) to handle the automation activities of the Project, and TransCen~ury Associa~es
(TCA) lo manage the procurement of equipment;
Recruitment for the Coun Adminislration Espen expatriate position;
Recruitment of the local Ofice Administration Expen; and
Coordination of short-ternt consultmts.
By the end of the fin1 year of the Project, all oflice establishment and stan- up activities \rere completed.
6.1.2 Key Activities Completed
Key Activity Datc orComplclion
I Preparation of Project Office I September 1996 I
Recruitment of staff
Establishmenl of ofice urocedures and wlicies
Procurement of office equipment
6.1.3 Challenges Encountered
October 1996 (apan from Coun Administration
Espen. recnrited in July 1997)
October 1996
June 1997
One of the main challenges encountered under Task I wvas the late procurement of oflice cornputen and
inforn~ation systems. This w a s due :o the postponement of Project stm-up to Octobcr 1. 1996. and the
concomitant delay in decisions regarding the procurement of necessary equipment for Project aclivitia. It
\\as also panly attributed to delays in finalizing subcontracts wilh TCA (see below). the subconlractor that
was initially responsible for procuring equiprnent for the Project. This situation could ha\.e resulted in
serious delays in the initiation of the Project's technical and managemcnl activities. Computen were
therefore leased in the interim period. a measure that allowed work to procd. hkvenhcless. the Project
team occasionally faced difliculties with internal and external electronic co:nmunicalions and uilh recurrent
computer downtime.
The Project also encountered delays in completing sub-contracts with SRE and TCA. These delays w rc
caused by the extensive ncgotialion of subcontract lerms and clarification of roles and rcsponsibilitics. and
obtaining necessary approvals for the find subcontracts. Delays trig:cred hmhcr dclays in the stan-up of
automation functions that were to be handled by SRE. and in the procurement of necessary equipment for
the oflice as well as for panner trork units through TCA. In the course or Project implementation. more
cost-effective solutions were identified for the execution of automation tasks and the procumen1 of
equipment, and the Project was finally obliged to terminate its subcontracts with SRE and TCA.
I

An additional challenge encountered by the Project was the replxement of the Coun .\dminisuation Espn
due to the original candidate's unavaihbility at Project stan- up. This core position was vacant from OFtobcr
21, 1996 to July 25. 1997. when the new expen arrived in country. This situation resulted in serious delay
in activities related to the reengineering of coun administration procedures. Ncvenheless. the Project took
every measure possible to fill this position and to pave the way for the Project's Coun Administration Team
to conduct is activities.
6.1.1 Lessons Learned and Related Recommendations
AOJS believes that useful lessons can be learned from the Project's ezpericnce with the stan-up phase.
especially with regard to the eficient and effectively planned pnparation ofollice premises.
It is recommended that future projects develop lists of prima^ and secondary candidates for every core
position on a given project. This would make it possible to rcson lo secondary candidates. with minimal
delays, in the event external factors afiect the availabilitj of priniary candidates 31 project sun-up.
6.2 TASK 2: CONSTITUENCY BUILDING
6.2.1 Key Activities Undertaken and Accomplisltcd
6.2.1.1 Initial Activities to Sct thc Scene for Constitucncy Building
Since its inception, the AOJS Project \\as acutely aware oflhe imponance of building constitvo~ia among
panners and stakeholders and forging positive working relationships in order to provide the
framework and climate for the achievenient of Project mulu. One of the first ac~ivit~es undcnaken in this
respect tras an initial teambuilding workshop. which rvas attended by Project management and cox stalI.
representatives of USAID, the hlOJ, and the Project's sukontractors (SRE and TC.4). This workshop \rx
an unqualified success that led to conxnsus regarding Project soak and objeclives. \lore imponantly. the
workshop created the foundation for positive collabontion among parinerr. Onc of the outcomes of this
workshop was the establishment ofa schedule of regular meetings between the Project's COP and hlinisiry
counterpans to discuss Project progress. develop and revise stralegies. and discuss upcoming events.
The Project also implemented three Judicial Forums at various locations around Ewpt to enhance
constituency building during the first year of Project activity. These forums were allended by 73 judxial
officials from geographically represenlalive areas around thc country. and resulled in a heightened degree of
enthusiasm in relation to Project objec~ivcs. plans and tasks. Gradually. ht01 ollicials wcrc inqntcd rnlo
presentations conducted at these forums. resulting in increased o\vncrrhip of Project goals and aclirilio.
Similarly, the Project participated in regular meetings within juducial _eeo~nphic
rqions throughout Eg>-pt
as early as Yezr I in order lo create a positive framework of informed pmncnhip based on an ongoing
dialogue regarding national priorities. These nleetings also provided a vcnuc for keeping the judiciary
informed ofProject activities and achic\emcnts.

6.2.1.2 Meetings with Interested Parties and Stakcholdcn
AOJS scheduled meetings with various interested panics to promote the work of the Projcct and
disseminate salient information regarding Project achievements. raise 3wareness of reforms undcnray. and
explore implications in the private secior and the business community Thcse mrcting ncrc led by the COP
and Project team leaders. and included relevant non- governmental organizations (SGOs). reprcrcnetircs of
local and international businesses. chambers of comnicrcc. representatives of the Cairo Businas
Association. Chief Justices from the 12 Couns of First Instance around thc count).. leading national and
international figures in thc field of coun and judicial rcform. judicial education lcders. and dclcgrions
horn various Arab countries working to promote judicial pcrformance improvcmcnt and enhance thc rule of
law. Meetings were held regularly for this purpose throughout !he life ofthe Project.
6.2.1.3 Meetings with Experintental Panels at the Pilot Courts
The Project inilialed this activity in Year 4. Thesc nieetings cnabled Project staffand crpcns lo work with
40 panels within the pilot couns to monitor the implementation and progress ofrccnginccrcd adntinislntivc
and automatcd procedures. The meetings oficred an opponunity to addras any obstacla that hindered
implementation. assess progress. and prepare for lhc sustainability of streanilincd and automated coun
procedures introduced by the Projecl. The meetings also offered the Project the opponunity to discuss caw
delay reduction strategies with each cxpcriniental panel. Aner 2001. the Pmjcct expanded the meetings lo
include all panels at NCC because dalz was being captured for tltc cntire civil case load at thc Coun.
6.2.1.1 Development and Dissemination of a Projcct Ncaslctter
One of the key stratcgies employed by the Project for information sharing and outrnch was thc
dcvclopment of a regular Project Ncwrletler. Thc publication of this nc\sslcttcr was schcdulcd as a quancrly
activity in order to allow sruficient time for largcled infornlalion >ithering. prepanlion of aniclcs and
updates, and professional production for marinium impact. The Project's newsletter constitutd a vchiclc
for both the Project to publicize its act:vities and achicvcments. and for Project panners to disscmina!c their
accomplishments and notable efTons tc.uards the comnion boa1 ofcoun rccnginering It -as disscmiiwled
to judges, oficials of the hlOJ. Chicf Justices of Couns of First Instance around Ebypt. and other rclcvant
stakeholders. The last issue of the .40JS Newsletter was disseminated during thc founh quancr of 2005.
6.2.1.5 Monitoring of the Local Prcss and Medi:i
AOJS monitored aniclcs published in local newspapers. as wcll as rclevant broadcasts. throu~hout thc life
of the Project. This verified the positive image of lhc Project and the visibility of its acl1r;ties nalionwidc. .A
sample ofsignilicant articles related to administration ofjusiicc activities is providcd in Annex A .
6.2.1.6 Demonstrating Atttomation Solutions Devclopcd by thc Projcct
AOJS capitalized on opponunitics to demonstrate the functions of coun automation systems introduicd by
the Project to inlerestcd panics and s:ahcholders A case in point tvas thc in-dcprh dcmonstntlon of the
Case hlanrgemcnt Applica:ion (CII.4). conducted b\ the Projcc: .Auiomation Team hntli 3 dclcgation liorn
Morocco in the third qumcr of200I. The delega:ioa then \.isiled SCC to obsenc frs: hand the operdtion
ofthc CIIA and the coun snffs rcsponjc to i:.
6.2.1.7 Participation itt Nltional and lntcrti3tion:tl Confcrcticc~

Conference panicipation provided a forum for the presentation of Project accomplijhmcnls and pannco'
achievements. An early eample ofsuch uork may be seen in the hlinisrcr ofJustice's addm at an AOJS-
sponsored Intellectual Property Confercnc: in Year 2 of the Project. later broadcast by Egyptian television
and published in national newspapers. In Year 4, the COP accompanied the Prosecutor General of Egypt to
the World Bank's Global Conferencc on Comprehensive Legal and Judicial Development. uhich took plxc
in \Vashington, D.C. Furthermore. the COP. a member ofthe Project's Coun Admin~srration Team and the
Policy Assistant to the COP also panicipated in a Conference on Judicial Reform in thc Anb World in
hlorocco. which took place in hlarch 2052. and whish provided an opponunity for the Projst team to
discuss training. coun administration and coun automation activities with judicial laden fmm the Arab
world.
6.2.1.8 Benefiting from Training Opportunities to Further Constituettcy Building
and Case Delay Reduction
Another effective strategy utilized by AOJS was to extend training opponunities on programs sponsored by
the Project to panicipanls from non-pilot couns and rcprescntatives of other uork units at the XIOJ.
especially through courses developed by the Project and tnnsfencd to KCJS for iniplemcntation on a
sustainable basis. For esample. during the second quaner of Year 6. the Project organized thm tnining
programs for non-pilot coun judges. namely the Chief Justices' Workshop II. the Tnining Process
Administration Workshop. and the Regional Workshop on Enhancing the Judicial Syncm. This m y
accomplished in close collaboration with NCJS. and served to cxtcnd key concepts and ber~ pncticcr
supported by the Project to institutions beyond AOJS's immediate pmncr wort unie.
In addition to in-countv training. the Project capitalized on observational study tours organized through thc
Development Trainin; II (DR) Project to expose panncr reprcscntatives and leading figures to modcls and
best practices in the US. A casc in point was the observational study tour onired to members ofthc nc\kty
founded Curriculum Developn~ent Comniittee during Year 6 of the Projcct. This study tour exposed
panicipants to best practices in cuniculum design for judicial education and adult mining. md enabled
them to derive valuable lessons learned with regard to practices that might be adapted for the Egptian
contcxt.
Similarly. a notable training progani that funhered the cons:itucncy buildin; objectives of the Projct \,as
the Case Management and Case Delay Reduction Workshop held in the U.S in the period from Fcbrmry I
to 22. 2001. an activity whose significant impact cut across the various tasks of the Project. Thc workshop
was attended by I Vice President froni the Coun of Cassation. 2 Chicf Justices from the Tanla and Benha
Couns, and I2 ChiefJud~es and Judges from the Nonh Cairo. lsmaiti3 and Giza Couns of Frst instance !a
total of IS participants). This workshop greatly contributed to enhancing the panicipants' suppon for cac
delay reduction strategies in Egypt. and led to their draning oflhe first X~tional Case klay Redustion Plan
For Courts or First Instance. This Plan is an imponant n~itestonc for the Projcct. and rcprcxnls ihc 6nt
formal franie\bort for case delay reduction in the countr).. The Plan aims to reduce the timcCnmc from case
initiation to disposition in all Couns of Fin! Instance.
In developing this Plan. the panicipants analyzed and adapted tcy casc nranagcmsnt concepts froni the
U.S.-based workshop that they deemed applicable to the Egyptian judicial context. They also inlcgratcd
these case niana;cment concepts with other principles and praaiccs ~aincd from their ongoing tnin~ng
through SCJS and AOJS. The Plan is thus a comprehcnsivc framework that incorporates the positive role of
the judge. time standards, and cffectirc strzitepics to addreu recurrent delag 2nd poslponrmcnts ofcases in
the couns.
A senior meniber ofthe uorkshop panicipmts presented the dn9 Pim to the Slinis:cr of Jurttsc for r:\ic,*
and appro\.al. and a copy \\as also prowidcd to the .Assistant to thr \Imistcr for SCJS .Afhirs. The PIzn was
subsequently adopted by the Chief Justices from the 22 Couns of First Instmcc during the third Chicf
Justices' \Vorkshop that XCJS and AOJS organized ill Octobir 2'102. Paricipanls al the Chd Justixs'
\Vorkshop developed and discussed vi2bls strzc~ics for imp:cnrzr.::r;n kc: pomons or the Phi a ihe~t

espective couns. thus supporting cuncnt A101 pr~ori!ics reprd:ng the reduction of case delay. as stated by
the Minister in an article in the September 50. ZOO? editton ofAl-.Ahnm newspaper.
In Year 7, the Project offered representatives o i key panners the opponuniv to attend the S * Coun
Technology Conference and Information hlanagement Prognm in the U.S. Thc Conference contributed to
enhancing the panicipants' suppon for the sustained utilization of automation to cxpcditc and streamline
case processing and access to information at the couns.
6.2.1.9 Partner Coordination Meetings
Throughout the cstension period that the Project \r~s awarded in 1003. the AOJS Team organized a series
of coordination meetings with its Egyptian panncr work units in order to ensure the sustainability of key
results achievcd by the Project. These coordination mcctings brought together the Directors or the JIC. thc
two Chief Justices from the NCC and ISC. the hlOJ's AOJS Project hlanager. and mcnlbers of the AOJS
ntanag.emen1 and professional team in an integrated effon to crafl a sound strategy that would ensure the
sustainability of court automation systems introduced by AOJS over thc lik of thc Project. Coordination
meetins significantly contributed to thc Egyptian work units' sense of owwrship OF coun auton~ation
systems. and enabled then) to develop a shared vision for their sustainability.
6.2.1.10 End-of-Projcct Conlcrcncc
AOJS developed plans for its End-or-Project Conkrence. which is schedslcd lo take place in January or
Febnrary ZOOJ; the exact date was not yet finalized at the time of the writing ofthis repon. This conference
will bring together representatives of the Project's kcy panners. its slalcholdcrs. as ucll as leading ligum
from the judicial and business sectors in Ebypt in order to review Project achicrcmen~s and discuss
strategies for sustainins results achieved to date
The Project3 constituency building strategcs and carclully planned activities multcd in a high dcym of
visibility Tor the Project. coupled with an enhanced reccptiveness for Project intcrrcntions and associated
results in the target sector.
6.2.2 Kc? Activitics Completed
The followino, - is a list of key activities completed under the constiturncy buildins task over !he life of the
AOJS Project:
Key Activitics Complctcd
- Initial teambuilding workshop conducted in Septcmbcr 1996
Three Judicial Forums conducted throughout 1997
hleetings with Judicial Distr~cts around E;>pt
Publication of initial anicls regarding AOJS Projcct design and progress in Judges'
Journal; January 1999
Meetings with Judgcs in Judicial Districts throughout Ycar 1
- Publication of regular columns in Judges' Journal throughout Year 1
Publication of four issues of thc Project St~\slcttsr; quanerl? throughout Ycar 3
Judicial district meetings conduclcd throughoul Ycar 5
hlzrtings with intcxsted pa;tics and rrprCj

Year
ZOO0
ZOO l
Key Activities Comulcted
6.2.3 Challenges Encountered
Publication o f four issues ofthe Projcct Xe\rsletter: quancrly throughout Vcu J
Visiv. to at least twa couns not within the pilot districts
Meetings with interested business and legal eroups and individuals
.\leetmgs w~tn Ep>pt~anjudgcs ofcouns not part ofthc palot sttcs
Publtcat~on of four ~ssucs of thc Project hc\~slcttcr. qt8anerh throughout Ycm j
Meeting with interested business and legal groups and individuals
hleetings with Egyptian judges ofcouns not pan ofthe pilot sites
Training ofjudges not in the pilot couns
Development of first National Case Dela>- Reduction Plan
Publication o f four issues ofthe Project i\'e\vslelter. quarterly throughout Vcar 6
hleetings with interested business and legal groups and individuals
Meetings wiih Esyptian judges of couns not pan ofthc pilot sites
Trainino of iudoes not in the oil01 couns
Publication of one combinc&cstended and trio regular issues of the Projm
Newsletter
hleetings with interested busincss and leg1 groups and individuals
Panner meetings for strategy dcvclopnicnt regarding thc sustainability of coun
automation svstcms introduced bv AOJS at the two ~il0l couns
AOJS's constituency building cffons were met with a positive response from pannerr and stakcholdcn. The
only challenge was that, initially. the Projcct constituted a new area ofactivity for USAID in E~ypt: in othcr
rr,ords, the AOJS Project was the first project or its kind to provide technical assistance to the E~yptian
Ministry of Justice. It therefore took some the for panners to get used to the conccpt undcrlyinp thc
Project. and to become active members in constituencies developed by thc Project. Xcvenheless. the nmoxv
focus of the Project, its clear objectives and targeted activ~trcs in the rcnriacd area or s)slcn!s
reengineering and coun automation. directly reflectcd expressed local priorities and enhanced panncn'
confidence in and support of the Project's work. Also. AOJS established positi\-c. long-tern1 ~rorlin~
relationships and panncrships that future projects will bc able to capitnlize and build om
One external factor that briefly delayed constitucncy building targets \\as the involucmcnt of judges in
national elections during, Years 5 and 6. This mcant that somc kc? individuals nerc not available for
meeting and other public events that were planned by the Project to pronlotc cons!ilucncy buildin?
Nevenheless. AOJS developed effecljve contingency plans that demonstrated flcribility and responswcness
to panners' work schedules while making up for the iime when these partncn utre not a\ailablc. arid
ultimately proceedin2 with imponant constituency building work. For cwnplc. the Project successfully
altered meeting schedules and expanded proyarn panicipalion to include iniponant panncrs ~\ho wc:c not
involved with elections. such as private seclor orgnnizations.
6.2.1 Lcssons Lcarnctl and Recon~nicntlations for tl~c St~st:linability of llcsttlts
The work that AOJS accomplished in thc Bcld of constituency buildm~ led lo a number of lessons lr~rncd
that future projects and initiativrs could draw on. The follouing is a briefsun~nra~ oikc? points:

Adminirrnrion or Jurticr Support Project
find Rcporl
AOJS's meetings with panners. stakeholders and interested panics greatly funhcred the dcvclopmcnl
of strong constituencies to suppon rcquired reforna. This could bc cspanded on through thc
establishment of a Permanent Reengineering Network (with possible e- group connectivity) that could
include representatives of target courts. the MOJ. the Egyptian La\ycrs' Syndicatc. thc local and
international business community. educational and training institutions. as rcll as qional and
international stakeholders that have a clcar role to play in coun reform initiatives. Such a network
could have a regular schedule of meetings. presentations and discussion forums. It could alsu
constitute a key player in organizing an annual conference to focus on relevant issues and successful
initiatives.
An imponant lesson learned is that strategy development nieetings with key panncrs during the
Project's final phases greatly contribute to these panners' o\rnenhip of Projm results and hcilitav
the transfer of interventions to host country panncn in order to ensure sustainabilit) beyond thc life of
the Project.
Future constituency building work needs to take into account imponant panncrs thal did not norli
directly with AOJS. An imponant such panner is the Layers' Syndicatc. and repmscntati~c law fima
and lawyers in geographically represcnta~ive arc.% around the country. lnlcmal coun adniinistntion
and management systems are not the only cause behind case delay in Egypt. Lam?crs' pnaices
sonietimes constitute a major Lxtor in delaying case now. Therefore. rccnginccrin: coun proccdum
will not alone have the desired impact on reducin: case delay if thcsc procedures arc not mxlc fmlliar
to layers as the primary users of souns. and if they arc not parallclod by rccnginccrcd Imyrs'
practices under clcar time standards. Fulerc constituency bttildin; work thcrcforc nccds to utilize
carefully designed strategies to intrgnte la~bycrs within the overall rccnginccrin; and refomi prom.
- One key rcconimendation is for future emorts in constituency buildins to bc integnted and drivcn by a
carefully designed Ion:-term strategy that establishes road maps for outrcach and constilucni?
building. This would supplement and greatly strengthen the shon-tcmt intcwentians cngazd in b?
AOJS due lo the timeframe of the Project and its mulliple e~tensions.

6.3 TASK 3: STRENGTHEMKG NCJS RESEARCH RESOURCES ASD
ADhIIXISTFUTIVE CAPACITY
The limeline on the follo\ring page highlighls some of lhe Project's main acromplirhmcnts in this art3

6.3.1 Kc! Activities Undertaken and Accomplished
Since its inception. AOJS designed a clear and targeted strategy lo strengthen the XCJS as one o f ia he)
partner work unirs. AOJS's strategy focused on three key areas. a follo~s:
Strengthening NCJS's organizational. manapen~cnt and administrative capacity:
Pronloting NCJS's technical capacib and information systems: and
Enhancing NCJS's educational and training capacity.
The above areas of focus were carefully integrated to ensure the balanced inslitulional dc\elopmcnt of this
imponant panner work unit in ordcr to achieve desired higher levels of performance. position XCJS ToI: fxos:rr;
on rraininp center nianagcrnent. Pan~cipants on this tour rcprescntcd hry manaynrcnt .d :eadcrr>ir
positions at XCJS. Panicipants \\ere e\poscd lo cllc~!~ve models and best practices for ntaa?~:in$ a train:^;
institulion. and were able to derive lcssons learned for the E5yp:ix conte\t

Year 6 of the AOJS Project sat\- the fruition of the Project's ocrk in another area related to oi._m~rational
enhancement. namely the esrablishn~ent of XCJS's Curriculum Dcrslopme!rt Commincc. This Committee.
established by Xlinisterial Decree on June 5. 1002. was the culmination oi sereral years' planning and
intensire work on the pan ofthe Project ta help initiate and fom3lize a work unct that \\odd be mponsible
for streamlining and upgrading ali SCJS curricula and course designs. The 17- member Conrmittee \\as
charged with reviewing and enhancinp the overall judicial education curriculum at the Ccnter. determining
criteria for selecting new hculry men~bers. and rebiewing eralualion methodolosics utilized in SCJS
courses. AOJS worked closely with the Committee to establish Ccerer-spific curriculum det-eloprncnt
standards and practices. In October 2001. four Comn~iltec nren~bcrr attended a V.S.-bascd training prozmnl
that focused on curriculum desi~n and developn~ent issun. These individuals dcvelopcd an action plm for
the Commirtee rexardin~ the systematic and coniprchensive review of XCJS curricula. AOJS atso \rorkd
closely wilh this Conimittee to develop reference documents and guidelines for eiTective curriculum design
and course development.
The Project's work with NCJS organizational development also led lo the cstablishmcnt ofan Assesmient
and Evaluation Unit within the Center's organizational slructure. This unit w3s established in 1002. and
\+as slaffed with a supervisor and J staNn~etrtbcrs. The unit is charxed with the rcsponsibilily oTre\icwm$
evaluation methods utilized in all NCJS courses. 3s well with developin; and admi!~istcrin; cualuation
instruments for these courses. The establishn~enl ofthis work unit is an indicator ofthe Ccntcr's incrnscd
awareness of the imponance of valid assessment practices m a bxis for planning and decision-mating.
6.3.1.2 Promoting KCJS's Tccltnical C:tpncit). and 1nfornt:ttion Spten~s
AOJS used the same approach ofstanin; with surveying and asrcssnlcnt and then planning for interventions
in this area as it did for organizational d:velopment. The Project conductcd a computer lilcrac? survcy 31
NCJS during the first year of Project acliviry. This survey \\as designed to assess the twhnical capxit? or
human resources a1 XCJS. Based on this initial assessment. the Project developed hardnare sptiific~tions
and procurement plans that were revicwed and fina!ized in Year 2. Equipnrcnt \&-as procurcd for thc Cctltcr.
includin; nscessar). conipulers and Loca! Area Networks (LASS) hr the nenl: csrabl~shed PCLL. The
PCLL included three fully equippcd Ininins rooms with 8-9 stations cach. in addtiion to an instructor's
station and necessan training equipment such as Liquid Cnstal Display (LCD) qaipnrcnt and Smm
Boards. ,411 equipment was configured. installed and made fully operational by thccnd of Year 2.
In Year 5. having assessed the tarset performance contcxt and provided all necessan equiprncnr for
improved technical pcrfommnce. AOJS embarked on pxidtng necessary computer lninmg to XCJS s ~iT
and manapcnlem. Technical trainin2 was also provided to SCJS computcr spccia:isls on xn~cr
adminisrraiion. technical and hardware troubleshooting and maintenance operations in ordi'r lo suppon
automalcd functions a1 the Cenler. Technical trainin; continued throuphout the Projccl in ordcr go opCa~
technical staffs expenise. In add~tion. a stud? was conductcd to dstern~inc how bcsl to mtgrarc computcr
functions and office auton~ation \\ithin day-to-day Center operalions.
In Year 6 of the Project. XCJS's technial capacity was funher enhanced through orf_eted tr3ining and
technical inrer\.entions. A Desktop Pub1 shing Czpacity Budding Progrmr was provided 13 ZCJS judcial
and non-judicial stdr members in htarch ZOO? lo cnable panicipants to dedop professional docunc nrs.
forna. handbooks and newsletters using the Arabic version of \Vord 97. Internet access ws\ made availabic
to KCJS throqh JiC and the Inforn~xion Decision Suppon Cabincl. a fact thx yeatly cnhanrcd the
capability oi Center sntT a d :nana;en.c.:: :o x;sss inbmmtio:\. lo conduct rerearch and to do\\nload
available trainin; arrd rcrcaich t;mrerols about ru!c of la\\- and adn~~nis::X:on o ipjxr isrues !hrau;!r ICC
Internet.
During thc find esicnsion period ofthe Project in 2003. tarpcted 3Clilili~i
\\ere planned a:id implcmcnted
to funhcr e:ihanic SCJS'i wchnical c?pac:t? .A train in^ program in oaluation stXmsl~s. anal:r#s md
rcpons u2i o:%ret ro I I rnemhcrs of SCJS's Tcchnlcal krcau an,! \srcirnre?r a: E\duation Unil xi

Adm;nirtrrlion orJurtirc Support Projrrt .A\IIDCSl
Find Hrport 12'3103
April 2003. The training program look pb:e at SCJS's PCLL to capialize on the utili~tio~. ofihe Ccnter.~
facilities. This program completed the cycle of programs in training er?luatisn. and enhanced SCJS's
capacir? to work with evaluation data and interpret findings as a nlrans of mforming the decision-making
process at the Center. Similarly. an SPSS Application Training \Vorkshop ws designed and imp!emcntcd
in November 2003 for men~ben of the Assessment and Evaluation Unit An Evaluxion \klhods Slmu~I
was also compiled to provide XCJS with a technical rcsourcc and refercncc \\hen plmning and
implementing its various trainin: evaluation activities.
The final year of Project activiry also saw the development ofthe first generation o f XCJS's uebsite. \\hich
was finalized in June 2005 and launched during the third quancr ofthe Project's worh. The wrbsile. \\hose
L'RL is \\u\~.ncir.cov.e!.. cotlstitula a valuable online technical and networling rcsourcc lhat SCJS will bc
able to utilize and update on a sustainable basis to promote iu work in judicial education and tninnng bo:h
at local and rc:ional levels.
Another imponanr acrivily undertaken in the final year of the Project was !hat ofaulonlalin~ XCJS's Cxsc
Bank and creating an electronic archive fx the cases in the bank. The Case Bank is a Caality withm the
NCJS that provides esantples of cases for new judges to sl~vdy and crittque. This is an imponam pmccrs
since all judges go through [heir initial and follow-up training at the Center. By rewcwng CYC fib -
panicularly the judgments - judges have the oppomlnity to lcart~ improved \rays to \\rite opmions and
manage their cases. Previously. the case bank was orpnized inellicicntly and it oncn took unaeccpoblc
anlounts of tin~e to relrieve appropriate materials specific to paniculx i:istructional classes. AOJS probid&
automation tools. hardware and sofiwvare as well as infrastructure that allow for much improrcd xcas lo
the case files. AOJS also reorganized the facility Tor better ellicicncy and ease of use. This effon ~rcaely
enhanced XCJS's rechnicd capaclty for speedy and targeted search 2nd access runztions in rclation lo
sample cases in the resource bank. In order lo sustain this resource. AOJS world closely \rub SCJS lo
identie a n~cmbcr of the Center's Technical Bureau to ovcnec the Case Bank Automation Activity. thus
paving the way for transfer ofthis respons:bility. and ofupdating fuzctisns. to the Ccntcr~
6.3.1.3 Enhancing NCJS's Educational a d Training Capacic
AOJS designed and implemented several carcbll:; integrated interventions to cnhmce SCJS's pqc:iccs and
perfomlance in the area or judicial education and training for jud~cial and adniiniitnti\c SI~K TEcx
interventions included the esmblishn~ent oiclTecti\.c training systcms. the dcvclopnienl of a quahficd cadre
of trainers for 6CJS activities, the dc\.clo~ment of comprchcnsive !rainin: courses and m.iterials pa&apes.
31jd the transfer of these courses to XCJS for sestaiwble implemer;tation.
Aj. early as Year I. the Project staned workinp on XCJS's trainins catalogue and relxed publicatioas in
order to provide a streamlined and infornmtiw docunxnt to Center users. Thc AOJS tcm> also norled on
developin; a faculty database for the Cenler. In addition. the Project worked closcly \\nlh YCJS SIJK and
managemen8 to review the Center's Case Bank. an imponanr rcsocrce for tramin! pro:rxrs tha ird!odes
examples ofclosed cases tint can bc used far cxc study xtivities in ths Cenler's conxres
As the Project's work developed, Ininins w s made available to SCJS lc~dership ard SIJX on training
management procedures and strategies. Trainins proyams acre also ckrcd in the licld of:nining propram
administration. In Ycar 5. one such proyatn was held at SCJS. It focuscd on b3sic stnrcgics and
approxhes for plannin~ and orgnizing 1rain:ng progarns. Th:ee jud;es and I? admink!ra?nc otliicrs
from SCJS and the PCLL :!!ended this training proqam
Trainin2 for SCJS also ioc~zsed on establrshing a qual~ficd pod of riainerr and fxililaierr ~3p.>bk alusrag
clTectiw adult trcimi~; nic:iwd~logics 01 a11 cows6 01Tcri.d by SCJS. I\ targcltd Trm ng of Tnmsrs
(TOT) program \\as initiated for XCJS durin~ the third !car oithe Prqcit. ;-his training progrmi addressed
the needs of senior nmnbcrs oithe judici.~iy uho mere onen usd as t;aii:c:r on SC1S cat::r;'i. and loiusd
on basic TOT ccnxpis ar:6 nict503j. This program ~ 2 c~randsd
s dzii:r% \'ear J It f*vn.ri! :k 53~:s (0: thc

design and implementation of various mox specialized TOT courscs. inclxding rSc TOT progmr fa cnthe-job
training and the Ad\.anced TOT Prosram in Yeu 4. as \\ell as the Slster TOT Prognm in Yes 5.
During the blaster TOT Program, panicipants dcsigncd and developed thcir otrn in-houw Basic TOT
course. which was then piloted by selected panicipants. 6nc-runcd 2nd then implen~ented through various
iterations. Panicipanls also dcveloped a TOT ,\laster Kit of mlteriais for SCJS. for use in future TOT
programs. KCJS assumed complete responsibility for future implcn~entation of TOT prognms. This Slmdi
as a clear example ofsound and successful transfer of skills. cspcnise and sustainable prognms to SCJS It
anests lo the increased training capacity of the Center and its human rcsourccs. and points ta the
sustainability of training best practices beyond the life of thc Project.
The Project's eKon in building the capacily of trainers and facilitators alliliatcd with KCJS is funhcr
attested to through the work of graduates of the Project's training prognnls as tnincrs on regional and
intern3tional courses. A case in point is the Regional TOT offered by SCJS to paniiipants hom S An5
countries in 2001. which utilized graduate tnitrers from AOJS's TOT programs.
Another esample oftraining impact may be seen in the utilization o l four graduatcs from AOIS's Prognm
Facilitation \\'orkshop as facilitators on various trainin: programs. including the Rqionll N'ortshop on
Enhancing Judicial Systems implerncnted by the International Dcvclopnient Law Institute (IDLI). tbc
Training Process Administration Course, and the Basic TOT Proyate. This activity again atlcsls to thc
post-training appltcation and transfer of ncwly acquircd skills ro the participants' work performmncc.
The AOJS team also worked intensively on designing training courses and de\.eloping contprehcnsrrc
training packages that could be transfenel for repcatcd implementation by SCJS. Thew insludcd computer
training co~~rses and targeted judicial education programs. For exaniplc. in Year 5 thc Project dcvcloped
and translated 9 computer lrainmg nranuals. and tnnslcncd thosc for utiliwtion at the NCJS. These wre
supplenrented by training of con~puter trainers to implement these courses clTectevel~. In addition.
guidelines and models for &cEI~vC computer program design acre csablishcd in the PCLL SlmuJI. 2nd
PCLL staff utilized those as a basis for develop in^ additional con~putcr coc~rscs that they could offcr~
:n the area ofjudicial education. the Projrct worked closely with NCJS managcmcnt an8 staIT10 dc.\elap
the New Judges Orientation Program. Th s course 8-s revised on the bsis of Project rccommcndationr to
include pre-bench and post-bench components. The first pan ofthe revised course thus prepared new judges
for assumin: their responsibilities on the bench. whilc the second pan. uhich was schcdulcd a few nlonth
afier a new judge's appointment. focvscd on problen~s often enco~mtcred by judgcs on the job. and viab!~
solutions and strategies for fulfilling a judge's responsibilities. Content changes in this prognnt mcludcd a
more focused approach to selected topics dcsigncd for fira-?car jud-cs. including a strongcr c3re
manapenrent module: a focus on cnrironrncnlal la,\, copyright and ~rad'mrrks: .IS \\ell as nlolulcj on
dealing with lawyers. deliberating with otw judges. and dnning arnendn~cnls to tarious laux.
Similarly, a comprehensive New Chief Judges' Program was dcvclopcd and rcvnscd by the Projcct in ciorc
collaboration with SCJS. This training program locuscd on newly appointed Clr~ciJudges. cnhancinz lhec
judges' knowledge and sktlls \ \itl~ rcyd to lhcir profcrsionnl rcsponsabatiries zs ls2drrs ofjuditid pads
The revised proyanl includcd n~odules on dealing with the public. n~an.lgin&! pan& nvlhin the ~udrclrl
code. the positive role of the judgc. nr~naging session disciplmc. and tmc 111~n2~cnlcnl. XIS nradc this
program a regular annual feature of its overall curriculun~. The Slaster Kit for this prognni \has agarn
updated in 1001. Two intponant modi'lcations were made: the panel nnnagcn~cnt tra~ning vidcw \\3i
incorporated into program, and 3 ncw module \us added on conmon prcccdunl erro-s Ihal Chief Judy~ and their panels male when managin% cxes from thc first he3ri:lg thrau;': final judgment Thesc changcj
\wrc intcndcd to update the content oC tlw Sc\r Chief Judgcr Pro:ram to rcflcct cumnt priorilres in
effectibe care management and carc dday redoc:iw ttxooghout thr XI01
During Year 6. the Project also \vorhcd closely wth SCJS to revise the structuzc oi ihc Chief Jusriies'
\Vorkshop. first imroduccd in 2001. Thc revised \\orishop inchdcd a hII moduic cn the firs! XaionaI Caie
Delay KcJusion Plan derclopcd by pmtcipants of the CS -based Case \I.m~f_enitnl and Casr Or!.?\-

Reduction \Vorlshop in February 2002. This is a clcx indicator o f the responsive approach enioungd b?
the Project regarding course design and development in order to reflect the dynmic and chm%inp netjs oi
the target participants o f those cou:ses. Transfened course packages also constituted an impoxmt resource
that SCJS could draw on for sustainable course impicnlenution.
In light of the above interventions and achievements. AOJS succcedcd in m*in: informed decisions
throughout the life of the Project in order to ensure an intcgatcd stntegy to bui:ding the ins8i;utiand
capacity o f NCJS. and to yarantee the cuntulatire acl~icvement of dssired results.
6.3.2 Key Activities Con~plctcd
The following table outlines Ley dclwenbla completed under Task ;:
Year
1996- 1997 I .
Key Activities Completed
NCJS nianu>l process survey conducted in Dcsen~ber 1996
Con~puter literacy survey conducted it1 Xlarch 1997
Initial oflice automation specifications and SCJS procurement plan developed in
, Sentembcr 1997
199s L:\Xs mstalkd
I : Tr3ini"g and audiovisual equipn~ent procured
Training n?anagenlent tools developed
I
! PCLL estab!ished in April 1995
NCJS ofice automation systems implemented
Adn1inistrat:ve Policy and Procedures Manual devclopcd
Case Bank organization reviened
1999
Trainins evaluation methods dcvelopcd
Computer training n~anuals dc\~cioped. translxcd and inn sfrrrcd
Computcr trainers trained
.
ZOO0
ZOO l
2001
1
i
-
Sew Judncs' Orientation Pronram revised
PCLI. 0rga11,zational survey conducted
Cun~culunl developnlent for nc\r and sentor judges planned
New ChiefJudges' program revised
PCLI. ,\dministrative Opentioss and Ptoccdurcs XIanual complslcd an2 qyrovcd
PCLI. .Annual Training Calendar publ~shsd
,Action plans for training center n~ana;cn~cn: ir~provemenis de\clopcj
In-house R.u,c TOT course oflered
Course Outline ReTerence develoaed for SCJS Curr~culuo: Ds\clo~n:~rt
Committee
Standard guidelines and best practiccs for curriahnl dcsi:n and dcbelopmcnt
coniplcted
5;andard gc~celines and bsst pr3alcr for r:ai:tin.,: program ?xi'::?:~m dc\elo;rr.d
Xlastci kit far Sew Cnicf Judys' pro;rxi rr';lir'd I
Cltici;!~stices' \Voiishop s:nlrlt:rc r:. id
First Sation;l Care Dcla! Rcduc:ion Plan dzveloped

Year
200;
Key Activities Complctrd
Evaluation st.~tistics. analysis and reports traininy program designed and
implcmerxed
Access Database Development Course iniplenientcd
Website Administration Course implemented
- SPSS Application Training \Vorkshop implemented
! - US-bsed Judicial hlanagemcnt Training prognm implemented from hlarch 15 to
I S
First generation of NCJS website finalized and launched
- Case bank automation activity implenientcd and systems for sustainability in plxc
E\.aluation Xlethods hlanual developed and inst~tut~onal~zed as a profess~onal I
reference I
AOJS's work was generally well-received by KJS leadership, ntanapn~cnt and star A positivc
partnership was established since the early days ofthe Project to funlicr the achievcmcnt ofdesircd resula.
One of the few challenges encountered by the Project was initial delays in decision-making wSardinz SCJS
adniinistrative rcform. Extensive negotiation and adjustment wrrc found ncicrsary in order to isitiate \\ark.
with NCJS on a solid footing. Howrcr. it w,as found 11131 time invcsted in thesc initial stages ofrugotia;ion
and iterati\.e planning greatly funhered progress with Task ; tliroqhout the lore of the Project.
A funhcr challenge encountered by the Project may be seen in delays in obtaining hlinistcrial approval for
the establishment of the NCJS Curriculuni Dcvelopn~ent Coniniiltcs. Ho\rercr. such dela?s had bc~n
anticipated by the Project due to the team's hniiliarity with local norms in establishing a ncw and highly
imponant work unit within an existin: orpnizational structure. The Projcit thus enzaged in contin~cnc?
planning and rescheduling in order lo oNer tar~eted preliniinaq interventions to suppon this ne\rl? founded
Conunittee during its early stages of operation. Xevenhelcss. extensive future work is ndcd in order to
build the internal capacity of this Comn~ittee lo fulfill its ambitious mandate.
6.34 Lessons Lcarncd nntl ilcco1t1n1cnd;ttiot1s for tltc Strstainabilih of Rcsults
A key recomniendation for the sustainzbiliry ofjudicial cducati~n and training best pnaiccs at SCJS is for
work lo be completed with repd to thc devclopmcnt and implenientaiion of quality and pcrformancc
standards at new work units such as ihc Curr~culum Dcvclopn~ent Committee a81d the Assessment and
Evaluation Unit. Such standards would provid;. a franiework \rrthin nhich proyams could be planned and
implcntcntcd. and then evaluated vis-6-vts objective. agmd upon cri1era.l.
It is also suggested that future uork concentnte on the appl~cat~on oi iurriculurn jesi~n and course
development n~odels introduced by ..\OJS to suppon the developsicnt of viable course outlme dxumcnis
and niaterials packages.
A funher recommendation relates to the expansion o f introduced 5)-stems and pncticcs 13 reflcct the iu:urc
transformation of SCJS into a judicial academy. This will also require ia:gcttd intrn-cntrons in thc arc23 of
strategic planning. systems de\-elopmeit. and human resource dcwlopn~ent~
Finali:. tbork initiated on the SCJS \vci.sitc could tri_rger thr crploralior! of ,vsssbit~:~ts for oKering on-lxnf
judicial edt~cation and trainin? optiois and se!f-access trainins pro;r.?nrs This nould cnhancc SCJS's
capacity to reach partiinpants in Egyp~ and the region throu~h a mcd~u~n ih31 does not rtqaire rclcasc tmle
iron, work or presence in a fo:inal classroom cnvironmcnt. This \\ouli: also cs:~blish SCJS as a re~tonlt
pioneer 2nd leader in judicial eduation and training.

Adminirtnlion ofJurlicr Support l'rojrrt
Find Report
6.1 TASK 1: JUDlClAL AXD STAFF TRAISISC
The timeline on the following page throws li~hl
on some of the maan ovcrscJs and in-counlp- taining
programs designed and implemented by the AOJS Project in order lo address the Ininins needs of iu
partner work units and suppon its other technical and man3gmcnl-re!aled interventions.

6.1.1 Key Activities Undertaken and Accomplished
The AOJS Projcc:'~ approach lo training adhered to key principles underlying the lnstmctional Sysicrns
Design (ISD) hlodel endorsed by the American Society for Tnining and Dsvelopmcnt (ASTD). Under this
model. training seeks to address idertilied institutional and icdividual training necds in order to achieve
observable performance improvement results. AOJS's tninicg was planned and designed throughout to
parallel and suppon the Project's non-:nining intcrvenricns. both at the level of org3nizationaI'
management development and at that of automation. technical and procedural recnginetring. As such.
AOJS's training staned from clear needs and was integrated wilh all the Project's ac:ivitics in order lo
contribute lo the achievenient ofespected Project results.
The Project's necds-based approach to training staned with targeted foundation training lor gmeris
computer and management skills. This training established the basis upon which mom sophisticated.
tailored training could take place to parallel the Project's reengineering. automation and capacity building
activities. The ultimate goal o l AOJS's training was to develop the human resources allilialed \.ith panner
work units in order for them to be able to sustain the recngincered sys:ems. procedures and bat pnctiies
introduced by AOJS beyond the lire of the Project.
In order to achieve espectcd results from training. AOJS engaged in various assessment activities during the
early stages of the Project. A legal training needs assessnient was conducted in Ycar I. Also. 3 civil law
needs assessment was undcnaken by IDLl in Ycar I. The findicg of thcsc asscssmcnts ~uided the planning
and design ofjudicial education and training programs. In addition. AOJS capitalized on thc compultr
literacy assessments as tvell as organizational and management assessnicnls conductcd at the mrly stages oi the Project (see above for details) in order to plan its computcr and nianagcmcnt training. Asscrsmcnl
findings led to the establishnient ofclrar. integrated training tracks focusing on the iollo\ring arcs:
Generic conlputer training to establish requisite technical skills scts upon nhich s?-stcms-re-iCc
technical training could take place;
Tailored, systems-specific technical training to create cadres capablc or operating. administering and
rnainlaining the automated systems introduced by the Project;
Gcneric managenlent training to suppon thc Projcct's orgaaizational dcvelopn~snt and instilulionA
capacity building activities;
Judicial training and education to address the needs ofjudgcs. chiefjudges and ch~rfjustices diili3trd
with the two pilot cows targcted by the Project in panicular. and tlici~ pccrs and colleagues from nonpilot
couns in general; and
Trainins of tnincrs. rraimnn nma;ers and other trainin; spcsialisu to crcale the cap~cily br
sustainable human resource derelopnwnt bc>ond the life of the Projcct.
The following sections providc eampler of key programs that took plxe under each oilhe nbove trainins
tracks. for illustrative purposes. Eunlnnry inrorniation ofthc trainin; organ~zcd by the Praject is provided rn
.Annex C and Annex 0.

\dminirtr.tion of Jurtirc Scppert Projrrt
Find Report
6.4.1.1 Generic Computer Training
During the early stages of the Project. training on basic compuier skills \\.as offered to the SCC T>ping
Pool in order to enable Typing Pool staff to make the transition from r).perwilcn to cornputcn in their \*orb
Similarly. Windows and \\lord training was ofired to panel judges. and hlicrosoti Esccl and Access
training was offered to supervisory star Such generic compulcr training \vs later rcplicatcd at the ISC
starting Year 2. Generic training also included Internet skills for sclccted staffal ihc partner work unin.
As the Project's automation solutions were designed and dcvcloprd. xlcctcd computer specialists and
technical suppon staff from the partner work units wcre offered more advanced generic technical mining.
This included training on hardware rroubleshooting and hlS \\'indo\rr ST Server Administntion and
Maintenance for NCJS and JIC computer specialists. This was follo\ved by \\'indo\rr hT 440 mining lor
NCC and ISC technical suppon staff, Lotus Notes and Domino training for JIC conlputer spccialisls. and
SQL 7.0 and Cqstal Repons Writing training for NCC. 1IC and ISC. Thcsc training progmis aimed to
prepare computer specialists and technical suppon stan for nlaintaining the automated case rnanagcmcnl
systems and databases developed by the Project.
Similarly, the implementation ofthe Project's Case hlanagerncnl Application (CXlA) in the thro pilot couns
necessitated basic compulcr training [or pilot court stafrthat were cxpccted to utilizc the Chl.4 on the job
Therefore, intensive Window and \\'ord training was offered to selected SCC and ISC staflprior to thcir
exposure to the ChlA system. As new CklA versions were dcrclopcd wd more advanced fun- LIIO~S mere
added, including the Content hlanager and Electronic Ima;in; funaions in Version j.0. Ehled mining
workshops focusing on the lBhl Cortent Clma~er werc organized durin; the etension pcriod (Ycar 7) in
order to enable K C and ISC staff to use these advanced functions.
In addition lo the above types of training. the Project organized .Advanced IT Project hlmgcnunt
Training, during its last year of activity, for JIC staff to equip thcm wilh the nccasa? know-how attJ
expertise to manage future IT development and upgradin2 initiatives related to thc auromatcd s!stcms
introduced by AOJS.
6.4.1.2 Tailored, Systcn~s-Specific Tcclmical Training
As AOJS's two key coun automation systenjs. namely the Case Initiation and Rrccipting Nnnork (CIRSI
and the ChIA, were positioned for iniplen~entation (see Section 6.5.1.2 below for dctailsl. the -401s tcarr?
developed a carefully staged training plan lo proridc target audicnccs with the neccsv skills for utiliztng
those systems. Trainin2 on the early bersion ofthe ClRS was initiatcd in Year j, follo\-xi by more in. depth
training on CIRN utiliwlion and administration in Ycar 4. This was supplcnientcd with dcrclopnuntal
training as later versions of this system were introduced. Finally. thc Project offered training on thc l3tes:
version of lhc CIRN. Version 5.0. through multiple iteralions oKcrrd to groups of cashiers. supervisors and
technical suppon staff working with the Front Counter of the VCC Training uas growp-spccihc. exposing
each group of participants to the paxicular R~nctions that the) would utilize in the r work ui:h Front
Counter operations. As a result of this mining. all ClRS end urcrs 31 thc XCC acquircd the rcquwtc
knowledge and skills for them to be able to utilize the new version of thos appliwtion as soon as sotnarc
installation was finalized. This trainit~p was [hen rcplicatcd with ncn SUIT appointcd 31 the K C Front
Counler. and later with peer ISC staffmcmbers.
In a similar fashion. the AOJS Project planned careful!y staged trainin; to parallel the introduction and
implemenlation of various \crsionr of the CXIX C\I.A traicing hrrl .?ddmsd 1i.c SCC CX1.A
ln~plementation Conin~it:ee. whtcli \\as charged with ovcrsccing :I;c inrplcntcnta:~cn or this au:omatcd
system at the SCC. This tniiii:~; roc). place durins the second qu3nc: of Year 4. and \\as !olloncd b\ 2
Ch1.A Administrauon training pragrnnt. Having laid the foond3:1oil for s?slcnls i:nplemmlaiion ad
administra~ion, trainin: progranis *%:re designed for da~a cntry hinctions. as \wll as managenlent and
reponing functions of the C\I.\. Training initially provi4rd an a\cr\ictr of the CSIA systcn~ then -2s
offered on a func:ion~l bxij to d17'ercnt C\I.4 cnd uwrr. focci:n; o:r 6~Grcni fi:nitions the) wrc

expected to perform using the C.\IA versions. The functional. group-specific ap,roa;h to ClIA trainin;
proved panicularly effective. Ch1.A :raining was replicated at the ISC. both for d m cni? md management
and reponing functions.
With CMA ulilization well undeway at the hvo tarpet couns. the issues o f sustaining Project-introduced
automated systems began to surface. JIC was the most effective and strategically posttion4 panner wort
unit lo sustain automated systems beyond the life of the Project. As such. ovemizr\s olCIRN and ChI.4
functions were provided to JIC corlputer specialists in Ycar 5. followed by more intensive tnining on
systems administration, management and maintcnmce in Year 6.
Finally, the Project organized more advanced !raining on the hest version o f thc ChIA during Scar 6. This
training built on the achievements of previous CLIA training programs, and naintaincd t!te modular.
function-based and group-specific structure of the training. It introduced panicipants to thc lalnr
enhancements made to this system (far details regarding these enhancements. pleasc rcler to Section 6.512
below).
With the complelion of lhis systenls-specific tnining. AOJS contributed to lhe establishment of quslified
cadres lo utilize the systems effectively for data cntry. data n~anipula~ion and management. xs well as case
tracking and reponing functions. AOJS training also helped build in-house capabd~ty for adniinistering and
maintaining these automated systems.
6.4.1.3 hlanagcment Training
AOJS invested in targeted management training in priority areas to suppon its instilutional developn~cnt
initiatives. Teambuilding was ofired as early as Year I. sincc it was determined that one of the priorilicr
would be to establish positive work relationships and synergy anlong panncrs and sukeholdcrr. This KLS
followed by training in time managemenl. leadership skills. problem solving and dtiis~on making in Year 1.
in order to address identified management training needs and pave the \my for morc in -depth tratning on
selected management topics. In Year I, the Project also organized a Change Agent Traintng Program in
order to help instill positive attitudes tonards institutional changc, and lo equip pmicipants xrith rquisitc
skills and know-how for erective change management. Paniapants in this training program \,ere cxpectcd
to foster positiv: attitudes towards change in their resptctirc nark unils.
In Year 3. AOJS's mana_sement training focused on such aspects as monitoring. c\alualion and rcpon
wiling skills for administrative staf?-and supervisors, in addition lo leadership shills lo ntobilizc stam for
changc.
In Year -I. leadership and manaSemenl training was ofkrcd to Chief Judpes. Foltc\\- up Judge and wnisr
non-judicial coun administrators in order to enable then1 to assume thcir signifimrt roles morc cRcctiucly.
The conlplete progrm included the follo\ving 7 n~odules I) De\.cloping Stnlegic Planning Stills: ?I
Change Ilanagcmcnl Skills: 5) The Skills of Highly Erectwc Xlmayrs: 41 Leadership Shslls: 5)
Transform~tiotlal Leadership Skills; 6) Time. Self. 2nd Stress \lanapxncel Sh~lli. and 7) Continuous
Process improvement. This program \,as oflered through SCJS.
Targeted management trainin: continued throughout Ycar 5. then shilled its focus to JIC in Year 6 in order
to supprt the JIC institirtional dcrelopnient initiative that \\as dcsigned to poslrlon JIC lor s?s:cnls
sustainability bcyond the lik or the I'r*:j-ct. Thus. the JIC 0-;anizati,~nI Dcvclo?c~c:ll Training Prqrani
was designed an3 implcmentcd. inci~:din; modules on ofice n!xmgcnxn: and com:nuncllton skiils. pr+J
management in an IT en\~irornlenl. systenns thinking 3113 s:Xe;!
manager. tinre maaagcmilnr. and contii~uous proccss impro\c;:!ct11
~dannm;. sl.iIls of a hnghly cK:clr\il

Similarly. work-unir-specific management training was organized for SCC and ISC in Year 6. including
modules on time management, ollicr management and conm;m~~alion shills. planning and mamein?
business meetings. skills ofa highly effective manager. and con:inuous process in~provement.
In Year 7. AOJS responded to the changing status of JlC as the unit responsible for managing and
sustaining coun automation systems introduced by the Project at thc t\\o pilot coum. by oymizing targctcd
training workshops in strategy development and esccutive management. Thex trainins prognms wre
designed to equip senior JIC oI3c:als with the ~~cessary how-how and cxpcnise to dcvclop sound
strategies for sustaining the results achieved in coun automation bcyo~~d the lih of the AOJS Projmt. and
managing the implementation of these strategies to guarantee susrainnble rcsults.
The above managenlent and strategy-le\.cl training programs were highly succrssful in establishing requisite
skills sets for effectively leading panncr hrorli units rowards performance change and development.
6.1.1.1 Judicial Training and Ecloc:~tion
Based on its initial trainin: needs assessnlents. AOJS organized targeted training on selccted topics of
commercial laxr as early as Year 2. This training was govcmorake-based. with ~!erations offered in
Alexandria. Pon Said and Ismailia. It sought to address training needs related to commercial case
management within each governorate. as wcll as standardizin: practices and know- how scrorr
governorates.
This early training was follo\ved by specialized cross-cutting programs on case nlan.igcnlent philosophy and
techniques (Year 3), judicial independence and effective case disposition (offered b>- IDLI). thc positive
role of the judge (introduced in Ycar 4). judicial panel manqpncnt skiils Tor Chicf Judges (initially oKrrcd
in Year 4. thcn revised and oficred again in Year 5). and stn~cgics for enhancing the judicial s>s!cnl
(initially ofiered by IDLl in Year 5 then implemented again in Year 6).
The AOJS Judicial Education Team also played a significant role in revising and in~plemcnting ~ \ c n i
training programs focusing on various ca!eyrics in the judicial hierarchy. For cian~plc. the Xcw Judse
Orientation Workshop was fully revised in Year 3 lo incorporalc prc-bench and pox:-bench components (for
details. please refer to Section 6.Tl.j above). This program \bar initially implen~entcd under the 3usp1ccs of AOJS. then \FY gradually transferred for full implemenlation by 6CJS as a regular program on the Ccntcr's
annual schedule oT course oficrings. This stands as a clear esan~plc of the transfer of csmprchcn;i~c
training solutions. accompanied by requisite skills scts and expcnise. to AOJS's panncn
Similarly. .AOJS played a significant role in desi~nina and implcmcnting the Xcrv Chicf Judprr' Trainsn-
Program in Year 4. The progrant. which \bas piloted during thc first quarter of Year 1. includcd modulcs on
dealing with the public during hearires. managing session crixcs. and managing time cffecti~cl~. Funher
iterations \we impternenled durin; \'cars 5 and 6. The proprant ~ 3dro s 1ransfcnc3 io SCJS Tor sustsind
implen~entation.
A funher program targetin2 scnior ncmbcrs of the Egyptian judciay \\as thc Chid Justices \Vorkshop.
This program targeted the leaders of tie 22 Couns of First lnstancc aroud thc countl). The firs1 workshop
\\as impienlcnted in Year 5. It offered a forum for panicipants to discuss coun niana~cn~cnt issues and la
explore ditfcient stra;c;ies Tor worlin; tritb judicial and non-juj:cili sialf mm:C-;r in their respecti\-e
courir. The workshop aka emphmzcd the role of thc Ci11r.f Josiicss as chid c\ecuti\cs cltiin3fcl!
responriblc for overseein; the ntana:cment ofthc cou:is. the \\orSflow proics,cr. 2nd ;w xin1mr:n:ion oi
justice scnlccs orersd ra tltc public. 1-11: sccond Chid Just:ces Workshop \\as mp!c~:mwd arm: chc
second quaner of Year 6. This event cons~ituted a iorcnr for disisssing kc? man~gcti~ent issue and
strateg:cs to pronmts cooprr~tior~ kc!-\c:n the \linis!r? of Juji~i. 2nd !he Coun; It also prauidcd an
opponunity for rno senior pxticipmtj ubo hld ar:cndcd 11;: US .5as?L' C~sc \!ar??;clxni ,d CNC Dzhy

Reduction \\'orkshop lo present lesscns learned from the workshap for case delay rcduclion in the Egytian
context. Each panicipant in this Chief Justices' \\'orkshop prcp3rsd in action plan fix onc mma_eemcnt
chanse that he intended to introduce at his coun upon rcrumino horn the workshop.
Finally. the third Chief Justices \Vorkshop was implemented during the founh qumcr 01 Year 6. The Chiel
Justices of all 72 Couns of First Instance attended this event. along \\ith tho Assislanu to the .\liniacr br
NCJS Aflain. Coun Building Funds, Coun AdminisIralion. and Inspection. The :IC Supcn-iror also
panicipated in the workshop. and made a prcscnmtion to the Chief Juslices about the basic featurn and
functions ofthe ClRN V.5.0 and the CXIA V.3.O. The workshop also focused on thc Sational Casc LkIt?
Reduction Plan. The Chief Justices adopted the Plan and agreed lo stan implen~cnting it over thc six
months following the workshop. They also decided to focus on time standards for ci\ il cares and to addms
administrative delay issues associated with the Expens kpanntsnt.
In addi~ion to the above. AOJS training sought to equip target judges with the nccessq skills to conduo
research using electronic media. thus enhancing the judges' home computers initiative (xc Task 6 below
for details). Recrpicnls of Pmjcct-sponsored computers reccircd training in compulcr skills. lntcmct skills.
as well as using CD-ROXl-based research tools including the CD-ROXI package entitled "Egpt's
Leoislation*. Training in this respect focuscd on providin; ihe judgcs with the requisite skills md cspcnise
that would ensure the sustainable utilization of home computes for the procasing oljudgmenls and for
conducting legal research.
AOJS also worked closely with the Developn~cnl Training I1 (DTI) Projcct lo organizc ixgcted judiciai
training overseas. This included specifically designed obsewxional study tours th.~ exposed pmicipanls to
viable management models and judicial practicc~ in the U.S. One ofthc most signilicact orcrseas pmbrmrs
ofkred under AOJS was the Case hlanagcn~ent 2nd Case Delay Rcduction \\'orkshop that look plaec ix
February 7001. The significml impact ofthis training aclivity cut across the various tasks of the Projccl
This workshop greatly contributed to enhancing the panicipm!~' suppon for case dell? rcdvct!on stn!cgies
in Egypt.
In addition to the above. planned training prognms, AOJS encaged in scvenl unplanned programs th>l
were implcmcntcd in rcsponse to emerging sutor-bared nnds. A case in point \cis a program on Trade
Remedies, the \\'TO and the C:\TT Agreement, in collabora~ion with he Commercial b w kvelopmcnt
Prooram (CLDP); and a program on intellectual propeny rights ir;iplcmcnted in cooprratnon \%ith iftc
Strengthening Intellectual Propeny Rights in Egypt (SIPRE) Proj~t These proSrams sou;hl lo addrcsr
national priorities for fanriliarizing t~rgct audiences with intcrnationd regulator) fnmc\rorki ihal wrc IJ
beconx increasingly imponant .as E~ypt sought to become an active mcnlbcr in rhc ;loSaI Ira& iomrnunit!
A funher esan~ple of unplanned training activities in response to cmrrging needs ma? k scrn ;n ttrc
program on Casc Xlanagcnlcnt in :he 21" Ccnruv: Judges. iziform~lion and Tc~t~nolo:~. This tua-day
workshop included four modules: t'le positive role of the judge. an oierview of the Satnonal Carc Dehy
Reduction Plan. an overview of the ClRN and the CXIA. and stratc~ics for ulilizing tcchnolo;> 10 nmnage
civil cases. The \rorkshop lhus sou~ht lo highlight cunen: SIOJ p:ioritics for recng nccrin;. autsnm;c7n.
reforn~ and reduction of case delay.
Finally, during Year 7. the Project worked closely with US.-\ID.Eyp: and the DTZ Project to secure tnc
unespcndcd funds from the .AOJS.DT? Training Plan to sccd thri's .\l.nistr)- ofJusticc OtTcids to at:cnd 3
the US-based 9"' Coun Technolr~y Confercn:~. This opponunit! rms capitalizd on b! deiignin: a
customized training pro;r.xm around the conference. fexurmg v.trh-; nxerm:s a d vis~:s ir, instirirtior~s
involved in infomnion nlmayntcn: and tcchnolo;> systrmr 31 idci.>i- and snie- Ic\cl =oms in the KOC
arm. as usll a visit to a fcdr.r>l coan in Kansas. >fw,ouri. nl:rrr ii;c coakrcncc tool p:xc Tk:j iatzgr.xcd
program thus oflxed the 3 \IOJ afliaals elposiwc to the hrcs! dc\;lop~:!cn!s in corn t cbnolq through
thc confcrencc, in addition to praiucrl applications oicoun tc.-I:nolo~\ tn i: S.-bascd pe: ~nsti:z:i?nj~

.Adnini~tntiom 01 Jurairr Suppurr Proj~cl
Find Rrporr
6.1.1.5 Training of Trainers
Through this final training track. .AOJS planned for the ins~itutionalization and susuinability of effecii\c
training practices. A basic mining of trainers (TOT) progranl was initiated as earl? as Year 1. then mpcatcd
in Ycar 3. This was followed by specialized TOT propnms in on-the-job training models and advanccd
TOT progams in Year 4. and finally a .\laster TOT program in Ycar 5. This 1rain:ng tmk thus sought to
create qualified cadres ofjudicial faculty to deliver XCJS courses. Graduates of the Xlastcr TOT proym
proceeded to develop a Basic TOT \Vorkshop and accompanying materials kit. to be used by SCJS in
regular TOT courses.
A funher example to illustrate this training tnck is the Training Process Adminisrntion \\-orkshop for
judges from the 21 Courts o f First Instance. implemented in Ycar 6. This prognm \bas designed to cnablc
the target participants to administer training progranls effectively. and to scn,c as a liaison betn-en their
respective courts and the X JS in order to coordinate Inittins prognnrs for both judicial and non-judicial
staff.
6.1.2 Key Activitirs ~onl~lctcd
Key deliverables con~plctcd unJcr the Projcct's Task 4 arc sun~marizcd in the following table:
Year
1996-1997
Key Actir.ities Completed
Initial needs assessntents conducted
3 Forums: AOJS Orientations to the Judiciary. conducted in Uppcr Eapt. Lowr
Egypt. and Cairo and Xliddle Egypt. respectively
Initial manazenrcnt trainin~ \vorkrhops offcrcd
Generic computer training offcrcd
- ? civil law ccurses offered. includin~ comn~ercial code and case mmagcnienl
5 adn>inistrative and managenlcnt courses offcrcd
Initial TOT ccunc conductcd
- Tnining ofc~mputcr trainers conductcd
New Judge Crientation Program offcrcd
\~'ortshops to suppon the implcntenration ofchan%e conduclcd
ClRN training inilialed
Chl.4 training plan developed
- Chicf Jud~es Training Proyam offered
TOT for on-the-job train~ng and -td\-mc:d TOT courscs conduztcd
CXl.4 data entv training implen>ented at SCC
Con~pcter sys:ems supprt training conductcd
Judges n~anaynment and adn~inistratwe trainmg implcn~entcj

Ycar
100 I
1009
zoo;
C.\IA mm~gerncnt and reporting lnining tmplcmcntcd at SCC
- Cbl.4 trainin: irlplcmented at ISC
Computcr systems suppon training conductcd
New Chicf Judges Program reviscd
- First ChicTlusticcs' \\'orkshop implcnxnled
Audience specilic training for court clerks. supervisors. judges and psr.ner \tor).
units' trainers condoctcd
- ClRS V. 5.0 traioing completed
ChlA V. >.0 training completed
Coniputcr systems suppon training conducted
JIC manazemcnt and administntivc courses conductrd
ChiefJusticcs' Workshops ll and Ill implen~ented 1
Advanccd IT Prqect htanagenxnl Workshop implcrtacntcd
Course on ln~plerie~~tinga Database on hlS SQL Server implen~enlcd
RIS V isd Bsics G Course in~plcmentcd
Network Security Course inipleniented
Advanced lBXl Cantent hlanegr Coursc implcmcntcd
CIRN Source Coce Trainin: Coursc implenentcd I
CXIA V. 2.0 Rcfrcshcr Trainin; Coursc intplemcnted
- LS-Based ~'"ational Technology Confzrcncc attcnded by 5 $101 o fisi~lj
- JIC Stratc~ic Pl.lnnin~ Program dnigncd and implcmcnlcd
One of the key challcngcs encountcrcd by the Project was thc shin from ISC to SCC as the first piat coun
for the Project to uork with. based on a decision by the M01. The shin from ISC. a rclati\clr sma:le: cmun
with a manageable caseload. to NCC. a key cotm in Cairo xith an enornrous caseload an5 an imysia:
hierarchy, mcant that the Project had to arrange for trmninz larzer nunibeis of panicipan:~ cxly on :n
order lo satisfy the trainin: needs of its partncr This also meant that pilo!itl",lninin~ on a snullri wak and
then replicaling it with larger eudicnccs was no longer an option. Ne\~cnl~elcss. the Project's Jedrcrd
Education Team denlonstratcd a hizh dc~rce of flcxibdity aad rcsourccfulncss b? stymg its lr~i%cg
diFTerently for NCC then replicati~~_r at ISC. and by buildin; in p:lot programs for ail tajlorc;. s)srmsspecilic
trainin; to ensure cfkctivsncss and achievement of drstred 8:xinitr; rcrulls~
A funher challen;e encountered by the Pr3jcct w s thc in\-olvc:~~rnt ofjud:es in supcrvwag clz.ear j, a ia.! :hai ;riz$crcd concomitant postponcmcnts ia the parlrcipan.;' ciqwtr from thrs prcpax
(nan~elv their dcvclopmcni of n Basic TOT \Iartcr Kit and dc!ivcr). oCTOT i~o:ws th;ou~h SZIS1
An obscnmio~t made by the Projcst nls tl~ot the frequent chanec i:~ YCC lcadershlp renrl!sa in 2 frcqca::
relocation of traincd star to new pos~t~ons. Thts made it diflicult for tile Project to monitor post -tnmmg
appication ott thc part of proyalt ;rxiwrer. md to ccru:c tl:c ashic\-~a~cnl at' de::cd ~5:-::sinin;
irnprovcnisnr at the parlicipants' uo;Lpi.~:c. AOJS also rc%p:ided !o hcquer;t s:?' rl.'x::ia-: b:
I
1
I
I
1 i
!
i

organizing repear training for staff newly assixned lo various coun funaions. thcs cnsvrmg th~t zs\r staff
had the requisite knowledge and skills :o perform the rcengineered and automated Luks htroduid by the
Project.
An additional observation was thx. occasionally. original nominees for rraining programs did no1 turn up
for their training due to conflicting work assigned to them after those programs had been schdulcd. This
could hare had a detrimental impact on the results of tninin; programs :hat were designd to addms the
needs of specific participant groups. However. the Project worked very closely with substirule parricipanls
to ensure that they achieved a consistent level similar to that expected ofthe original program nominm.
6.1.1 Lessons Learnctl and Reconin~cndations for tltc Sustainabilit?. of Rnults
Based on the experience of the AOJS Project, it is highly rcconimended that luturt initiatives slan by
establishing a long-term human resource development plan with their Ezyptian panncr \\orl; units. The
establishment of such a plan would require a panicipatory model in \+hich panners make qua1
contributions to identifying priority needs, dctenn~ning rcquisitc training interventions. and idcniif>ing
panicipants for these interventions. This would also enable panners to make a commitnicn: early on to
maintain participants in their positions to ensure post-training application. transkr of skills to others. and
achievement ofdesired performance inlprovement results.
AOJS also believes there are lessons to be learned rrom the Praject's successrs in dc\clopin~ qud~t!
training solutions and packages, building expertise for tnining tliesc courscs at tlic panncr \rorL unm. then
transferring complete courses and nionitoring initial implenwnt,ition at ~hc panncr work units to cnst:rc
efkcriveness and fine- tunc the training as required. This niodcl ensures the transfer ofni~rch nccdcd training
resources and the development of expenise to sustain effective training bcyond the life of a shon- tern1
technical assistance or other project.
6.5 TASK 5: AUTOMATION AND STREAr\lLISISG OF I'ILOT COURT
PROCEDURES
The timelines on the follo\rinz pqe presents some or AOJS's Luy activities and acconlplirhnlcn:~ in ihc
areas of streamlining coun administrative procedures and court automa!ion. rcspcctiwl)

Adminilrneon of Jur6cr hpporr Project
Final Rcpor:
6.5.1 Key Activities Undertaken and XccomplisItc.d
Given the hlOJ's strategy and expressed priorities with regard to reengineering coun pr~edura and
introducing automated systems lo suppon the ultimate goal of reducing case delay, AOJS devclopcd a
targeted strategy to initiate such reforms at the pilot couns. Project interventions in this rnpcct \\ere
dnigned to creale models for replication nationwide in ordcr to funher hlOJ objectives and tarsen. AOJS's
strategy consisted of two key components:
Streamlining existing procedures at the pilot couns: and
Automating selected pilot court functions.
The following sections briefly summarme key interventions and achievemenls under each of the abme
tracks.
6.5.1.1 Streamlining ~ sisting Proccdtrrcs at thc Pilot Courts
This track was initiated in 1996-1997 with a detailed baseline study in ordcr to dctcrn~inc priorities for
procedural reengineering. Detailed systenis analysis \bas undcnaken, and 290 coun administrative
procedures and processes wcrc identified. In addition. 30 variable fee structures \\ere pooled and listed in
one comprehensive fee spreadsheet for the first tirnc in the Eg>ptian coan s?stm>. Basclinc studies
included assessments of all work unit structures and functions a1 both the K C and thc ISC (see the brief
summary regarding these work units in Section j ofthis repon). Finding ofthc baseline studies fornied ~ hc
basis for identifying which adniinistrativc procedures and processes the Project would focus on as priority
targets for strean~lining and reengineering. They also helped determine which work units nithin the tuo
pilot couns would beconie key panners in thc Project's procedural reengineering cKoc.
Assessment and analysis endeavors were supplemented with the cstablishmenl of an Ewcutivc Covn
Committee in each pilot coun. Coun supervisors and judges me[. worked toythcr and discussed coun
issues. This Committee was instruniental in thc deve:opn,cnt of various in~plcmenta!ion and follow-up
commitlees at the target couns throughout the life of the Project in ordcr to facilitxc the inlroduction o i
reengineered systems such as the autoniated Typing Pool. the new case file folders. rccnginctred Front
Counter operations. the ClRN and the CbIA (see Scaion G.5. i.2 below for details). The \\ark o(hc Projrrl
in close collaborat~on with these committees si;nificantly increased o\wership of Pro.!~t-sponwrd.
reen!jneercd systems and practices.
During the second year of the Project. and on the basis of inmat analyses and asscssnien:s. AOJS assisted
with the devclopnient ofreengineered case managenlent pro;cdt~rcs and pidclines for the panels ofthc trio
pilot couns. This was again highly imponant in defining thc work that needed lo bc done t5:mzhour the
Project in order to achieve procedural reengineorin; objectivcs. The Projcct also played an imponant roic in
separating criminal lion1 civil case nlanqcnlent procedures at this earl? sta:e ofthe Prjex This s ri~crd
a movement o f ollices and staff'for improved \rorkflow.
Another key solution introduced by the Project during its early stages \rx the aublshnicnt of two shins
per day for case hearing This made possible a mow oplimal utiliwtion of existing and oncn hmi:-d coun
resources. both in ternts of IlcMin: rooms and requijile judicial 2nd adn~in*stnt:\c sllfl. SLI t:~11 IIXC CSCS
could be hcard per da?-. This \\as desi~ned to contr:Sute to t:x rcdwtion of bxklo~yd c3ses a: !he tqcr couns.

The Project also introduced reengineered cse file folders during Yea: I. Prior to the Pmject's intcncntion.
case file folders were otlen disorganized. with handtrritten pieces of paper otlen being the only mord or
case progress. Docunlents were misfilec. and access to case- related information rras difficult. The Project
designed streamlined case file folders that necessitated the use of standard-size paper and fxilitated the
organization and indexing of case-related documents and updates. Thcse rccnginecred folders uere
approved by the coun ordered and in usc by Year j.
Another imponant intervention that AOJS participated in was the ehpansion and design of the archive
space at the KCC, and the planning orstreamlined archiving prlxedures. This aclivily \\as !o ultimalclg led
to faster and easier access to archived case Rles and docun~enls. and rrulucc the incidence of misfiled
documents. Based on the Project's initial surveys and recommendations. the h10J cntcred into a contnrwal
agreement with an independent contraclor to manage and implement t!w development of XC's new
archive space in the basement of the coun building. AOJS assisted with overseeing the scrcming. purging
and movement of archived files and documents. and initiated the developn~ent ofa rccnginecred archiving
plan. to be implemented once the new archiving facility had been physically rcmodcled. Vnfonunael?. the
MOJ encountered a few difliculties with !he contractor selected for redeveloping thc archive spxc. hrhich
resulted in delays regarding the implemen:aiion of streamlined archiuing procedures and prxticcs.
One of the main achievements of the AOJS Project wilh regard to slrcamlining cow pmccdum to
contribute to the reduction o f ease delay \vas the introduction offour Follorr-Up Judge positions in Year 3.
These Follow-up Judges were cllarged with linking with the Service. Erpcns. Clcrls. and Statistics
Departments of the court. respeclively. Their responsibility for tracking cases lhrough that difrerenl
depanments was designed to expedite cnse flow. The follow-up judges' work proved highly surcessiul
through Year 5. However, in Year 6. XCC dccidcd to discontinue the follow-up judges' positions. and
reven to relying on chiefand panel judges for case follow-up. Gains that rvcr e made in cax delay reduction
were thus threatened due to this shin.
Another main Project achievement was the reengineering and streamlining ofthe ncw NCC Front Counlcr
All case initiation procedures thus took place at one location. which saved attorney's and litigano' time ir:
going from one noor and from one ofice to the other within the K C building in order to file a casc. p3y
requisite fees, or have a case assi~ned lo n circuit. This model was successfully rcpl~catcd at thc ISC during
Year 5 of the Project. hlodel Front Co~ntcr operations throughout the lik ot thc Projcc:. coupled with
continuous streamlining and improuen~cnt. offer a great potential for rep~icalion throughout couns
nationwide.
Throughout the life ofthe Projxt. selected coun administrative procedures \\ere streamlincd or eliminaled
in order to expcditc workflow. AIIIICX B liilj all the procedures simplified or eliminated b! Ihe Project For
clanlple, manual proccdurcs undenakcn by experimental judges. inclwJing prcp.ving pdgmcnu and
conducting legal research. were replaced by the use of elcc~ronic n~cdia seen in thc jud$cr' personal
computers and CD-R0.M resources as early as 1995-99 (see Section 6.6. Task i belot, lor details). The
Expens' Oflice's multiplc locations at XCC were cenwalizcd. and lhr. E~pcn matt proicss sirnpl~ficd and
reengineered in 200 1.
The Project's effons in procedunl strearn;ining and case delay reduction culminated in thc de\-clopmmt of
the first Salionaf Case Delay Reduction Phn by returned participants \\Lo allended a U.S. -based \rorkshop
on Case \Ianagement and Case Delay Reduction For details regarding ~ hc de~clopn~cct. prcrcnt3tian and
implen?nla~ion ofthis Plan. please ref?: to Seclio!~ 6.2I.S ofthis rcport.
During the elension period in Year 7. the Project continued to consolidate and enhxx.- slrcxnlhed ictm
prorcdt;rcs at the two pilot couns. This \\.Is ad~icvcd through larycd lrair:,n; an ~~~l~~:olo~ii~!i~-.lssnstcd
case managenlent. activities to ensure data qu.~lily tn thc couns' nu;omatcd syrlems. and a locus 081
business prccess reengineering and Scsr pr>aiccs ill order to reduce casc dcky

Administration of Jurcirc Support ProJcrt
Fiad Report
The AOJS Court Administration Team also made a concened effon to assist the t w pilot couns nith
scanning paper-based case documcnti in ordcr to facili tale archit-ins and access. In this respect. the ryes of
case documens to be scanned wrc prioritized to allow for a staged eNon in lisht of 1t.e vast number o l
cases filed at the K C. Currently. NCC scans only commercial judgments. ;\I ISC. scannin: ofall case
judgments is now routine and pan oftte standard operating procedures at the Coun. The AOJS Tcm also
assisted the two pilot couns to plan for reducing redundancy in manual procedurn already supponed by
automated systems.
In an cffon to document effective coun procedures and practices. AOJS worked closel? with thc tbso pilot
COUN to develop a comprehensive record of niodel systems. procedures and pncticcs introduced by thc
Project and transferred for sustainable utilization to irs panner work units. Documentation stuted at the
early stages ofthe Project. At that stage. docunientation consisted ofa number ofstudws and surveys on the
basis of which the Project was able to work with its p3nners to shape its initiatives. Early dacumcntation
also included organizational and process reengineering plans. and casc flow management mapping. As the
Project's activities were desicned and implemented. meticulous docunientation was undcmken to crcatc 3
useful reference and record for panners. This record. consolid.~ted and finalized in Year 7, includes casc
studies. ~raphs, statistical analyses. and a general franicwork for sound cow administration operations. The
final version ofthe Model Pilot Coun Systenis Reference dcvcloped by the Project is organized around fiw
key components: the Typing Pool System. Casc Initiation and Receiptins Prxtiics. Case htanqenient
Practices and Casc Flow. the Archives Systeni. and the Service and Expens Dcpanmcnrs. Each component
includes valuable information on streanilining and reengineering activities undcnaken and lessons larnd.
Such documentation of model pilot coun systenis and administrative procedures UJS dcveiopcd with a view
to providing insight and ~uidance for replication in the future. The r\OJS Project submitled its hlodcl Pilot
Coun Systems Reference to the AIOJ. which in turn accepted and approved the docunient by the end of
Year 7.
In ordcr to measure the impact of streamlined court procedures on primary coun userr. an annual .3nom~'r
Satisfaction Survey was designed and implemented by the Project. Oaselinc sxisfactian data was gatkred
and used as a basis for measuring chances and trends in representative attorneys' satrsfxlion with pilot
coun procedures. Derails rezarding this measure are provided it. Seclion 5 of this rcpon. Annual
satisfaction ratings and attorneys' comments on the survey questionnaires provided dircctlon Tor the Project
in designing its interventions. and in niakin~ rcconimendations to the tary courts for enhancing their
procedures and increasing users' satisfaction with the servicss they oiTered.
6.5.1.2 Automating Sclcctcd Pilot Court Functions
AOJS's autotii~ted coun applications and infomiation rnanagmcnt solutions wcrc spi.cifi;ally desisncd to
scwc the purposes of procedural rscnxirecrin: and strcamlinin; in ordcr to provide corm nlana:cn,cni
information that leads to achieve thc ultimate goal of reducing case delay.
\rittl
Ourins the early stages of the Project. AOJS cngazcd in detailed assesmicnts and plannin; aair-ities in
order to carefully position and stace its automation initiatiws. This included thr de\clopment of
reengineered procedures and detailed specifications for the SCC's Typinz Pool. as \\

to the hlOJ's approval of a Typing Pool replication package in other counr. This replintion pxhgc.
prepared by the Project. consisted af coniplete systems documentation. opcrationd and technical
requirements, user's manual. an in-house training course for r)-pists. as well as reconmendations for the
sustainabiliry of such systems in the future.
Also notable in AOJS's coun automation work is thc dcvelopmcnt of the Casc Initiation ~d Receipting
Network (CIRN). Specifications for the ClRN were developed during the early stagn ofthc Project. and a
local vendor, namely Focus Integrated Systems. was compctitivcly selected to dcvrlop this application;
manage its installation. testing and initial operation; and provide necessary training for coun staK Aflcr
initial testing. ClRN V.l.O was first implemented at the NCC Front Counter in July ?OWH). It thm stancd up
in real time operation at the ISC in September 1000. Intensive on-the-job ClRN training \bar provided to
both users and user suppon staff. Funher. full ClRN system documentation was submincd to JIC in order to
enable this work unit to sustain the system beyond thc life of the Project. Technical trainins was also
provided to JIC gaff regarding the CIRU's technical cnvironmcnt structure, functions. and relationship of
the user's interface to thcsc coniponenrs, thus enhancing JIC's capabiliv for maintaining acd replicating this
system. System enhancentents were added to ClRN V.2.l. and additional training \bar, organize&
During the founh quarter of Year 5. and based on lessons learned from ClRN implemcntaiion and real time
operation lhus far. the Project worked closely with the JIC to develop system nlodificaiion specifications for
ClRN V.5.0. JIC selected a Project hianager from the JIC staRto bc the primary point ofcontxt betwxn
JIC and Focus for contract management related to CIRV V.3.0. AOJS provided backup and managemcnt
advice to the JIC ClRN Project hla~~ager. gradually paving the way for JIC to assume full project
management control with regard to the development ofClRN V.j.0. JIC also ensured that thc final version
met target work unit reqeiremenls and adhcrcd to JIC's design spuifications. This constituted 3n
opponunity for on-the-job training on IT project nianagerncnt. subcontractor managcmcnt. and out -sourcing
of technical services. an activity that directly contributed to strengthening JIC's institutianal capacity for
sustaining and replicating this system in the future. The enhmced ClRN V.5.O is a Windor\$- baed
application with more con~prehensivc case fee calculation functions. enhanced casc distribution and pancl
assignmentlrc-assiznmcnt functions, iniproved user interface and enhanced internal program design to allow
the system to operate more efliciently. This version also allo\rs users to gcneralc daily financial. cash
receipt. and caseload distribution repons, thus facilitating the niana~enicnt ofthc care in~tiation phase. All
civil cases at the pilot couns are now managcd by thc CIRN. The new version \%as installed at both thc SCC
and ISC. and live operation sraned by the third and founh quaners ofthe Project's Yea 6.
During the eslension period in Year 7. the Project worked closcly with the ClRN dzvclopcr and JlC to
identify areas for funher fine-tuning the CIRK system. AOJS directly involved JIC in 8n:crfacing with the
ClRN developer to manage necessary ~pgrades. thus olTering JIC an opponunity br firsl-hand cxpcricnic
with IT project planning and monitoring, and positioning this work unit for similar in IT project
management in the future. By the end oiYear 7. both pi101 couns had nrtatly cpandcd lhcir ulilizaiion of
the ClRN to manage casc initiation operarlons. For an clantple oi a CIRS reccipt. mith dctailcd cxplanaircn
bullets. see Anncr E. Full ClRN systere docunientation \\as submitted to and approvcd by thc 5101 by thc
end of Yea; 7. Documentarion agair seeks to provide a complete :tcord of systcm spccifieaiions.
requirements and upgrades. lhus providin;: a uscful resource to suppon syricni rcpl~cxm in the iu!ux
Another imponant achicven~ent in coun auton~ation was the Project's development and in~plcmcntation or
the first automated case mana:enienr system in Egyptian Couns of First Instmcc. Initial assessments
rezarding case managenlent prosed~ms and related autoniation needs lcd to the dcvclop~~~cnt of an initial
prototype or ::.r Case Xlanqement A>plicarion (C\l.A) at the stan of ihc Projecr's Year 3. Thc C\IA
prototype uaj based on zn automated case managtmen: model that had been used in~c.mztionally a3d had
proved effecrive. This model was custon~izcd to suit the pncticcs and rejuirmlents of the E:yxtan cow!
speni. The ChI.4 protorypc \\-as a Lotus Xotes. Egypt~an coun-barcJ. Ensiish Ir:v;uacc. inaeg:xrd
computer application that provided excellent case. liri;:ant an3 event data record~ng and managcmrnt
fun;tions. The CII-\ thus made it porriblc for follon-up jud;es. panel j-dzes 2nd c~:cuil clerks to cngay
in proactive c-sc n~anagemtn~. Once this early protonpc dcntonaixt? to and a;ccp~cJ by panncrs and

Adninislrrlion orJustict Support Projrrc
Find Rcport
stakeholders, AOjS competitively prscured the scn-ice of an Egyp:im computcr syitemi developer.
namely lntercom Enterprises, to prepare an .Arabic languagc version ofthe s?-stem. By the end of Ycar 3. all
necessan. CXIA equipment. cabling. sewers and L.AXs had been installed in the tno pilot iouns.
Following initial testing of the first version oithe Arabized ChI.4. the Project worked closely uith lhc SCC
ChlA Implementation Committee (CXI.4IC) to develop additional system rtquiremcnls and spccificxions
that Intercom followed in developing Version 1.0. ChIA V.I.0 \rx tested. and training was offered to the
CMAIC to initiate the implenientation ofthc systcm. By the end of Year 4.3 significant step had bcm taken
as case indexers staned creating cases live in the ChIA databxes. Early successes with the CXIA paved the
way for multiple systems enhancements in Version 2.1. coupled uith extensive uscr training on data cntr).
data management and reponing functions. Technical training was also offered to coun computer specialists
and technical suppon staff. as well as JIC technical staff. to ntakc possible the efktivc tnnsfcr ofCXI.A
system administration and maintenance espenise. By the end of Ycar 5. Chl.4 \:. 1.1 \\=IS fully operational
and system performance optintized in both pilot coeN. In Ycar 6. the ChiefJusticc of ISC swed ulilizing
repons generated by the ChlA to track caseload and case age in order to focus on clearing backlog@
cases. A CMA station w . installed ~ in the ISC judges' deliberxion room to provide judgcs with requisite
case data. These are only a few examples of how this automaled systent suned ~aining ground in thc
decision-making process that would ultimately lead to the reduction ofcase backlog.
Ycar 5 also saw the development of specifications for CMA V.3.0 in close collaboration with the pilot
courts and JIC. Key features of ChlA V.j.0 included a nes uscr interface. an expanded system
infrastructure, and enhanced niana~entent and reponin; capabilities. The lBhi Content hlana~erXommon
Store application software was added to the systeni for electronic archiving of closed cxes and electronic
imaging and scanning of key case docentents. This latcst version also insludes add:tional crmr-ckkin~
componenls to reduce data entry mistakes and lo cnhancc data reliabilily. Funhermorc. ChlA V.5.O
produces improved hearing roll repons that arc desi~ncd for public poslin;. thus paving the way for the
complete elimination of manual hearing rolls. One of the Co-Directors ofJlC \\=IS nand Project Manager
in charge of overseeing the development. testing. in~llll3lion and pilotin: of CXI.4 Version 5.0. This
strategy significantly au~mented the Center's capacity for replvcatin; similar soitware derelopn~cnl and
upgrading projects in the future.
During Year 7. AOJS worked inrensivel) to respond to hlOJ rcqucsts for various enhancements to the ChIA
systent. These enhancen~ents included the identification and cliniination of up to 21 data&? coniponcnls
and views in order to increase system speed and enhance perforrn~nce. !.lodificat~ons also mrluded creatin;
a sepantc database for closed cases in order to speed up search and access operations for pending cases
being updated. A function was added to allow for thc modification ol~cascs in an a:_eregatc fashim !ha
paralleled established manual procedures at the couns. The method in uhich hearing rolls and repoms wrz
previously modified required cases to be updatcd individually. Currently. cases can be ;roupej to$cthcr and
rescheduled. similarly to how the manual syrwm hanctions. In addition. IIIC rcpon \\r:tinz funi-non crorcr
the hearing roll repon in a dinerent work area on the computer. thereby keeping the dam enp system
dedicated to the Lotus database function. as opposed to the Cpstal Rcpons documcnt creation iaciliticr
This again contributed lo thc ovcrall pcrlorntancc of the CX1.4 system. Finally. the electronic archivin:
function of !he C\IA was modified to incrcasc cllicicncy and compatibility. OJS used a sxnilar stratcgy oi involving JIC directly in the identification of requisite enhanccntcnti and the m~na;cntcnt of technical
modifications with the CX1.A devclopcr. thus increasing JIC's capacity in this imponant area in order lo
ensure the sustainability of the systcni bc!ond thc I~fc ofthc Project. For an example ofsclected ClIA case
management repons, with detailed explanat~on bullets. sce Annex E
1 he Project also uorked on establ:shin% 3 coniniunication and intmct:o, polocol Lwt\\ccn: JIC 2nd the two
pilot couni so that the insiitulions' individual roles and rcspotiiibililici rclatcd 10 lhc coun au:oniation
systems xrre defined. The Project beltevcd that this protocol \\as ncc.:ssa? on ordrr lo sust%n the syslrnlj
and to ensure quality control and stanjardization oi the systems a, the hlinistp looks to rcplkake thc
systems in thc futarc. To this end. the Project orgmized a wmber of n:rctin;s \\#:!I 1i.t hrs~slant to the
Slinister fm XCJS AKirs. uho scn-cd ~i t!te >linistn's Project SIan3;cr. I!IC JIC :\C:UI:VC CI~~~~C~ICIIP

Adminirtrarion of Jurrirr Support l'roi.rt
Final Rrport
team; and the pilol coun Chief Justices to discuss this prolocol. Flaw chans outlming :he roles and
responsibilities ofthe couns vis-i-vis JIC \\as developed. and the pxies approved this protocol. Copies oi the flow chans, signed by the JIC. the ChiefJusticcs. and the Project arc presented in .Annex F . in addition.
full CXIA system documentation was s~bmined to and approved by the XiOJ by the end oi2003.
In response to a request from the hlOJ, the AOJS Pmject organized a study into the feasibility of intqratinp
the three systems for the Typing Pool. the ClRN and the ChI.4. Although the findings of the study indicated
that such integration would be technically possible. the XlOJ decided against the intqation in the end. The
Project fully supponed this decision. since it had recommended keeping aulomated funclions wpxale for
case initiation, case management and typing ofjudgmenls. thus making openlions more manageable and
increasing both efficiency and accountability.
The Project believes that its automation strategy with JIC and the tuo pilot couns has proved highly
successful. The model of working closely with panners to develop system spccifications. to overshc
software developnient aclivilies, to test and lo fine-tune systcnls. and to create in-house capability for
utilizing and sustaining those systcms. was highly produclivc In addition. the Project's stratqy ofgndually
shifting the responsibility for managing coun automalion projects to seleclcd pannen conlributed to
positioning these partners for the replialion of successful automation interventions in the futurc fimlly.
the Project meticulously docuniented all its automation interventions to provide a compmhensiue record or
activities and procedures, thus leaving behind a frame ofrekrence and a guide for replicalion in the Llure.
6.5.2 Key Activities Con~pletctl
The following table summarizes kc). delivenblcs complctcd under thc Project's Task 5. Dcliwrablzs ate
subdivided to reflect the above activity tncks.
6.5.2.1 Task 5.4: Streamlining Pilot Court Proccdt~rcs
Year
1996- 1997
199s
Key Activities Completed
Initial systems analysis completed for pilot cows
- Basclinc studies ofpilot couns cond~tiled
Enterprise model devcloped for pilol couns
Executive coun commiltee and neccssan. \\orkin; groups established in ach
pilot coun
Reen~ineercd casc management procedures and guidclincs devcloped for the pads
ofthe two pilot cows
- Ncw file folders implcmcnted
Tuo shirts introduced for casc hearings
Time standards rcpon con~plctcd
Arrhivc dcvclopment plan completed
NCC Front Co~nler reengineered and approved hy XlOJ
First Lanyers' Satisfaction Survcy conduclcd (then repealed cvcy year s a
monitoring and measurement instrummi)
Ulilization oinew case file Folders
5':cmlltnin~ and centnlizin~ all ;r.se filin; prcccjures 1 the SCC Froii cocnlcr
Introduaion of fallow-up judze posi::ons
\lawn1 prcscdures undcnalen by judys. ~mzi~iding prcparin; ju:lg?ienls 2nd
coiid~ci~r!; IcgI research, replaced t? :hc use ofcliclronii niedu
First conipilari.m of statistical d3i~
horn clossd cases in both pdot couns 1s
objcclirel? idzrtlify sources of casc dell?

ZOO l
2002
l
licy Actiritics Complctcd
Reengineered case managerncnl procedxer implemented for all esperimznul
panels in both pilot couns
ClRS system implementcd ar target couns
Initial implementation of the CXIA system
ClRN system replication package presented re XIOJIJIC
Typing Pool replication package presented to LI0J:JIC
Coun administntion concepts introduced and applied via c.tccutirc managmcnt
training programs for key admtn~strati\e personnel (Tollon up judges and kcy
administntive slam
All circuir clcrks trained on ncw ChlA procedures. both manual and automatcd, in
both pilot courts
Implementation of rcengineercd casc manaymcnt procedures in progress with all
expcrirncntal pawls in both pilot courts
All pending casc information (timitcd as to contcnt) entered into the ChlA m the
two pilot couns
Case management repons generated by CXIA data prcscnlcd lo and rcricucd with
1hc Chief Judges and Chief Justiccs ofthe pilot couns
Progress made with lirnitia~$ manual casc Incling proccdurcs and'or climimted
such proccdurcs bascd on rcengineerinx of proccsscs and proccdurcs at thc pilot
CQUrIS
Anorney survey completed to ascennin satisfxtion levels of atrornc)-s pmcticin: in
the pilot couns xs to improvements or changes occurring durin; or as a rcsult of
project work
-
Results report compiled
Training For technolo;ically-assisted case niana~cnm~t designed and iniplcn~entcd
( .
Case data verification and quality control practises supponed at the two pilot couns
Scanning operarims for case judgments facilitated and monito:cd at the SCC and
ISC
Oocumenlat~on of model pilot coun systems and praccdurcs completed b? AOJS
and approved by the XIOJ
Attorney survey conducled. d m analyzsd and lindtngs ewnmed
6.5.2.2 Task 5B: Auton~ating I'ilot Court Proccdurcs
Year Kc! Activities Complctcd
1996-1997 Initial assessmcnt -ark undenalen
Preliminary desi~n work conducted on autoni~tcd ccun sytcnls
1998 I - Facility prepared lor T ?pq Pool room !>lOJ)
!
of CSI.4 luncllon;ll dm;?
i . &lOJ author~zxior

Key Actiritics Completed
- K C Typing Pool computer cquipmcnt and L.4S deliwred to SCC. installed and
I
ccnificd in socd working order
XCC Typing Pool short-tcrm technical opentions suppon and on-the-job trainins I
(OJT) provided for computer systcms administrators
- ClRN computer equipnient and LAN delivered lo KC. insallcd and ccnified in
good working ordcr
K C ClRN short-term technical operations suppon and OJT prmided lor computn
systems adniinistrators
Ckl.4 English FrOlO@pe version 1.0 completed
ChlA Arabic Beta version 1.0 completed
Necessary ClRN cquipment delivcrcd to SCC and ISC
ClRN V. 1.0 installed and ccnificd in good workin: order at SCC and ISC
CMA conlputer equipment and LAN delivered. installed and cenified in goad
uorking order at NCC
ChlA V. 1.0 and 2.0 installcd at KC. and initial operations undenny
- CRlA computer cquipment and LAN delivcrcd. installcd and ccr lilicd in ~ood
working order a: ISC
C3lA V. 2.2 ins:alled at ISC
CMA V. 2.1 upgraded to \'. 2.2 at NCC
- Computer cquip:iicnt for sirnulalcd pilot ioun computcr systems cnvironmcnl
delivered to JIC
- Short-term tcchn~cal operations. suppon and OJT provided for computer s?stcms
administrators in NCC and ISC
- ChlA application media pack and application documcntalion dclivcrcd to XlOJ
CklA V. 3.0 installed and liveopcration initiated 31 XCC and ISC
KCC CXIA, CIRN, and TP LANs conne~tcd to allow for possible futurc intcgntion
Electronic Imnging (El) system installcd in ISC and XCC
- ChlA spcm docun~cntation
dcl;\.c:ed to JIC
- Applications medn packs and application documcntalion delivcrcd to 1101
!
i

Ycar
loo;
Key Activities Completed
I
Identitication. specification and recutinn ofenhancements to the C IRY sys~cm
Identification, s?ecification and execution of enhancements and modific~tions lo the 1
ChIA system
U
I
Study conducted to eramine the feasibility of integrating thc TP. CIRS and CSIA
systems
Ongoing suppon provided to technical suppon starat the Sl0J
Hardware specified and procured to enhance JIC's capabilir). for sustaining
automated systems and operations beyond the life ofthe Project
Hardware specified and procurcd to enhance NCJS's capability o f maintaining an
electronic case bank
Scanners identilicd and procurcd to inxcasc KCC's and ISC's capability for
scanning case judgments
TP system and procedures docuntented and application soflsafe tnnsfemd to and '
approved by the hlOJ
6.13 Challcngcs Encountered
ClRN systenl and procedurcs docuniented and application sofiwarc tranrkn cd to
and approved by ihe MOJ
ChlA system and procedures docun~cntcd and application soltwarc transfd to
and approved by the hlOJ
Electronic Imaging (El) system and procedures docuntentation dclivcd lo and
approved by thc hlOJ
One of the key challenges encountered by !he P10j~t was thc hlOJ's decision to initiate coun
administrative reensincering and automation initiatives at the KCC. as opposed to the ISC. This pmcntcd a
substantial challenge since the NCC is a much larger coun with a n~uch bigger caseload and a spnwlin:
administrative system. The Project niet this challenge by developing contingcnc? plans and rc-scoping its
coun reengineering and automation interventions so that they were piloted in the contest of a much Iqcr couri. then replicated at a smaller coun. This proved an cNectiue measure in desling \\ith this shin in the
Project's emphasis. However, lessons learned indicate 11121 pilotinz at a sntdlcr coun may yicld bcnclicral
information to guide the replication and implentenlation ofnew systems in largcr couns~
Another key challenge was the relatively frequent reallocation ofcoun staNto new dwes and depanmcncj.
This meant that the Project lost many trined staN mcntbers uho rvonld have championed mngincricd
procedures a! thc targ courts. The Proje:t rose to this challcn~c by tr~inin: nt\\ly lssigncd sldlin lhcrr
new positions to ensure continuity and sust.lincd utilization ofrcengmcered and aulonlalcd procrdum.
Similarly. frequent changes in scnior Icadenhip at the targa couns. paniculmly at the SCC and rcprcscnlcd
in the appointment of several new Chief Justices over the life of.thc Pro!c:t. led to coxontitant shifir in
locus due to new policies and priorities. :t ;s hizhly rcconin~ended that iuturc initiaiws be planncd nkh
commitment to maintain scnior leadersht; a well as srafrand manaymen1 n~embas in thelr positions to
suppon. develop and sustain initiatives to achieve cuniulatire results
A funher challenge encountered by the Projcc: was lh~t
some of the proiedurd chaat_cs iniroduaxl wrc
revoked i;y new leadership even thou$ the?- h.ld proved cNcctirc st strcarnlmn; crun adminismli\r
functions. A case in point was the discontinuatiort oi!hc follow-'p j:>dgc posi:ions introduced by the P roj~t
to track cases and expedite processing. The Proiect had to work throu_rh pancl and chief!ud;cr lo promox
best practices in case ioliow-up uniti ions ~:eviously arsunted by follo\r-up pdgcs. Sinl~l3rly. sonle o f thc
Project's innovations. though initi.dl? suc:esshl. wcrc poorly implcnrcn:~.? b: pnners cvcr time For
esample. thc dzal shin introduced by the Project to allow for .I larger nmtber ofcaizs to Cc hcsrd br- pmelj
I
i

pn day within csisting constraints and available resourcn was hampered by the progmsive tardiness of
judges in starting hearings. This led to late hearing stan times. result in^ in overlap with the hearings of the
next shifi and causing confusion at the target couns. The Project continued to tackle this problem by
emphasizing the imponance of time management and punctuality in hearing schedules.
In 2003, the NCC decided to dismantle a data qualiry group that had previously been char@ with enswin:
data quality and integrity in the automated systems introduced at the coun. This derision had the potential
to negatively impact data qualip control at the pilot coun. The Project worked closely with the FCC Chicf
Justice and senior management to reinstate data quality management at the coun in order to maintain and
enhance the level ofconfidence in electronic case data available in the court's automated systems.
With regard to coun automated systems. a major challenge faced by the Project \ras some panncn'
expectation of fully developed and comprehcnsivc automation solutions very early on in the Pmject. with
these automated s)-stems designed to address all case management functions and procedures up front. This
ambitious expectation had to be balanced with a carefully staged approach to the design of automated
systems to allow for testin:. fine-tuning and cumulative cnhancemcnt in order to achieve desired results.
A study of the possible integration of the three project implemented automation systems was commissioned
by AOJS and delivered to JIC in the second quancr of 1003. Although findings indicated that systcnts
integration would be technically possible. the MOJ decided not to embark on a systems inteyation initiative
at this stage. This decision reflc;ted Project recomn~cndations throeghoul.
6.5.1 Recommendations for the Sustainability of Results
In lixht of the lessons learned through AOJS's initiatives in streamlinin~ and automating coun
administrative functions. the Project would like to put forward the following rccommendalions in order to
help sustain the results achieved by the Project:
Future effons need to focus on the implementation of the National Caw Delay Reduction Plan
developed by Project pannen. Stratepies recommended in the Plan need to bc prioritized and
scheduled for implenicnration, and panners nced to focus on delailcd implemenlation planninz and
periodic monitorins on the basis of agreed upon indicators. to crisure the achieventcnt of ta:gct:d
results.
Future initiatives may capitalize on the Project's successlul cspcrience with cilablishing corc
implementation and supervision committees to champion innovations and ovcncc their suslaincd
implernentafion at tarset couns.
Building solid \rorking relationships with kcy professionals at the target uork units. including chici
justices, chief and panel judges, and senior administrative staFF. is imponant to fxililate :tee
implementation of dssired mtcrvcntions and to motivate othcr coun staff to suppon thrsc
interventions. thus contributing to thc sustainability of new systents and bcst practices
Structured monitoring of programmatic changes should be undcrukc~t in order to measure susirin&de
implementation, help address obstacles. and identify funher interventions that need to bc undcnaken
Monitoring activities could draw on the review of statistical 2nd othcr repons. periodic audits, direct
observation of 0pera:ion: where relevant. surveys. and locus group activities. Chicf Justices could also
bc encoura$cd to 13ke re~uiar coun toun to observe operxfons first hand. in order to cnstirc lhaf
eveyhing is on tmck. and to lend wppon as appropria!~ Thc X!OJ Judicial lnspcc~oon Depann*c:11
could also play an actiw role in on go in^ monitoring
Careful monitoring nccds to be coupled with a system of inccnitvcs 10 cncouragc onzoing u~ilization
of
bcs: practices. strcainlincd systems and autommd proccdurrs lnccntivn could include thank -:ou

Ieners, recognition cenificates, etc. awarded at both the individual and the work unit levels. This could
be enhanced throuoh the publication of coun newslcucrs that feature s:rcunlined s?stcms ad
operations.
It is also important for thc continuity and sustainability of achieved results to minimize the rotation of
Chief Justices and judges from pilot couns to other coum. Similarly. staff and manapncnt
reassignment within the one coun should be minimized. unless absolutely n ccav. in order to build
upon the training and cxpcnisc of staff and management in their respective positions.
With repard to addressins delays in the coun expens referral and turnaround system. the use o f timc
control statistics and standards should be cxploxd. Verbal consultations betwen jcdga and espcns
could also be introduced where appropriate. A system for sepanting cpcn fila and comrpondence
honi other outsoing and incoming mail could also be utilized. In addition. a carefully daigncd folio\v-
up system needs to be in place to espedite this aspect of coun functions and to contribute to thc
reduction o f case delay that is asso:iatcd with the expen process.
Future effons also need to capitalize on the utilization o f streamlined statistical repons to aid decision
making and expedite case processing. Statistical reports genented by automatcd systems need to
become a basic tool for circuit supewison and Chief Justices to track case processin.. addms
backlogged cases and espcdite case closure.
6.6 TASK 6: HOME-BASED PERSONAL COMPUTERS FOR JUDGES
6.6.1 Key Activities Undertaken and Accomplisllcd
In an anempt to address the need for Egyptian jud~cs lo haw ready access to legal rexarch tools and a
method to produce judgmcnts more quickly. 80 laptop coniputen were procured and delivered to tGet
NCC judges during the second year of Project activity. Judges reccivcd traininx on US \L'indow 95 and
Word 97. As early as Year 3, judges slaned "sing thc clcclronic niedia now available to them to produ:c
judgments and to make revisions easily. TI!? Project also provided assistance and icformnion to IIC
regarding PC configuration and setup, maintenance and technical suppon in order to enhance the
sustainability of the judges' home cornpulcr program.
With concurrence from the h.IOJ, contracts were awarded to Soficom. an E~yptian commercial lnlcmcc
Service Provider. and to the Data Bank CJ. a spccializcd on-linc scrvice prov~der for direct on -hnc accas
to Egyptian Law and Coun decisions. J~dges received neCCSSJ~ trainin: on lnlernet skills. rrilh panicular
reference to lcgal rcscarch packages and wcbsitcs.
AOJS engaged in periodic monitorino, of the tarset judges' utiliwtion of thc lntcmcl for Iqal mcarck
purposes. Initial surveys revealed that judo,es did not utilize the lntcrnct to conduct legal march s
frequently m cxpecrcd. Thc Project round thal jud~cs were dissatisfied \r-ilh the on-lmc x mice due 13
diflicultics associated with Internet access. They also deenicd the legal rcscarch twls available on-line as
inappropriate, excessively limited vis-l-vis their needs. and genehly dificult to use As a muli. Ibc
Projcct discontinued on-line access for al! but 20 judges \rho contmucd lo make signific3nl uK of on-line
legal research tools.
In an efbn to provide the \10J nith altenlativcs for legal research. the Project identified a comnicrcial!?
available CD-Roll-based Legal Encyclopedia that included the law and opinions olthc E:!plian Coun of
Cassation. The hlOJ only authorized thc Proj~t to provide this set of CDs for training and rcfcren:~
purposes throuyh the KCJS. CD-ROM-based legal rcscarch so!utions \\ere tested br comprchensivenesi
and ease of use. In addition to thc commc-cially available Legal Enc?clopcdia referred to abave. JIC made

available is om CD-ROM based legal research collections to the nrgct judger [hmugh court- based
research rooms.
AOJS achieved its targeted results undcr the judges' home computer prognm by the end olthe Project's
third year. The Project team prepared a rcpon based on iu experience with this initiative in order to inform
MOJ decisions and policy regardin2 the use olcompuars in judge's homes for the pcrlormamc ofjudicial
duties such as preparing judgmenu and conducting legal research. The submission ofthis rcpon k n s the
final activity related to Task 6.
The Project's achievements under Task 6 trizgcred an increased inlercst on the pan of thc MOJ to sponsor
person31 computers for judicial smR The hlOJ offcrcd judges a program whereby they wrre able to
purchase personal compulns at substantially reduced cosu. Approsiniatcly ZOO0 judges were able to
benefit from this program.
6.6.2 Key Activities Completccl
The following mble highlights kcy deliverablcs under this task
Year
1996- 1997
1998
! lw9
Kcy Activities Complctccl
Not applicable
- Assessment oftype ofequipn~cnt and sohrare packages requid
I . Confizuration of SO laptop computers 1
Complnton oftnnnin~ oftargct judges on basic computer and lntcrnet shtlls 1
1 -
I
I . On-line access made available to targelpd;cs 1
On-line access replaced in most cases with CD-ROXI based lcp! research solutiocs I
Final repon on judges' hon~c computer progranl to :uide future XIOJ policy 1
I I . Procurement of SO laptop computers and distribution 10 target jud~cs i
I 1 . I
-

6.6.3 Challenges Encountered
One of the challenges encountered by the Project in executinp Task 6 \\as that of reaching an initial
agreement with panners regarding the specifications of the judzes' home computm. The Project strongi?-
recommended the purchase of desktop computers due to their lower cost. flexible upgrading and ow of
maintenance. Partners, however, decmcd laptops more appropriate. in spite of their significantly higher cost.
to allow for maximum mobility forjudges.
Another key challenge encountered by the Project was the rotation ofjudgcs to other couns. This meant L31
the Project could not track the uriliration of laptops since the owners of thcsc laptops wcrc moved to other
couns. It was the Project3 position that desktop computers. made available to judgcs through allocated
march rooms at the coun premises. would provide a more viable solution that could be suseincd by
partners to offer maximum return on investment for the hlOJ.
One additional challen:e was xen in the inadequacy of lnternet-based legal research tools. The Project \\as
able to overcome this problem by making available CD-ROh! based lcpl march packa~a to target
judses. This points to a need for inv~ting in the development ofcffcctivc electronic lcgal rcscarch solutions
in the future.
6.6.4 Rccomrncndations for tlw Sustaisability of llcsttlts
The CD collection of the Coun ofcassalion judgments was easier for experimental panel judgcs to ux than
Internet-bascd legal research sites due to its familiar rcrcarch nietl~odology (sim~lar to thc publtshed
indexes) and its accessibility. Horveber. the research functionalicv. search wpabilitics and content oi this
CD collection could be improved for better cficiency and cFrccti\~encss.
Coufl-owned computers should be dedicated for use by judges in 3 room or rooms in the coun uhcrc judgcs
can conduct their legal research and prepare their judgments.
The judges' needs for lepl research solutions could be supponed alonp three lines:
CD-ROMs prepared by the hlinistry and IDSC. provided free to all judges and made availablc in all
couns in the room where the court-owned judges' computers arc located:
CD-ROMs developed by the private sector could by made a\-ailable for ounenhip by judges (it would
be possible for thc llOJ to negotiate special prices in this respect); and
Internct-based legal search services in the privalc smor should be r.ncoun$ed
Desktop computers, not laptops. should be the standard for thc \10J. Both for use at home znd fa: catm-
owned cornpunen for judges. desktops 3rc more reliable. hare mars capnbililies. arc lcss expcnsir-c $0
initially purchase, arc less expensive to repair. and can be supponed b? JIC.

Z ANALYSIS OF ITEY COURT A UTOMA TION AND ASSOCIA TED
HUMAN RESOURCE DE VELOPMEiVT COSTS
This section of AOJS's Final Report summarizes main costs incurred by the Pmject in order to achieve ia
key court automation and associated human resource development orgets as discussed in previous wcliow.
This summary is intended lo provide some useful baselines and guidance for the planning of similaf
iniliatives in the future. Cost breakdowx and a sunmar). lisl of computer cquipncm provided lo the 5101
work units for coun automation activilies are provided in Annex G.
The summary tables below highlizhl costs incurred over the life oflhc project undcr them kc). catqorics: I)
Equipment, lnhaslructure and OK-thc-ShelfSoRware. 2) Specialized Son warcJSysten~ Oevclopmcnt. and 5)
Training and Human Resource Development.
Equipntenf. kfr~1~1~11t4 ond OJ-!he-Slwlj So/nmr~: This table sun~marizcr cosls incud for the
procurement of requisile equipment for AOlS's panncr work units. including PC aokslrions. ponable
PCs, monitors. printers. servers, uninterrupted power supply equipment (UPS). nchs. wanncn. audio-visual
equipment, copiers. and requisi\c periphcnls and consumables. It also includes costs for installing local
area networks in the various panner work units. as rvcll as costs for procurins mcessar). off -the-shelf
computer applications.
Specioli-ed So/n~.nre/Systrnr Dewlop~~~cnr: Thir table summarizes the cosls incurred by AOlS for the
development of the ClRN and the CIlA syslcms, including their various versions and cnhmrcn~cnts. in
order to suppon the Projecl's coun automation activities.
Training ond H~wntt Rrsowce De~rlopntenr: Thir summ.-~ry table outli~~cs costs incurrcd lor the daign and
implementation of in-country and overseas tnining programs lo address the training nccds of pmncr nurk
units over the life of the Pmjcct. It is wonh noting that some lrainin; cosa wcrc supponcd by lhc DT?
Project throuzh a series ofannual training plans that were desi~ned lo equip AO1S's pxnrr work units uith
the skills and know-how required for the succcss of the Project's technical inlervcnlions. Howvcr. thcw
DTZ-borne costs were not made available to AOJS for inclusion in this final rcpon.

Y
' SUMMARY
m
SUMMARY COSTS (I) OVER THE LlFE CF THE P90JECT FOR MOJ INSTITUTIONS:
EQUIPMENT. INFRASTRUCTURE AND OFF-THE-SHELF SOFTWARE
InharUudue ~ u c elocal s area n e w (LAHI mmaam* and ndw m
On me-swr %Draw Mw whh a m m r as )*crow O W Ro SPSS Bue MS SOL Wum M bl*'la W'ee MurWn
IBMRosr 1W Cmlrrl Wmge t8M C M C- Stm US W m NT Lep* R-' LrpaUeon P- .rd P
WlYte w
COSTS (11) OVER THE LlFE OF THE PROJECT:
SPECIALIZED SOFTWAREISYSTEM DEVELOPMENT
. - . . -. .
C W I S111.322 84
GRAND TOTU
a TRAINING AND HUMAN RESOURCE DEVELOPMENT
r.
3
SUMMARY COSTS (Ill) OVER THE LlFE OF THE PROJECT:
LOCATMH I SUBTOTAL COSTS
-
1216.6111.M
In C xnY 1mm"g 1191 ‘LJ
Omwas Tramno 1 1109 750
GRAND TOTAL 1 IM1.195.l
Overreas C-auvavvgeeugneaan~~rnslemn#au~usus c-mvro-omn~-euS rrEms
Note Smw mtnq msu la tan mauniri am -as pqirimr om yun :N corn s~rr m LY OW arm -me rrne %ae kuTni T . 9 R
(DT2l Prqea T M mrlr are nol ,cried u, IN -1% rumrued m m.r wee: rnce rm a c m: mat araW3e :o AOJS a: N % cd -nfq ms rn

8. CO:\'SIDER.-I TIO:vS FOR FUTURE SECTOR-U.4SEU
PERFORdM ArCE IMPRO VEMEA'T
The Projcct's rprrlence in \mrkin? to enhance the adnlinislralion of julrce a1 ths Cwrls 01 Ftrsi
Ins~ancr in order to proniow stsbillty democracy, ire marlieu and pruspnt? in the Eppt8.n cunrcst tur
led tu 8 numh.r oilamas lwrned and related rc~umrnmdations. These recommm&~lons .re Jrsipd I,,
inlims iuturc clttxts. h~lh in Egypt and the region. to enhdnce jud~c~al prrformanie. and to promote .I
suztainable lryal iramenork fur equitiblc 1r;lde. economic pnr. and n nable democraw enr-irocincni
The iollo\\ln$~s a list of kt! Icssons ltarned and rrron~rncn&tio~is in lhns respa Senior-le\rl inpul lion1 hod comlr). oflicials is needed for support and guidance utitn i~unihtng
admmistrat~on ofjustice and rule of law projrru. Input dth~s nature is critical to sucudd pro;:jrut
implummlatiu~i. It is ther~iur~ rcconmendvd that kc). sIdxholdcrs engage in briefings and \rwktrr~
xsi011s at the earl!. stages of an:; +en pro~ecl, and then throi~ghout the life oid:c projr-cl. to dtxos
acli~u\-cmcntr, address impdinicnts to CII~IISU. and plan for propr rcsourcc a!loc.slion
sustainihle rwults.
lo ach:u\v
FUIUIC initiativ~a should inzludc imprtant stakeholders in court systems and lu:lctions. uncludmg
llic La\\ycrs' S!iidis;ttc. kc! court deptrtnients, rclcvmt educalsonal insti~utions, 4s \\dl as rclcr-ant
min~slr~es. Tliir will make pmsil~le a murc intugr;~ted ;md comprehu~~s~w upprmch to rcdustng ww
delay.
It is also impurlani fur policy ~n.tI;'rs at 111~. national Ic\d to eplure the pojslb~lq oi clrnirnaimg
manual procedures tIi;t~ Lhrol~ie redundant due to autonu~~on activilies \nthin the pi101 ntdd Thti
\rill contribulc lo mr.:~mlinin~ overall work procfdurs. and nil! ensure that xw:klruJ I.: 3;kuiiEy
reduced in. ;~uto~iiid iunwons.

I1 is important to desip, inrplmcnt. and e~-aiuatc rccqtncerci i~orl; proccsss in w r r prior to
developing court automarion sys:rms In orher words. hr arcr.ill rccngin=rng ol swns shorrlJ
focus on nark procrsws and prwedurrs. wh~lc IT rdu~tuns should be \~c!\nl as tools that suppat
these rrrnginecred procews. It is highly inlporhnt lo make pnnrrs anare oi thtr suppntine
hncrion of automaled r!.stems in order to wold a mis:akcn emp!tasis on IT solu~ionj 33 an cnC :n
Bemsil~rs.
As aar mentioned in mrlicr seaions of this report. the creauon of cnd ujrv pups and
inrplcmcnli~rion commitiees comyrised of judxial anb'or non-judicirl!adniini.na~i\r ~8~11: depsndlrre
on the nature of the cotnmittrc's wxk. is critical vhcn plannin~ and p ~lomg act~..~~ics in cowti !I
thc~liti~lrs the dewlopmcnt. tcstiny, monitoring and e\aluahon of new sptems a d prwcdures. in
addtrion lo enhancing ouirership and sopprl ijr these newqstans and practices
Ideally. )udicd :and non-judici;~lh~nrini~lrilt~~~ turd icshnical partner initmtton rlirll 11rA utll h.
inv011-d In lik-oi-projocl activities ncrd lo Ix 1dcnlilir4 a1 tllc plannmg slag ofll~c prqr-cl and then
kcpl in lhcir pos~tions throughou~ the project lor aabdrty and rurt~h;hility tirucli.5 Sun'rotalrons
and reass~gnnrenlz shuuld bc. kcpt to a nrisimuar, dicncvcr lwiiiblc, in ordcr 13 c::surc cnnlrnuol!~
This sllould contribute to comulati\c dcvcl~rp~ncnl, ichw\cmcnt nl rcs~~lts md rclurn on m\vs;mur:c
in human resource dc\rlopmcnt.
S13o' iwolxrd in cuurt rccnpincuru~g act~\.itirr should h. sclcit~d id protnotcd on a nrcrit-hscd
systcm that rrllcclr lheir ongoing pcriorm;utce and conmitmcnr Scn~oral?- and ;m.iit~urt d~wid nrK
tc dccid~ng factors in such selcclion
U%en launching a cour~ rerngincering ;~ctivily that inmlws iourr uulmnntxm syslonz. it is
inrporlilnt to ideniiiy end uscrs as soon ;IS posiblc and lo tram thcm on hric mrltpulcr mJ
keyboarding skilli. if nccdd. and then to have I'Cs tnstallcd to h c court so 1Ii;lt Ihc n;lifcan pr.xl;;c
thcsc skills inin;edi;~~cl>- alirr twining l'hur~+orc. \\ilea ~ hc court uu;om.rrton +itrnmj a:c :n @a;:.
thc ;rsamalcd 1r;rintry 011 lltc nca SYSICIIIF and &:~d ippl!i;;l~.ni ~cc,::Ic> C.SS:;~ 2nd r?.,rr
rl>icicnt l'lw end uscrs nrII morc I~kcly It;t\c h~ghcr lcrcls il:';w;:iifcnsc unh ~l:l~z~il$ i~n:~t:l:rs. a
lac1 n111211 incrr.;tscs ll~c I!kc.lil~ooJ oi r qu~ctc;. nwrc iiols.tti rciuin oil thc ittw,tnvc:r:
uwrall co~:rt rc~.nt._inscr~tig and :~utomatlw actxnlics
mdc r:i
When I~unchi~~~ pilot court inc~t\~tcj, it tuwld h. idi.111 to h.8~ ;: 'contiol~' COLI~ in ni:!;!i
technical arsisrancc or lra~rrlng ast~vi:ies arL. 1tnplemrxt4. ~::i in wl:i;h pcrior~n.:fix 1; mwii:id
;md compred P ~ I ~ S11txt I ol' llrc brsct court\

Annex A:
Annex B:
Annex C:
Annex D:
Anne E:
Ant~es F:
.&ulex G:
Annex H:
Project Press Profile
Sunmlnn List of StreanllinedrRemginered Court Procedures
In-Countv Training Report
Overseas Training Repon
Examples and Detailed View of CIRN Receipt and Selected Ch1.A Reports
Court Aukonlation Systelns: Flon Charts of Rola and Raponsibili~ia
Sunlmnrl\. Lisr olCon~ptlter Equipn~ent Provided to blOJ for
Autonlation Actixties
Project Bibliogr3phy

I ANNEX A
I
1 PROJECT PRESS PROFILE

Article 8
1
2
Title
Annex A
List of Articles
New juridical project to solve 12
million coun cases
Egyptian judges see fruits,
frustrations of U.S. technology in
coun system
3 I Couns witness major change:
Mer i yearr AOlS project is a
success in Nonh Cairo Coun of
First Instance and haelia Coun
of F~rst Inslance
4
I
Middle East rims I October 1996 Publication Datc 1
I
The Record
The Salt Lake Time%
El I
Akhbar Newspaper Novembei 2001
The Computer Sets the Dares for El Akhbar Newspaper September 2002
Hearinzs and Ass:~ns Cases at
Nonh Cairo Coun
5 'Using the computer I was able to Loghal EL Asr July 200;
pet rid of piles of references and
case delay have been reduced'.
Said Counselor Farouk Sief El
Nasr
(Lanzuage of the Era) ,
I
September I937
6 Two new panels fir fzmily cases El Ahram Newspzpcr Srptenber 700;
and four labor committees at
South Cziro Ccun of Firsr
Instance
-
7 The General Assembly for Nonh El .&+ram Newspa?er Seprembsr 200;
Cairo Com: scpewisin~ the
!
i
!
circuit clcrks and servers worlg
and lirnirin~ rl~s casts referrals io
Espcns Dc?rnment

New juridical project to solve
12 million court cases
Rash3 El lblary
S.~coi~ta P.r Afiddc East limes
h( n!lntkr of uus in tllc Esyplian courir
t16 ycar has rcachcd 12 million bul Ihcrc
Dcccnkr 1 ~5. llxrc wrc I.9X jd5u in p:Clinrinry
coum. 1.401 in m?~ cf am>I a d 3 7
inca~lion coum. .Is of 30 lux 1W1.
Th; m~in rams for 11% hug nmtkcr of cxs in
E~ypc's couns. accordins lo 3 laityr a1 Shbkmy

d Egyptian
see fruits,
r frustrations
rl
of U.S.
technology
in court
1 system

Egyptian judges see fruits, frustrations
of U.S. technology in court system
bus 1111.
tu SII 111 111cIr II~IIICIUWI Ju~isdiclluns,
~~~~YinCll~ccl~anccs ofin~(~aflialily.Iravill saill.
111 l:~yi~, j~~dgcs sit in ~IICIS ol llircc, a1111
rotale posilions t1111cl1 like A~ncricarr judges
do. llicy arc also cvahlalcd rcgt~larly by an
al~puil~~cd colamiltcc ol lhc judiciary. Inlcr.
cstingly, all of~l~cco~~~i~ry's 2.WO iudga hgui
ll~cir carccn as proscculon, who arc incxlrica.
bly licd lo tlielutlicial syslcln.
Usually, by IIIC lirl~c a11 EbyIllUI law slu.
deli1 Is 24 ycarrold. Ilc wiU have complcled law
school. ll Is a llmc when allorncys and jlldgcr.
who111 lravill dcscril~cs as ~mlarizcd, go ll~cir
separalc rums. Tlic choicc Is hlwccn gov.
crl!n!clll wo~k as a ~i~oscci~lor of pdvalc prac.
llcp 111 a firm oral a delc~lsc allorncy. In Ilml.
11 Is lllc lawyers. 1101 IIIC JIII~CI:~. who wvm the
111l)o.
TIC Ebyp~ia!~ j~t~liclal syslc~n Is dincrcl~t
1111111 lllc llnilctl Slalcs in lhal ivc applnl bc.
lwceli 200 and 250 IIIU~CCIIIO~S, ilrld piclcr was luundud by Alllcric~ns tl~crc. 'lllcy tlle~~
~nandalory Iralliing courses lor ilicrn.' sald flew to Wasliinglori. D.C.. wl~crc lllcy sltdlecl
I~~d~eNablIMal~~~~uutl
TJ.Sayulolll~cNa~io~ial IIIC fcilm~l j~~dici;~l S~SI~III 311d IIJ!II~,II;. ~II:III
Cerilcr lor l~ldicial Slrldics In C~iro. W~cn a was C~IOSCII lor ils ligI11. cn~~cisv syslc~~~. Of
proscculor is 10 yearsold. Iic Is Liven ll~ccl~oicc paflicular l~i~crcst was il1;1l13 a~m~nalcd C~III.
ol slaying a proscculor or bccolnlng a jildgc. lcrencc lci~cl~ingat~d i ~ ,la~irli~ig
s ludiclal I~III.
and nuy move trp or duw~i llic judicial laddcr callon Can~nlillcc wl~icll draws llom ndec alldl
cvcry lour ycan il~ro~lgl~ou~ 111s carccr. Tl~orc slar~darcls IIIJI lricl1111c irai~~ing. "It's a gin111
wi~ocliwsc to ~TOIIIC ~II~CCI undc~o a 1nnri111 sllapsllol,- sdd Iravi11.
lor~g tralnlng caunc in court proccdurcs, legal 'The judges also al~c~~dcd llic ~IIIIII~I~ 111tli.
wiling and rcscarcl~. bul 11 is not lor lour or cia1 Cail~~cil cunlcrcr~cc hlom Icavilig III vlsh
fivc morc ycm unlil a ji~dgc cl~wses a ficld or lo Naliollal lutlicial Collqc In ncno. Vlsillnfi
slicciaiita~ian. Iildgc FLSaycd said.
lJ1ali were IIIIICC Yo11sse1; III~~:L' O.S;IYLYI; All
Tl~c lusllcc Supporl I'roJcct Is lookii~g a1 Allrn~vl SI~;lkilr, vice prcslilcc~l of lllc ( ~II ol
Ihrcc arcas of lhc Epn~lian s)~Ic~ti: Improving C;lssatIon and gcricrd sccrcla~yof ll~c Nnllo~ml
J~~dicial ctll~callon, evalualing !he proccsscs of Cenlcr lor 1111liclal Sl~tdlcs: Adcl Aly AIII~LTI Id.
IWO co~trls and crcalinl: IICV ~~roccc)urcs a1111 Sald, ollorr~cy l;cllcral llrr lllc Narlh Call11
au~u~iia~ion In llic ~plrtaprlalc arcas. Iravlll Cowl: and MUII~IIISII Ahlncd lil.ll~~sscl~~l
said. Tl~c group flnl visll~vl llon~c and 111c 111. Yollsscf, ~lldp2 of 1I1c l~gy~1Il;lll €:ll!lrl 111
lc~nalinnd Dcvdo~i~~~cnl lqal I~~slil~~lc, IVII~CII Cassa11011 111 (>tim.

Courts witness major changes: After 5 years AOJS project is 3 success in Konh
Cairo Court of First Instance and Ismaelin Court of First Instance
The judiciary is heading for total revolution and complete chmge for the work mechods aiming for
simplifying the coun procedures for litigants and total elimination cormptlon, missins kid si:aliag
documents. hfrer 5 years since its implementation staned, AOJS project is a success in both Nonil
Cairo Court of First Instance and Isnaelia Court of First Instanie with technical cooperation ivith
the American Judiciary. 17 millions of dollars cost. 65 Judge in each court using tht laptop
computers to finish their work and issue their Judgments. All the Judges zjsis:an:s either circuit
clerks or servers got computer training for the Case Management Application. The new casts are
assigned automatically to hearings and panels, no human intederence in this process and *!so
keeping the documents. recalling latest court of czssation opinions related to each case md
Judgments issuance.
After this trail success, preparations. are taking place for replication wilhin a Far at a11 the Egyptian
couns of First Instance; also the trail was implemented at Cairo Appeal Coun to assign cases to
panels. And the Constitutional Court is being prepared for computers wi:h r cost of2 nillioils of
pounds.
AOIS project is implemented in cooperation with the US.UD, for automztio? of both Xorth Cairo
Court of Fiist Instance and lsmaeliz Coun of First Instance and after 5 years ol success it was
decided to extend it for one more year as preparation far replication on 211 the Egyptian Cacrts.
Counselor ;Ui EL Sadek assistant to minister and director of the National Center for Judicial
Studies assured that North Ctiro Coun of First Instance w2s chosen as a srnple oia b i coun ~ and
Ismrelia Coufi of First Inslance was chosen as a sample of a Medium Coun and thy were both
reengineered to east dealing with litigants, also coun procedures were simplihtd for cas: initi?rion.
paying the fees and assigning hearings. On the othcr hand. a system was pu; in plait to guzran!ee
Chief Justice and Judges control over deferent !ypes of cases either ciG! or Comirwci?!. all czses
events can be followed up through developed computer systems.
Case &Innao,ement:
Counselor i\li El Srdek adds; as per for the case initiali3n it is done in thc ?wt counter in seconds
and no human interfcrencc either in fees esiimation. assi~ning case to prr.4. hearin? time Gch
achieved big service for the litigants and attorneys togtihtr wirh saviog ;he :im- anj cCon 2nd
eliminating a11 the previous negative issues. Case mznzgtmeni allows Chief Justice and Judges to
follow czses evenls and where did it stop and case as and \vh=n was i: decided to reduce c2se
delay. He also adds that the project also included a consnect on more the HI; aspect 6; Jui":cS.
employees w-re computer trained ro achieve the cases on a high level an$ do the legrl rescsch.
reaching ior the right decisions as soon as possible.
He also 2ssuied that the project was totally succtsshl tht pas; 5 years .z:d both systtns ax? bein%
evrluared ri~hi COW finally ;o be replicated over 13 F~rsr Iniiznct Ccuns in the E,3~tirn
Govsrneraiej and more ;raining courses are being prspxeil rizht coi\- fer bo:h Jcd~ei and
mp!oyces 2hei hiladreds o:t:ainin:s wcrz alredy dsn?

Judicial Studies:
. ..
Counselor .Mi El Sad& assured thar as per the zgreemex signed md supt;vljeZ ump!en?niatioz j:;
the Minister of Justice Counselor Fzrouk Seif El Nas:, ihe progrm inc!cSed developing the
National Center for Judicizl Studies and organizing its ?~dnU'~is:rztIve work tkough prepamia~ OF
diKerent training program;, modern idormation was updated on the compeers fo: dl siu6ents
members of prosecution. Judges, state council and employees, together wi:h installing conpcier
network in the Center for the work rnaagement md prepuing a generation ofCounselors TrGne:s
who are using the latest technologies and merhods.
The project was implemented with an .American gift from the US.UD, with the sum or 17 mittion
dollars, the American provides Espens grant for training. coun management. using the con?u;e: in
the Justice field. The espens present their experiences to the Egyptim side. and Judge Joe
Billibznni who is esperienced in this field heads the American team.
Aso right now the Judicial Information Center Directed by Counselor Mohzmed Saleh is being
developed. As a preparation to be qualified to supervise the replication of sysiem in all the Egypiian
couns, and right now a Database is beins produced to contain all the JudkIal Inforrnalio!! rnd
opinions of the Court of Cassation and the Higher Conslitutionzl Coun md the Legal research
program.
North Cniro Court:
The Athbar newspaper took a tour at Nonh Cairo Coun of First Instance and \\iinessed the succcss
OF the story and a11 larvyers and litigants praised work of the p:cject. The coun head by Chief
Justice Nimed Maged. The newspaper followed the 11tigar.t m d saw how easy the process in :?ch
step. The system zllows the 1itigar.r to check on his case through the informat:on desk
Counselor Ezzzi El Sayed, Assistznr ro the Minister fcr coun afrirs sarsd that thz Ju?icid
Information center prepared a repon to modernize the Cons;iiutionzl Cocz ihrosgh th: Jcfi::;?!
lnformztion Cenier.

+
Article $ 4

Introdcctow 3nd AOJS related Sections:
. ..
The Minisic: of Justice. Cocnssloi Farouk Scit El iu'asi, held 2 m:s:ng 12:s ;;r~nl.;g
with Chkf Jusices OF Couns oi Firs: Instzxc ia ;n?ks sere :k rll th: cozi;s zr:
rcrdy to begin [he new judicir! ).:a;.
The Chitf Justicss hwc alrszdy met with the Minister's .I\ssisi?nir ovcr rh: pzn is\<
drys where thsy ensured availrbility ofall the coms' nssds.
Counselor Farock Seil El Nas: reinfoiccd rhs imporizncc of sizing rhc sessions oil
rim= as \\zII rs the aveilabiliiy of cnot~$t numbsis of cogs si2Z 2: rhc cocnj'
infonnriion dssks to oritnt tht litigants to ths courriooms.
The Minisie: has also stressed on [he imponancc of having rhc Ciiisi Jusks
themstlvss monitor attachnlex of cascs as well as Espsrts and Foicnsics =pons ro
the crs: filss io ovtrcorne delay czuscd by rime r\x;cd for aiixhin~ ircrns and
documentj.
He r!so addtd [hat he requested from Chicf Jus~ices to cnsu:: spctdy inv:strncnt
cases disposition cspccizlly now 1112: enough circuits h?rc bscn rssigncd la decide
this type 2s his realizes stabiliry of invcsrmenrs which in turn pron~o::d dcve!oprncnt. .
The Minisi-r cnio:ccd thc inponrncc of decidino, the czscs rhri r:c oldcr hrn iwo
years end mentioned th=i ths pcrctnizy oi thoss cesss docs nor :s:ced 2% 0: ihc
torrl ncmber ofcases befors rh: couiis. ; .
The Minisic: mcntionsd as well [hat he will mctr during 111s conling few days with ihc
I:aticrs of Foicnsics 2nd Espsns Dcpanmenrs to cnscrc spstdy schission oircpoas.
Hs will slso mcct with rhc Rsel Esiztc Rcgistraiio~ Oiricss supc~iscrs to icquts; :hz:
r ! y merr rhs citizens' rcqucsrs on rinxly brsis 2s wsll 2s cnserin: law cnij;cencni
2nd wsll-tre~;mcn[ of th: cablic.
Cnscs Compu~crs:
Honk Cairo Coun is now rezdy lo rtccive lirignnrs 2nd lzwyz;s asw ihei iht nc\v
judicid !.r.2r is beginning, whcrc rht counhoss:~ in ;~.bkss:~r. C2122. Z~n2iliv.
Hcliopolis 2nd Nasr Ciiy hnvc bccn maint2in:d. Also. o:Iznir!ion signs havc Stcn pu;
in th: coun in eddirior, ro s;;ictly forbidding smoking insid: ih: csuri:soms ?a?d
providing trzsh baskis in rll coun co-'d 1,: ors.
For i h first ~ iirn:. 7 ciicuirs 21 th~ coun will bc nracling iav:stn:ai r2s-s 0-ly. also.
anrn:cmtn;s 2:~ bcing mrdc io iom r circuit fa; [rnily crs:s. Mo:cov::, 1u.o rooms
ai H:llo~olis 2nd Nasi Civ cccns hrvc btzn cqcipp:d wi;h 2 coxpc;:; 2nd all n =mS
.-.
o:comioii foo; in: public sinilrr io [he one in ,:.bbrsscya whtit is: psdlc S c~~s:~QX
. . . .. .
2;s brino, msiv:;cd 2nd 1i:igrn;s art ori:a;:o to is: locaiio:. oTxw crxs :rrlrriion.
. .. .
Coa~i:;s r;: now kin: us:d .;o; czsc ln:tlr;t~a, yntls' rssiyzenr. ;zco:?;~: C2S:
. . . ... . . ,
docur;i-n;s 2s w:li 2s ~h: ]czgr;.t-a;s 25:; dispos;ilor: 2s ;n:s !s ;.-r si\;n i5.c
. . .. .
pi O; i h Admm~s;;ziion ~
or Jzs~ic: Suppon ?:o;:ci i;;lpkm:n::s 3); in? !qinis:rf 0;
. .
Jus:ic: ;;I coop:;ztion xviih ihr Uni;:d S;r;zj ci .A.~c:;:z 1s .i:?;zr co--.?ziers in
. . . . -
~ u s r~~:~isii2iion.
~

. ..
ChisF JcsCct ol nor:^ Crko Cocn. Cocns-la: .i?)ef. - ts sgcsis:~ i:<
. .
dis

A Article 6 5

S~irnntnrv ofthe Article e~itl'l!zd:
"Using the Computer I was able to Get Rid of Piles or References and Case De13y has
Been Reduced", Co.unselor Farouk Seif El Nasr
This interview was held wi:h one of the eminent membeis of the judiciuy wbo has betn
working with the judiciay for more than 40 years. He was the President of the High
Constitutional Coun, then he was chosen for the position of the Minister of Justice The
Ministry of Justice is a very importmt ministry as it ensures the realizrtion oi justice 2nd
Rule of Law. As he has always been a fair and a good judge, he is now also a good mi;lrs:er
who is very close to the judges and provides their needs even before they ask for them. He
exerts all the effort to preseme the respect for the Egyptian Justice and Judiciary and to
provide both social and medical care for dl the judiciary members to help them focus on
their work and on realizing justice. This is Counselor Farouk Seif El Nasr.
He said that he staned using the computer about ten years ago. In the past, the judge had to
go through a huge amount of references to decide a case. This process used to consume a lot
of time and does not guarantee that the judge will reach a decision. Also. the references were
too many to the extent that the judges' homes were full of those references. Now, using
computers changed this way of work. Judges do no: have to do the research by using aft
those documents and references, as the information is available and accessible through the
computer.
As far as the litigation in the courts is concerned. the computers helped reduce case delay "I
cannot deny that the modern technolosy and computers were the only way that made :he
information accessible in a very short time, and a!so provided the judges wth the opportunity
to know more about the other legislations in other pans of the world".
Computer can be used to access the legal precedents where similar judgments were made in
similar cases in order to make a final decision. However, the human fxtor can never bc
replaced by the computer. The computers only provide thc oossibi!iiy of better legal
research.
When asked if the Egyptian Judiciary is benefi;ing from all this new tec!nolo~. he said ihz
since his firs: day in his position as the fvlinister of Justice, he was keen to provide the judges
with all the means that wsuld help them perfom their duties including improving the
administrative staff in the couns and in other assisting bodies and also p;oviding them with
the new technology to help thec with their legal reseaich and provide them 16th relkbte
information and sratistics. The modern technology elso has helped reduce the cast delay 2nd
srreamline the litigation procedures in the couns. The role of the technolog is only lirniicd
to those aspects and does nct interfere wiih tne judicial process wheie the judge,
independently, issues the decisiox according to the documents md briefs rovided by the
litigants and what he firmly believcs would realize justice.
Counselor Seif El Nasr added that the Mnistry of Justice has been applying modev
technologies for yem now. "An agreexent was signed wirh the Uaked States of.h~erk~ i;l
. ,. ~
1996 to provide ;he Minii~ry OF Justice with tnt. assisiance needed to improve ;he p:x!
performance, enhance the juiiiiay members' s5lis. trdn judges to use ;he new teih~togfti,
-. .
train the coun employees on modern rnanagemeni systems, 2r.d reduce case delay. ~PJS
system, the sysern of Adrninistrz:ion of Justice S22port has been in;z!emented in Yanh
Cairo and Ismiili;? Couns of First 1ns:znce with great success. This system wii! be rcjlEczte3
in the rest o fik Couns cifirsi 1ns:ance".

Article # 6

Two New Panels for Family Cases and Four Labor
Committees in South Cairo Court
The General Assembly for South Criro Coun of First Icstmce decided to hold afiernoon kuings
for 15 panels of the court, for civil, family cases a ~~d for fast decision ofcasej. Counselor hlohmed
H a ~ El a ~Mansi - Chief Justice of the coun assured the im?onance of the fady cases and
elimination of the tricks done to delay these cases decisions and adding two new panels \\.oil;ing
family cases. Counselor also decided to create new quintuple committees to work on tht labor crses
as per the new labor law. In addition to that 1s new panels for civil. commercial and invesimeni
cases and ; panial misdemeanor panels were created
Counselor Mohamed Abdel Karim Chief of the follow up at the court slated that 23 chief Judges,
Judges, counsclors general attorneys of middle, south and wes: Cairo prosecutions attended this
General Assembly. Counselor Ashrai El ivlamlouk Chief of the Technical Bureru assured rhti it
was decided to stan implementing the civil depanmenl development at the coun and assigning new
supervisors for its deparrments. increasing the fees collection locations to garantee trezrin~
litigants well and doing their requests fast. AJso new additional rooms were specialized for circuit
clerks and employees, which guarantee better work performance and well kepr cases.

The General Assembly for Eorth Cairo Court: supervising the
circuit clerks and servers work, and limiting the cases referrals
to Experts Department
Counselor Ahmed Maged Chief Justice of Nonh Cairo Coun of First Instance requested from the
coun Judges not to over refer cases to :he espens department, as the number of the referrals reachrd
up to 13; cases. He eliminated referral of cases between paneis escept in the cases where rhe
connection is clear. and never postpone judgment more than twice. And this is to guarantee crse
delay reduction after the percentage of judgments in the coun became jS%. Counselor Maged also
requested from them to supervise the circuit clerks and servers work, keeping the discipline in ;he
hearings and continue cooperation with attorneys.
Counsslor Mnged together with 227 chief Judges and Judges in the coun thanked Counselor Fzrouk
Seif El Nasr the tbliniiter Of Jusiice fcr the continuance support provided by the ministry for the
coun through increasing the number or Jud~es assigned, providing allowznces for translation and
computer and pensions. The blinister promised the Jud~es to continue approviiig all their reqttesrs
and working on making them comfona5le as Ions they keep their high performance. Also 211 Iud~es
thmked Counselor Maher Abdel Wahed - the general prosecutor for the special cooperaion
between the general prosecution and the coun.
Division of work considering the seniority and the requirements of the pznels. the understandins
anlong panels and increasing the numter of specialized pacels to S Family, 6 Commercial. ; labor
committees according to the new labor law. The chief Justice assured the imponance of starting the
hearings on time 09:OO Ail. The per-.entage of cazcr decided last yea: reached up to 9%
misdemeanor, 97% Family, 90% Civil, S4% Conlmercial and 95% for miscellrncous types

ANNEX B
m SUMMARY LIST OF
a STREAMLINED1
1
0
REENGINEERED COURT
PROCEDUREDS

AWES B: POOLED LIST OF REESCISEERED COURT PROCEDCRES
lVore: Formorring and language need ro be cleoned np
Result No. C.l.l: Improved Administration ofTwo Court Svstems
Indicator: Number of Court Procedures Re-enpineered and Simplified Process
Uni! Measrrre I: No. ofProcedrrral Steps SinrpIi/i& and Ree11,oineered in FiIirq
Planned
ALL8 Lisl of Proccu
J Cwl F m es~imatton '
4 Civil reviewing lh 1
Cas eaimaion 1
I
Rz-cng~msrcd ud wreamlmd lob. I lhc
Imnl muntn and automned in the ClRN I
d Civil Reviewing Ies
I
v
s\acm
Recnyimnd md Srcunlimd lo k Ihc
!
,
mlleclion Imnl nunlei and aulomacd in lhc ClRM '
i I
Aclurl20
Dclclcd ) Changed
I I I
I q wcm
Conmcnu
t8 Rcingih~~d and vrwmlimd lo h'n lhc
Imnt mun~cr md wtomncd in th- ClRN
4 CWI ras ~m~pt~ng Rccngmund md wrwnllmmd~o hat ih'
fmnl cJvntsr and wlomnd m ihc ClRN
J Cwil Asstgn a Y
hain? date and
S\ stem
Re-cngrnm-d ud sircunlnnsd lo ha1 Ihc
front muntn and mlomred m thc CIR9
commcrcd r-rr Y
qmcm
Recng~mmd md arcvnl~hll to Ihc
cvtmaled 6 re\ncwd fmnt munlcr and mlomalsd in (he CIRW
Syrian
Commcrc~al ~LYX Y Rc-cngmrvtd and wrcunlmd to h' at ~hc
colleman 6 ftom NunlCr and mtomvrvl m the CIRS
1; ixsco~ktton d \
ps;m
Rcinrtm~r~d ST^ wh?mlmd 10 ~:JI IIX
mmpung front counla and mtoma:~J m thc. CIRS
s\s~cna
1 in or. %rip \ Rctn~invrrd and nrimlmd lo h: 31 lhc
m t k CIRY
heannr daw and fmnt counlcr md wlom~iid
i

!
Unit mensirre 2: A'o. of proredirrol stem simplified ond re-etr,oineered in service
process
Planncd
ALL 12 Lit or Procar
4 Original& Copies of
wits submined lo
mun
4 Coun aamping
Aclual6
Dclrrd I Chmgd
~
~
~
4 Service rmuwing
I
4
4
J
Submilling original
wril and cop& lo
servicc oficc
Service fm
=stirnation
1
i
4
4 Estimalion reviewing
I
i
wriis submilled lo lmnt muntcr
mun
4 Cwn amping v' Rc-cnginnxd a d snamlined lo bc 31 Ihc
fmnl counlcr
4 Scmice reviewing 4 Rc-cn~in~~nd md annmlirrd lo be a ihc
fmnl countsr
J
4
Comrncnu
Re-cnginecrcd md aarramlinzd lo bc a ihc
fmnt counter
Rc-mginornd and wnnmlid to bc a~ I.* j
fmnt counter
Recnginecrcd and anamlid a kr ihe i
fmnt counter
This process is rrengimnd and
anamlined lo bc cyricd out by rrgismcd I
rnd directly fmm
is will implcmcnld.
mun Thc old parrs
This poms is mid out a lhc pul
muns w h lhc &fcn&d lira
This pmccss is mid out a t h pul !
muns where the dc~xdcvl livu
d Senice rccs
This porrn is mid out a thc pytul
collmine
couns wkxc lhc dekndcd livu
J Fm coll~lion
This pocczr is cmird oul a ih pisl
rcuictr.ine
couns when: IX dcfm&d livu
4
4
Gelline service
number
Gellinp senia
1 1hsr pmo~s is -id oul a h'pvlul
' counr \\-he= the dcrmdcd liccs
This pmccss is cmid oul aI the pul
4
mmplction dale
Rmiving wril 4
couns whcc t k dclcndcd lnra
Reingintend and srumlmcd lo be a ihc
4
umiccd
Submilling serviced
fmnl muntcr
7 - ~ c - c n ~ i n e s nmd d annmlind lo tr. in lh
writ to the coun hcming
d Original& Copia or 4 Rc-cn~imrcd and arumlined lo bc a ihc
I
i

Unit Mensrrre 4: Number of procehrnl steps simplifie~l in the expert office
COUN
Registering
uu file in t k
in mmine
documents
assigned to
one of the
lhm
dspl~nl
Case assigned
lo a supervisor
J Carc assignee
10 an expen
\r Arsign 3
meeting dale
mllmion
d Expm lrrucs J There is the prsibdily now lo all ihc lo

Unit 5: Number ofproced~~ral steps simplified in the court related to the erperi process
List of Proccrr
Rmivig cax
file from cixuir
ckrk
Reviewing caw
file documrnts
Registering c ~ w
daw in out-
goin? mail took
by care &pc
Rqislering
data in genml
out-~oinq mail
~ul~oing case
llSt
Send the cam
md the list to
I k mun mil lupanmcnl
jcnd a mpy of
hc list lo
ilalislic unit
iericwing
0 lhs cxpm
kpmments
Iepisaring
:- incornins
w book by
a'*: I\p-
lcgisrerin: in
ontin: csrs in
pwm1 in-
oming c ~ e
mk
:mating a list of
nmminb e-
mrn lk exvn
Smc as abo, e t
~hm+d lo urq ~hl:\ reps and \n-\s m tvn~nlu cwn 1
but no1 ycl in KCC I

I
Unit meastcre6: number of the proced~rrd steps simplified in the opinion process
Plannrd Lit of Pmcar Actual 6 Commcsu
I0 Dclclrd Chansrd
Y Regism As is
Rmiving opinion
horn ckrli at the
I opinion I I I
4 I Print copicsofthe I < I Aulomald (Tlping pool system)
I opinion I I I
i I Crwe a list of I v' I Aulommd (Typing pool -urn)
rypst ma and
number of
I originals and
wpics lo clerk
\r Chiefjudge and As is
Clerk rruk\r
porrss. I1 is not ?rt
i This change is king ~mplrrnmrrrl in trmailia
I
wun only. CUS ?gun
I *liS
the opinions fik
opinions
J ChlA scanning of
Ihe opinion
J Clerk 8ks opinion ,
inwfikand ~
files one copy in
d Clcrk dclivm Aris
case opinion file
to Mhirc unit al
the end of lk
judicial )wr
1

Planncd
16
J
V
Lit of Pmccss
Rcvicwing hewing roll
and Groupin$ caws by
m n of
powpo-~l
Assigning a judge fa 1
invatigation caws
Actual 6
Dclchd Chrngcd
J
J Updva ofiRevicwing J Changed to hdonc by thc folbw vpjudp -kith
cxpens list of nmcs
thccxp;ns until 2000.
J Revitwing
reprcumt~tircs of
dsbton livs
As is
d Assigning a As is
repreyntativc of
dsbtors
4 Rcvicwing mun orders J This nu changed to bc thc duty of thc folkw up
jud~ until 2MM
J Issuing mun kntn lo J This \v.s changed to h thc du? of thc folbv up
exFns judg until 2000
4 Issuing mun lcncrs to d This chmgnl to h Ihc duly oithc folbw up
mi02 judge until 2000
V Issuing mun kntn to J This\~%changd to h thcdup-oflk folbwup
Fhl judge until 2OOU
As is
J Distribution ofascx in AS is
the hca,
4 P- and Sixn an As is
1
i
annual powr of
anornq for the chief
jwim
J Chidjud~ of 3 pancl
approwr
adminiantion work
relaad lo jud~s
attendancc~s~ck h-vcs
and replxr'nwnl
,\s is
Commrnc
Hain3 roll is gencfa~ed from C3lA

I
m
ANNEX C
1 IN-COUNTRY TRAINING
REPORT
8

COIIIJJII~~~ Trn;tt/t~~c
1 . /';/l~l c0~1~1 //Olllc PcJtdg~S 7h~ll~llg:
' I ~q~lqb I'C ,dl up & ~ wligw.~liu~~ putqn A, 11, 1) k U
' 'llw lo~lcm~l & I.cg:d l~~w~wch, gruup- ,\, 11, U tk G
' I~plof3 IT sd up k wtKcp~raioc! grwp8 C, L k 1:
' 'lh~ lnl~m~l & l.

erg b r:
- * z
a C
< <
- % % % *
o a a a
< < <

j ' ' I rl g
< i
- ,

n n n n
0 . C Z S $
u I- C C

J- 2 n n n n -
I
I
2
I
--

u Y
3 z u x n i
- niYi-#F-r, n n n n n c
P
.

C C C C C C C C
3
a $ $ 2 $ 2
= I - n n n n - -

~~~~
-_I ; r l -
n n = a
X X X
= - -
a - e ? 2 1 s ? E / x s s s : E
- G , = X 3 $ $ U _ U _ Z = ;

Y C " -

a a a a : zzzz
' I ---- zzzz

n U U U U U
- P
P P P P C

31
- e m -
' X X - ? ? =
- - -

.,. !A !A z Zn --.--- n - -. - n n n 2
- - - - -
g 2 " Z " Z " Z ~ < -: iiii ----
-
""

mi-
<
.. a
.+
T vl
- -

.1
I
ANNEX D
a OVERSEAS TRAINING
REPORT
I

ANNEX E
I EXAMPLE AND
DETAILED VIEWS OF
I
CIRN RECEIPT AND
1
SELECTED CMA REPORTS

, Scannsd Irnags of ClRX Receipt
. . .
Time & date 3 ;-
.2 . -,.TI-.T \
Y - .. r/\ \/I\. ..
;-I-;\ 5 .;:A,
2 -
Case number.- .. -,I .
- - - - - - ,/
Cashier
. . . - .
Fee calculation
matrix
Scanned image. actual recetp: 8s smaller
I:
Y . . r --lq.=l.- -.> . U'
,* ,A J.

--,-~.-- ~- - - , - .-.-
8 .
i. Case number '
: =>* ;F.- - . ,-
. .
' J.: x.--
:..,-.:..i :
. - .; __ .__.-
.._I , :,:. _,-', _..- ......
i _-- .... ..,-C. . .~
..
: , . . . .; .- -.
... . .- . .
... - . - . , - -.,-i
. .- - -.- . . - -.
, , . : ..- ..:..
i. ~ y & of hearing j ..:.:,. .tt. - -. ........ ..L .,
. . ,- ......
, _ . ..... .
G
-.:.
' i C -I
5:- - .- > -- . -- - " . -
-
, i..' 2
. .

ANNEX F
COURT AUTOMATION
SYSTEMS: FLOW CHARTS
OF ROLES AND
RESPONSIBILITIES

4INISTRY OF JUSTICE
:OURT AUTOMATION SYSTEMS FOR COURTS OF FIRST INSTANCE
70LES AND RESPONSIBILITIES OF COOPERATING INSTITUTIONS
IEIS~I'I~'UTIOI~ ROLES
'To providc Courls ol Firsl
INFORMA'TION lnslancc will1 funclional courl
CENTER aulornalion syslerns (hardware.
sollwarc, supplics)
To rnainlain regular
cornrnunicalions willr Courls 01
Firsl lnsloncc regarding courl
aulornalion syslems
AREAS OF RESPONSIBILITY
To ensure lhal \he courl
aulornalion infraslruclurcs are
crealcd and w0rkit.g properly
To cnsurc llral ltie courl
aulornalion applicalions aic
working properly
To ovcrsec and lo design lhe
dcveloprnenl and
irnplernenlalion ol new
versions/rcleascs of courl
aulornalion applicalions lo
ensure unilorrnily of applicalions
in all Courls ol Firsl lnslance
To dcsign and lo develop new
inrorrnalion rnanagcrncnl repo.4s
for Chief Jvslices. Judges, and
dcparlrncnl supervisors. as
rcouircd
To manage
scrvicclw~rranlylrnainlen~nccl
licensc agrecrncnls wilh
hardwarc and sollwarc vcndors
To configure and lo mainlair1 all
scllings lor nclworks and
Syslerns
To monilor syslcrnslapplicalions
error and problcrns and lo
arrange for rcquired solulions
and fixcs in a lirnely rnanncr
To ensur? lhal lhc Courls Iravc
rcquired liardwarc, soflwarc.
and expendable supplics (pririlel
loner, reccipl roles, papcr. dala
back.up Iapcs, clc.) lo kccp llrc
syslerns lunclioning propcrly
To 'ensure lhal rcquircd Icclinical
Iraining is provided for courl
aulornalion lechnical supporl
slall
To crcalc and lo irnplcrncnl n
syslcrn for rcporlirlg liardwarc
and sollwarc prot~lcms
To providc rcquircd
ncwlrcplaccrncnl aulornaliorr
cquipmcnl lo ilic Courls

NSTITUTION
OF FIRST
INSTANCE
ROLES
To ulilize courl aulornalion
syslcnis lor casc inilialion and
casc rnanagernenl procedures
To rcqucsl updalcslnew
iealureslrcporls regarding ltie
applicalions lrom JIC
AREAS OF RESPONSIBILITY
To ensure lhal the end users in
Ihe Courls have lunclioning
applicalions and work slalions
To reporl errorslproblems with
syslems inlraslruclures andlor
applicalions lo JIC, ulilizing
cslablished report lormslliles
To lollow up erro:slproblerns
wilh JIC unlil silualion is
salislaclorily resolved
To maintain dala
inlcgrilylsecurily by preparing
dala back.ups on o daily basis
To ensure Ihal slalllcnd users
mainlain clcan work cnvironrnenl
and cquipmenl
To nionilor uliliznl~on 01
cxpcnd;ll,lc suppbcs mrd lo
rcquesl ncv~ slocks ol suppl~cs
from JIC on a linrcly basis
To provide lornial and on.ltic.job
end user lririning on applical~ons.
as rcquircd
To enler dala into applications
on a lirnely basis lo ensure lhal
dala is currcnl
To enler dala propcrly inlo lhe
applicalions lo ensure Ihal dala
is accurale
To prcparc rcquircd inlorrnoliori
managcmenl reporls such as
hearing rolls. casc and panel
dislribulions, posilive and
ncgalivc cerlilicalcs, clc.. as
required
To manage ONOC ol dnla in
courl aulornalion applicalions

COURT AUTOMATION SYSTEMS:
FLOW CHAIIT F'OR ROLES AND n EslmwnILrTrEs
Vcrsiorr lor tlic Judicial I~ilor~na~ioti Ccntcr and tlic North Cairo Court 01 First Instancc
Cou~isclor Mollanled Salariin
Supervisor
Jiitlicinl I11Tor1iintion Ccntcr
Marcli 9, 2003
Coi~~isclo~ Alrnicd M;lgcd Fou:id
Cliicl Justicc
Nor111 Cairo Court or Fi~.s[ I~is~:i~icc
March 9,2003

-.
c f d --
r 'a' Id,/,.,

C0UII:'AU'SOMA'I'ION SYSTEMS:
FLOW cIm-rr 17011 ROLES AND I~ESPONS~I~ILITIES

I
rn
ANNEX G
SUMMARY LIST OF
COMPUTER EQUIPMENT
3 PROVIDED TO MOJ
m FOR AUTOMATION
m ACTIVITIES

li
I
ANNEX H
1 PROJECT BIBLIOGRAPHY

-
Ill
SlOV
SlOV
srov
SlOV
SlOV
srov

114 ihr:~ Collcclion Sllccls l'or Ycnr 7 (Junc 02, Oct.03)
(ISC & NCC)
Prcp:lrcd by
Submission
Date
Comments Electronic Copy

I I I I I
I'ilc Nnlnc I'rcp~rcd by Sub~nission Date COII~IIICII~S ISlcctro~lic Copy
NCJS
Murclt 97
JIIIIC 07
Oct. 97
April 98
M;ly 98
Mxch VO
Juue U I
J IU -h~ly 02
May 02

~ ~
~ - - -- .-. - I
I1ost 'Travel Group "I

~
-- - ~~ - ~
IJroblctr~ Idclrlifici~lio~~ k I'roblcln Solving Tor Se~~ior Judges
:Ariibic)
~.~ ~-
l1cci\i011 Making I'or Swior Jutlgcs (Ar;hic)
~~ ~ ~-
IRepor\s s~lb~rlit\ed on q~:irt~rIy basis Or tlw 9-COWS~
II~:II~~I~CIIICII~ proyril111 lbr Chief l~sliccs orc0~11.t~ of First
Ill\lilllcc
S~r:~~cgic I'l:in~~i~~g (Arabic)
Skills ol' I liylily I:l'l'ec\ivc Ma~r;\gcrs (A~wbic)
I.c;~tlc.~~l~ip Skills
~- ~~-~~~
'l'ri~~isliir~ii;~Lio~i:~l l.c:~dersl~ip
~ ~~-
-~
~-p-~ - ~
'I'i~tic, Stress micl S~I~~I;II~;I~CIIICII~ Skills
('otili~i\~oi~s I'rocc\s IIIIII~OVCIII~I~I
~
--
GI: I'RAC-'l'ask 4
iubn~ission Dnte
July 00
-. , .
Sep1. 00
scpt. 00
- -~
Oc1 00
~ ~
Comments Elcctro~iic Copy

. Olli~.c ~V~~II~~I~UIIICIII B COIIIIIII~~I~C~I~~UII Skills lur NCC & ISC (hg)
. 'hc Sklllr 01'1 lighly Itl'ltclivc Miw;lgcrs lur ISC, NCC [lillg. B Awbic)
'T~IIIC ~~WI~CIIICI~I I'c~r NCC, ISC ('Srg. h4imri;d - hwbic)
I COII;/IIIIOLIS I'IOCESS IIII~~UYEIIICII~ li)r ISC LY: NCC
;(r:l!cgy I~l;~t~tii~ig
IIKI 'I'ni~lcr GLI~~CS)
- ~
;~~xic.t;y l'li~~~tii~ig
~
~~ .~~~~
...
Worksliop - lhw I (Ail1 ~%i~iii) ('l'r;i~ice
-.
CDC
CDClD'1'2
Cairo Scttlittnr
~ ~
WOI~SIIU~I - l'ltiisc Il (Alesiltidriii) ('l'riii~icc Gliro Seniir~~~r
Submission Dntc
-
--
Mnr. Apr. May '02.
July'O2
July.Aq. 02
Sept. 02
sepi. PX
~ -
Scpt 09, Nuv. 00
-
-. . .
Conirnents
.,.~. ,. -. . . .
EIcctronic Copy 1

File Nanlc
rraining of'rrai~~crs for On-The-Job Training (TOTIOJT)
I. Traillcr's Manual Guidc (EII~.)
). Trainee Mmrual Guide (hg.)
:. Fitial Ilcport (Eng. rPc Arabic)
I'raining ofTrail~crs Masters Training
1. Troi~rcr's M;IIILI~~ Guidc (Arabic)
I. 'Srai~lcc Mnl,ui~l Guidc (Arabic)
:. Rcfcl.cncc tvl;rtcrid (Arabic)
;I. Final Report (hg. Sr Arabic)
Pilot Basic Training of Trai~rcrs (Trainee Manual + Scls of OW
slides (Arabic)
Civil I,nw l'rogr:~nis:
Prepared by Submission Date
AOJSIMEAG Oct. do
AOJSIMEAG Jan. 01
June 02
Comments
9 ~ l o ~ Allnchcd ~ i o
Co~~ilncrcinl Code l'ro;!:;1111 for Judgcs (Alcsa~~dria) (Arabic) I TRGTask 4 I March 98 I 1
Co~~rtllcrcial Cases Program Tor Judges (Porl Said) (Arabic)
Co~~rnlcrcial Cnscs Program for Judges (Islnnilia) (Arabic)
'I'lrc l'ositivc Role oftl~c Judgcs in prcvc~~ting case delay
Workslrnp: AII cxpcric~~cc in cllnl~gc Tor Judges (Arabic)
New Judge Oric~llnlion Progm~n "Final Report" -Parl I
(Arabic & EII~.)
TRG.-Task 4
NCIS Task 4
AoIs.IN'rex
Tnsk 4
AOJSNCJS
Task 4
May 98 I I
I I
Nov. 98
April 99
July.Aup 99
New Judge Orie~il;~lio~i Program Pan 11. I:ini~l Repon (Eag, & Arabic) ABISNCIS Fcb. 00
'I'axk ,I
Updated 011 Dec.211.?003 30
Electronic Copy

:o~~inlcrcinl Law Dcvclopmc~it Program for Judges-NCJS (Eng)
'osilivc Role of tlic Judgc for Inspection Department "Judges"
'1311d of Coursc Ev;ilualion Rcs~~lts"
lud~c~al Pn~iel Maciagcnicnt Dcvelopit~g Skills Workslrop-
I'raincr Guide for Judges (Arabic)
---
E~hn~ici~rg he Judicial Syslc~n for Judges (Arabic)
IFi11;rl Rcpor~ of Il~rlia~rci~ig llrc Judicial Systc~n (E11g.t Arnbic)
IZcgiot1:rl Judiciirl Ilcfor~ir Progrmir- IDLl (Eng. & Arabic)
11 Chicf Jusliccs Workshop I (Manual & Report) (Arabic)
b. Cl~icf Justices Workshop II (Mn~n~nl & Report) (Arabic)
c. Chief Ji~s~ices Workshop Ill (Trnitrer , Trninec, mid Evnluntion
Ma~n~:~ls (Arnbic) a~id Final Rcpon (English))
Rcgionnl Positivc Rolc of hc Judge Scnrinnr
Jutlicii~l Pirncl Ma~rage~irc~rt Dcvcloping Skills Workslrop-
T~aincr Guidc for Judges (Arabic)
1111plw1wIi11g C11;11rgt l'rogrm~s:
CIr:i~rgc Agcm -Coilrsc UI for NCC Stnfl(Arnbic)
C~I~III~C A~CIII -CIoursc H2 for NCC SlnTf (Arnbic)
C~I~III~C A~CIII -Cin~rsc M3 lor NCC Sr:~n'(Ambic)
. -
Prcpnrcd by
TRG.. Tusk 4
AOlSMClS
'rnsk J
AOJSRJCJS
Task 4
IOLI. Tusk 4
IDLI. Tnrk 4
NCJSI IDLl
AOJSIGETUAC
AOJSICniro Scminnr
AOJSICnim Scminnr
AOJS
AOJSMCJS
Tnsk 4
Submission Dntc
Nov. 99
Jan. 00
Feb. 00.
Jon.. Ocl. 01
April 00, Feb. 01
April 00
June 01. Mny 02
Scpl. 01
April 02
OCI. 02
Nov. 01
Oct.'O2
Aup. 98
Scpl. 98
Scp1. 98
1 Versions
Comments

Clla~igc Agcnt-Come f14 for NCC Slaff(Arabic)
Court Cuslo~l~er Service for NCC Staff
Prepared by
l--- INI'EX-'Task J
INTEX.Task J
Ilcvclopic~g Supervisory Skills Workshop for NCC Slaff (Arabic) , I , IN'I'EX- Tnsk J
Dcvcloping Supervisory Skills Workshop for NCC Staff (Arabic)
Dcvcloping Lc;der.slrip Skills for NCC Supervisors (Arnbic)
Court Cuslonicr Serviccl Trainee Guide for NCC & ISC Staff
(Arabic)
Cour~ Cusro~ricr ScrvicclT~~ni~~cr Guidc for NCC & ISC Staff
(A~obic)
Cot111 Customcr Scrvicc "Evah~atio~~ M;l~lual"
Cuslol~~cr Scrvicc for 'Tccl~~licnl Support Unit nt NCC (Arabic)
Judges Co~~~pulcr Rcsot~rccs Mn~lwl for NCC nnd ISC Judges
(131g,/Arihic)
1'C.Troublc Sl~ootiny & Di~sic Mni~itc~~n~lcc for NCC. ISC &
I'CLL Sl;~l'f(Ar;~lric)
IN'I'EXfl'rg.
'Task J
INTEX- Tnsk J
IYS2lAKI'AC
Tnsk 5
AOIS
T k 17
Tnsk 5
ihbrnission Date
Sept. 98
-- - --
March 99
MnyIJunc 00
June 99
- -
Sept. 99
Nov. 99
May-Junc 00
May-June 00
Nov. 01
Fcb..Mar:luly 00
Mar.. April O l
Mar. 00
-
Comments Electronic Copy

htlook Tr;iilii~~y for NCJS Judicial & Atl~ninislralio~~ Staff
AS Win 98 for NCC, SCC, Prosecution Dcparl:nent, Espert
lclxirt~~lc~it, Illicit Gail1 Dcpartmcnt, Ucnl~a Court (Arabic)
vlS Word 97 Tor NCC, SCC S: Protec~~~iolr Department, Espert
Icpnrt~l~crlt, Illicit Gsin Dcpnrt~ncnt, Beirlrn Cowl (Arabic)
Ncbsitc Atl~i~inis~ratio~~ Ila~lds-011 Training Cotme (E~~glisl~)
L'IItN ltcl'rcsl~cr 'l'rninitrg Mn~n~al & "Fi~~al Rcport" Tor NCC &
ISC Jutlycs ant1 Staff
CIItN Ad~~li~~ist~iitio~~
'I'ri~ining Mn~~uill & "Pi~inl I

~
pp -.
-- p~
File N:lmc
-~ .
~.
:IRN 'Troublcsl~ooling Training Ma~iuel & "Fi~~el Rcport" for
C C & ISC Jutlgcs and Staff
~
. CIIIN vcrsio~~ 3.0 Dale Entry & SQL Security Training for
K C & ISC Staff (Training Mslcrial) (Arabic)
1. Fi11a1 IZcporl
:. Fi~ial Rcporl
I, l ~i~ial IkpoWi
:. Microsoft SQL Scrvcr 2000 Book (Arnbic's)
3111N v.3.0 Subco~ilracl 11 132-Sc-20-FOC (Uscr Guide,
rccll~iic:~l Docc~~~~c~~lalio~l,
Applicalion)
CllZN Sourcc Cotlc l'ri~i~~i~ly for JIC (Evaluation, Participa~~rs'
Survcy, Tcs~s ~IIICI training t~~nlcrial)
CMAIC Trili~ri~lg Progrm-Find Report for NCC Judges & Slnff
Updnted 011 Dec.28. 2003
bg.lArnbic)
'rcpnrcd by
AOJSlFocur
Task 5
-
;ubmission Dntc
une . July, Aug . Sepl
00
Inn.. Mny, June. Aug.,
Scp1. 02
Jan. 02
Mny 02
Aug.. Sepl. 02
Jnn.02
Nov. 02
Mar. 03
May 00
:D conlnininu (Uscr Guide.
rechnicnl Documcntn~ion.
kpplicnlion)
Electronic Copy

File Nnmc
T~.slitrg Grottp Trcrittitrg Prc~grcrt~rsfir NCCSlcfl:
Trainee Guide (Arabic & Eng.)
I'rogrcss Itcport covering Training co~lduc~ed to the CMA Pilot
Trnining Group
CMA Co~lccpts & IZolc ortl~e Clcrk Prcsc~itnlio~i (Arabic)
CMA D;lta En!:y Tri~i~~i~lg (Roll-Out) ror NCC & ISC (Eng. &
Arihic)
CMA vcrsioti 3.0 Traini~~y Tor NCC. ISC, JIC (User & Trniriee
Mn~n~nls) (Arnbic)
DT2/lnlcrcorn
Tnsk 5
OT2/lnlercorn
Tnsk 5
D'T2/lnlcrcorn
Tnsk 5
DT2/lnlcrcon1
Moy 00
Moy 00
May 00
Aug.00 .
July 00
Scpl.. Ocl.. Nov.. Dcc
00. Jon.. Fcb.. April.
May. Oct. 01
June, July. Scpt.02
M;III;I~UIICII~ & I

-
Ma~ingc~nctil
&
File Nanic l'rcpnrcd by
Clerks, Supervisors & Tccli~iic:~l Support, Chief Ji~slices Office &
I~iforninlio~i)
-~~
- . -- - . . .-
CMA 'l'ucli~iic;~l 'l'riihitlg Tor JIC SlaTf
- - -
CMA Systc~n Support Trai:iing Tor JIC: Lotus Notes Domi~io:-
2. Do~iiil~o Dc>ig~icr lbturcs Tutorial
4. Domilla Applic;~rion, Sccl~rity & Work flow
~ ~-
G. Using I.olus Script ill Do~iii~io RS Applicntions
Updated 011 Dec.28.2003
AOJSl Inlcrcom
Submission Date I Comments I Eltclronic Copy
Ocl., Nov. 01
June1 July 01
Scpl. 01
Scpt. 01
Nov. 03
Scpl 01
SFPI. 01
Nov. 03
SCPI. 01
Scpt. 01
Scpb 01

.... .- .... - - .. ....
Filc Ni~ri~c I'rcpnrcd by
- - -- -
:MA- Abbreviated Windows-for Traini~ig
Supplement for NCC
L ISC St;iff(Ar;ibic)
- --
:MA Syslcl~i Supporl 'l'rein~n@o~nputer Maintenance &
4d11ii1iislrnt1on for NCC & ISC SlafP Lows Notes Domino:
I I~~~roducing he Notes Clieiil
l. Working in Do~r~ino D~il~bnse
1. M;li~~l;~ining o Domino Server l~ifroslruclure
I. M;\inl;~ioitrg o i>o~ibi~>o Users
5. Es~cnding the Noccs Clical
5 NclnulLil~p Esrwi;~ls
7. Ath~~i~~is\r;~li~~g
MS U':IMJO~S NT 4.0
8. Supporling MS Win. NT4.0
1). Colc 'I'ccl~~iulogicr
I0 Ilclp Desk Support for Notes
I?. Mi~i~ili~ining n Do~nho Scrver Infrnslrt~cture
Updated o ~i Dec.28.2003
~ -----__II
DT2lIBM
Tosk S
AOJSllnlcrcom
QSPI
Date
-.
....
Comments
- ~ -~
Feb.lMuy 1 June/
Aug.1 Scpt.1 Ocl.1
Nov.1 Dee. 00
Feb.IMar.1 Aug. 01
[:eb.lMar.l Apr.1
May I June1 July1
Aug. 001 Mur. 02
Scp1. 021 O~l.02
Electronic Copy
- ~

- --
3MA Ad~iii~iistralioli Trni~iilig Progra~ii "Fitinl Report" (Etig.)
Cryslal Report Ucsign I
~- ~
~-
~-
Crystal Rcporl Ocsigli I1
.... ~- ..
I~~tegri~~itig Crystill Rqm-IS \villi CMA V.3.0 Applicntio~i COLI~SC
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CMA Trai~iiirg/ Uscr's Mnliual (Arabic)-Final
- --
CMA Ttai~~ilid.l'r.~i~ier's Guide (Arnbic & Eng.) Filial
- --
CMA Training/ Trainee Guidc (Arabic & E~iglisli) Filial
CMA 'frai~ii~id Evaluation Mn~rtlal (Eng. & Arabic) Finnl
CMA 'Srnitiin& User's Mnlntnl (Arabic) Final
=- ----
Prepared by
Intercom
Tnsk 5
Inlcrcom Egypt
Turk 5
l~~lcrcoln Egypt
'l'nsk 5
Inlcrcom Egypt
Tort 5
lnlcrcom Egypt
Tnsk 5
Inlcrcom Egypt
Task J
-
Submission
Date
Mny 00
- --A
Comments
CMA Pnckngc V. I/ two
vorsiu~~s (Prc Pinnl& Finnl)
Mnr. 00 CMA Packngc V. Ill two
vcrkms (I'rc Final & Pinat)
--
Mnr. 00 CMA Pnckngc V.I// two
Mar. DO
May 00
versions (Pre Find & Finul)
CMA Pnckage V.1
CMA I'acknge V.2.1
CMA Triiil~i~ig/ User's Mnliunl (Arnbic) Filinl April 01 Version 2.2
CMA v 3.0 'l'rni~rit~g/ Uscr's MIIII~IIII (Elly.)
-
7'lectronic Copy

8
1.1
1.2
3.3
CMA V.3.U Tr~ri~ri~rg I'rogm~t~:
Subnlission
File Nnnle Prepnrcd by Comments Electronic Copy
Dntc
-~
CMA V.3.01 l'r;lil~ec Guide (i~rpul, oulpul, cnsc ~llnnngclllcllt alld
reporting, ill NCC) Rr I'inal Rcport
. ~
CMA V.3.01 l'r;~inec Guidc for Ismailia & Fi~lnl Report
CMA V.3.O Rcl'rcsl~cr I'raini~lg - Final Rcpor~
lnlcrcoml D'T2
ln~crcoml DT2
l~~~crcum
Scpb Nov. 02
Scpt.- Nov. 02
July 03

Yorltslwps & Forums:
File Name l'rcpnred by
-~ . - ~~ ~-
AOJS I'rojcct 0ric1il;rtion for Judiciary in Upper Egypt (I.uvor)
(l'~m1111 I)
AOJS Projcct 0rictil;rtion for Judiciary in Lower Egypt
(Alc~alitl~in) (Forunr 2)
AOJS I'rojccf Ol.ic~tf~~ion for Judiciary ill Grenfer Ci~iru, Ewt
Dclt;~ kWcs~ Sinai (Ci~iro) (Forum 3)
-.
TRO.
TRG.
TRG.
AOJS 'l'ca~ii Rcvicw Nctrcnl 110
AOJS 1'1.ojecl Oric~i~i~tio~i for Middlc M~II~~CIIICIIL/ Supervisory ~I'RC.
lcvcl s~i~ff ortlrc Norrlr Cairo Court (Arabic)
Egypti;~~~ I.cgnl J: Jdicinl Sector" Repon b: Rccotr~~~~c~~dnlionr" (Eng.)
I~cgnl Tcr~r~i~roloyy Cjloss;rry (Arnbiclhg.) & (EngIArabic)
- - ~
Updated on Dcc.?8.?003
--
Inlcmn~ionol Lcgnl
Consullonl
Nndin
1 Date
Submission
Electronic Copy
1
L
Mnrch 97
May 97
June 97
Nov. 97
Aug. 98
Scp1.97
July 00

I - -- - --
Legal Tcrlilinology Glossary (ArabicIE~ig.) & (E~ig.lAr.?bic)
Intcr1ii11 Audit IZcport (Eng.)
USAID Democracy Sc I'articipation Division (User's Guide)
Ousi~icss 'Today M;iyazinc
I.cgiil Hook Tor Milrillc Transport Law
I~itrotluctio~i illlo MS Word
--
I'owcr I'oinl 97 l'rili~ii~~g COI~SC (Arnbic & En&)
Ford Van Ciil;llogs
'rr:lini~is Mii1cri;ils (Ilsccl basic nlid advn~iccdlAcccss) for North
Cai1.o Court Clerks
Updated 011 Dec.28. 2003
Prcparcd by
Nodio
Cnslr. K. Ilnmdi
Amidcnst
NCR
Drilish Council
ARCB
Ford
Trndc & Tcchnolog)
'Trnnskr
Subrnissio
Dntc
-
Jan. 02
Jan. 98
Peb. 911
I998
1996
Sprinp 97
June 98
July 911
1997
April 99
Moy W
Pcb. 03
Comments
- -
:ng.
.,.~ ~
~-
inicle oboul AOJS I'rojccl
.
~~
Electronic Copy