2003 - usaid/ofda

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