ACCESSIBLE QUALITY LEGAL SERVICE FOR JUSTICE Final
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Nepal Bar Association Central Executive Committe (2076-2079)
PresidentChandeshwor Shrestha
Vice-PresidentMin Bahadur Mahat
Vice-PresidentUmesh Prasad Bista
Vice-PresidentRakshya Basyal
Secretary GeneralLila Mani Paudel
TreasurerRudra Prasad Pokhrel
SecretaryBhimsen Banjara
Vice-PresidentSunil Kumar Shrestha
Vice-PresidentMan Bahadur Rumdali
Vice-PresidentIshwori Prasad Bhattarai
Vice-PresidentSurendra Thapa Magar
Vice-PresidentRamchandra Singh Rajpoot
MemberDr. Shiva Raj Pandit
MemberBal Krishna Gaire
MemberGanga Sagar Khatri
MemberBhuwan Prasad Niraula
MemberPrakash Maharjan
MemberPanch Narayan Mandal
MemberBadri Narayan Nagarkoti
MemberManoj Kumar Chaudhary
MemberAnju Kayastha
MemberBeena Kumari Singh Chaudhary
MemberMohan Sashankar
MemberKhima Nanda Adhikari
MemberKalpana Kumari Bhandari
4PMJNPostgraduate Medical Journal of NAMS
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Nepal Bar Association
PERIODIC STRATEGIC PLAN (2020 - 2024) Formulation Committee Coordinator Senior Advocate Bijaya Kanta MainaliMember Advocate Bijaya Prasad MishraMember Advocate Lila Mani Paudel (Secretary General, NBA)Member Advocate Rudra Prasad Pokhrel (Treasurer, NBA) Representatives Mr. Tek Tamata, UNDP Nepal Mr. Gopi Parajuli, A2J/UNDP
Consultants Advocate Rabindra Bhattarai
Advocate Rajan Kumar K C Support
Enhancing Access to Justice through Institutional Reform Project (A2J/UNDP)
ACCESSIBLE QUALITY LEGAL SERVICE FOR JUSTICE
PERIODIC STRATEGIC PLAN 2020 - 2024
NEPAL BAR ASSOCIATIONKATHMANDU NEPAL
FOREWORDS
Nepal is sustaining a federal republic state governance based on fundamental human rights and freedoms of its citizens and runs itself on rule of law. Human rights and rule of law are considered as backbones of its democratic practice. Framework of the present Constitution of Nepal ensures separation and balance of state powers and helds lawyers and their professional association as key actors as parts of judiciary.
Nepal Bar Association, as an umbrella organization of Nepali lawyers has a historical record for championing for rule of law and fair and accessible justice for all Nepali people with full respect to the notion of universal human rights and fundamental freedoms and It has been instrumental for people in ensuring their life, liberty and property from being abused in any form by state powers.
Nepal Bar Association, assuming Nepal’s political stabilization attained by the 2015 Constitution of Nepal, is firmed to further its institutional initiatives and campaigns in more specifically, achievable, time-bound results. For this, it intended to outline its periodic strategic planned departure. Present document is a strategic envisioning of Nepal Bar Association to begin with a periodic plan-based programming actions institutionally.
This strategic plan is developed under a Committee assigned by the Central Executive Committee of the Association and with engagement of experts. The document was developed having a series of interactions with lawyers across Nepal. The Strategic Plan is formally adopted by the Central Executive Committee’s decision dated 6th November 2020. We would like to thank all those who were engaged in developing this document in different roles and responsibilities and we are committed to rollout the actions as envisaged.
Chandeshwor Shrestha
President
EXECUTIVE SUMMARY
Nepal Bar Association (NBA), the sole organization of law practitioners of Nepal has been recognized as one of the active and influencing professional organizations to represent Nepali civil society’s interest in securing rule of law, independent judiciary and access to justice. NBA as an incorporated entity has its own envisioning to contribute to society and to strengthen its institutionality and is positioned with aims and objectives to achieve. The present Central Executive Committee, by the beginning of its tenure thought to have a roadmap to forward its institutional path and decided to prepare a strategic vision and plan to initiate efforts in a more organized manner. This document is developed with wider consultations amongst lawyers across Nepal as consultations were held during the year 2019. On the basis of the issues raised by the participants of these consultative meetings, review of the past strategies, plans and programs that NBA had launched, having an overview of the plan and strategy of closest state agencies of law and justice and policy appraisal by the Central Executive Committee, this Strategic Plan is produced as a roadmap of institutional endeavours of NBA for five years and to be implemented during 2020-2024.
Nepal Bar Association was established as a civil society entity on 21 December 1956 has endeavored with remarkable champions for the causes of democracy, human rights, the rule of law and an independent judiciary. The NBA has been expanded all over the country with its units at the Supreme Court, 7 High Courts and their 9 Benches and 69 District Courts. The Constitution of Nepal 2015 recognizes NBA as a constituent part of Nepali judiciary. A member of the Judicial Committee, which is charged for undertaking roles on appointments, transfer, disciplinary actions and administration of justice, is appointed on recommendation of NBA. NBA President is Vice President of Nepal Bar Council; it is represented in Nepal Notary Public Council. The Legal Aid Act has placed the NBA's President and General Secretary as Core policy official and Vice President and Member Secretary of Central Legal Aid Committee. Hence, Nepal Bar Association is recognized by the State as its civil society partner organization in matters related to the policy and implementation of legal service and judicial independence and administration of justice.
From its inception, the NBA was run with an annual planning system with financial management of the applicable fiscal year system. In the initial period of the organization, membership fees and contributions made by members were sole sources to manage institutional activities and costs incurred. Many members volunteered the Association for its institutional campaigning for the benefits of larger sections of Nepali society. In collaboration with the Norwegian Bar Association, NBA undertook a legal aid scheme, regular publication of a journal, special measures to secure legal aid for women; and fellowships, seminars and study facilitation for the capacity building of lawyers since 1st January 1988 sustained for 25 years. In the year 2007, NBA initiated developing and implementing a five-year institutional strategic plan. Strategic Plan 2007–2011 was brought up and a direction of periodic plan system was introduced. On 13 February 2013, the Central Executive Committee (CEC) of NBA had formed a task force for the next Strategic Plan of NBA, however, due to the socio-political environment of the time, it drew the attention of the NBA to a broader socio-political agenda.
Adoption of the new Constitution of Nepal in 2015 paved a way for political and governance stability by holding elections of local, provincial and federal legislatures and executives. Having observed the present stable and forerunning state's planned developmental programming and building a new Strategic Plan of Judiciary, NBA's current Central Executive Committee preferred to develop and implement a new periodic strategic plan to achieve its institutional goal and material its visionary mission. This document is a result of realization of such background.
This Strategic Plan has appraised external and internal contexts and identified its major strengths as its position as counterpart civil society institutionality of justice sector; membership and operating units across Nepal; international recognition; diversified expertise of members in the field of law and cross cutting sectors; and institutional operation. Contextualization of federalized context; partisan
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public perception; questioned integrity of professionalism; and lack of institutional and social security of members are realized as major deficiencies. Further, challenges such as resource constraints; over expectations among institutional officials and members; indifference of the government in priority for its institutional capacity development and some managerial issues are in front of the NBA to face. However, diversified roles of law professionals at federal level as a part of access to justice in avenues of justice dispensations and human rights protection; increased areas of legal services and role of NBA at Provinces and Local Jurisdictions and new avenues for potential collaborations Provinces and Local Governments are opportunities that NBA may take.
NBA subscribes and upholds constitutionalism based on rule of law; independent and impartial judiciary; equal protection of human rights of the citizens and equality before law; professional independence, integrity and immunities; respect of diversities and inclusive democracy; and accessibility of justice: justice for all as its core values. NBA envisions a vibrant Nepali society by governance with rule of law, human rights and accessible justice and missions for activating its furthering competent, efficient and responsive legal profession for a well imaged and ethical legal profession in Nepal.
These are foreseen to be materialized by improving profession and professional competency of lawyers; safeguard rule of law, constitutional supremacy, justice and human rights; reassuring legal community to deserve trust of the people by thriving legal profession with utmost integrity at all times; and restructure institutional prospect of NBA: institutional reform and infrastructures. These are thought achievable by collaboration and coordination with partners, enhancing professionalism and institutional capacity building, defending effective rule of law and human rights, and holding the public entities accountable and affirming the environment for accessibility of justice to people at large.
Present Strategic Plan focuses to improve profession and professional competency of lawyers;Safeguard rule of law, constitutional supremacy, justice and human rights; reassure legal community to deserve trust of the people by thriving legal profession with utmost integrity at all times; and restructure institutional prospect of NBA: Institutional reform and infrastructures as core strategic interventions for this plan period. Contextualizing NBA into provincial structure with clarity on role, responsibilities, autonomy, reporting and monitoring system; operating welfare funds and other measures required for effective implementation of the plan and programs; producing competent professional lawyers including young and from disadvantaged backgrounds, establishing and operating electronic information and database system; ensuring support in access to justice; and watchdogging and defending constitutionalism, rule of law and independence of judiciary are set as key targets to be achieved by the implementation of Strategic Plan.
1. Introduction 1
2. Nepal Bar Association: A determined Entity for Rule of Law and Justice 1
3. Past Pathways 2
4. Appraisal of External and Internal Contexts 3
4.1 Societal and Governance Contexts 3
4.2 Governmental Plans and Desirable NBA Intervention 5
4.2 Strengths and Limitations of NBA 5
5. Strategic Plan 6
5.1 Core Values and VMGO 6
5.2 Theory of Change 7
5.3 Desirable Results and Strategy 8
5.4 Target Milestones 10
5.5 Operational Framework and Budgetary Plan 11
6. Timeframe and Implementation Process 11
7. Monitoring and Evaluation 11
8. Budget Projection 12
9. Organization Structure 32
10. Participants of Consultative Meetings 33
References 66
Table of Contents
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1. Introduction
Nepal Bar Association (NBA) is the sole organization of law practitioners of Nepal and stands as a key defender of rule of law and independence of judiciary from its inception. NBA, one of the key constituents of the law and justice sector, presents a unique collectiveness of Nepali lawyers. A lawyer is believed to safeguard the best interests of the beneficiaries s/he serves, performs professional standards as an officer of the Court and plays roles as social engineer. Professional organization for a lawyer is essential in practicing law to maintain his quality profession given ethical standards, to obtain collective support for standing defending the recognized principles, norms and standards of justice and to act for the broader public interest under collective social engineering.
Any incorporation that is established with some objectives to be achieved moves forward with some strategic vision and plan. Same applies to the NBA. The present Central Executive Committee, by the beginning of its tenure thought to have a roadmap to forward its institutional path and decided to prepare a strategic vision and plan to initiate efforts in a more organized manner.
With a view to bring this in a more logical frame, it organized consultative meetings in Provinces to collect ideas and suggestions on the issues that required to be incorporated in the Strategic Plan. Province level consultation meetings were organized during 8 June 2019 in Pokhara of Kaski District (Province 4); during 22 June 2019 in Birendranagar of Surkhet District (Karnali Province) on 12 July 2019 in Janakpurdham of Dhanusa District (Province No: 02); on 15 November 2019 in Kathmandu; on 01 December 2019 in Dhangadi of Kailali District (Sudoor Paschim Province); and 21 December 2019 in Biratnagar of Morang District (Province No: 01).
The Central Executive Committee formed a Strategic Plan Formulation Committee on 18 October 2019. The Committee was formed under the convenorship of Senior Advocate Bijaya Kanta Mainali, where Advocate Bijaya Prasad Mishra, Advocate Lilamani Pudel (Secretary General, NBA), Advocate Rudra Prasad Pokhrel (Treasurer, NBA) and two representatives from Enhancing Access to Justice through Institutional Reform Project(A2J/UNDP). Moreover, under
the guidance and supervision of this Committee, Advocate Rabindra Bhattarai and Advocate Rajan Kumar KC were assigned as Consultants to workout the Draft Strategic Plan.
On the basis of the issues raised by the participants of these consultative meetings, review of the past strategies, plans and programs that NBA had launched, having an overview of the plan and strategy of closest state agencies of law and justice and policy appraisal by the Central Executive Committee, this Strategic Plan is produced as a roadmap of institutional endeavours of NBA for five years, i.e., 2020-2024.
2. Nepal Bar Association: A determined Entity for Rule of Law and Justice
Nepal was recognized as a State that denied arbitrary exercise of judicial powers till 1950. With subscription the notion of rule of law was adopted by acceptance of the concept of independent judiciary following the succeeding Democracy on 18 February 1951. On 08 May 1952 Supreme Judiciary Act (Pradhan Nyayalaya Ain 2009 BS) 1952 was enacted and the course of existence of Judiciary. The Supreme Court of Nepal was established in 1956. The Supreme Court Act 1956 had recognized the independent private practice to advance fair administration of justice and issued certificates to lawyers as an advocate. The Supreme Court Regulations 1956 specified four types of lawyers they could render legal service to the parties of the cases.
These lawyers as officers of the court of Nepalese judiciary then established Nepal Bar Association. Then licensed advocates felt the need of professional organization and formed and established it. Nepal Bar Association was established as a civil society entity on 21 December 1956 and began to work as an active legal service organization since then. From 1956 to 1963, the NBA operated without any formal registration. With the takeover by King Mahendra in February 1959, the country again plunged into an autocratic regime, which posed serious challenges to the rule of law and independent judiciary.
The context augmented more responsibilities of NBA for the claim and safeguard of the rule of law and independent judiciary. For this, then visionary lawyers foreseen the need of formalization of
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the organization. Finally, with the decision of the government, it was registered as a formal institution in 1963 under the National Guidance Act, 1961 (2018 BS) with registration number 07 on 28 February 1962. This organization is probably the first professional organization in Nepal ever existed.
Indeed, the NBA has grown and profoundly fought for democracy under such a regressive legal environment. The NBA as an organization that champions the causes of democracy, human rights, the rule of law and an independent judiciary is formally fraught with the institutional defects posed by the highhanded dimensions of statutory regulatory framework.
NBA is known as a vital civil society organ of Nepali society. It represents interest of citizens of Nepal for independent legal practices in professional standards. As a professional organization of Nepalese lawyers, Nepal Bar Association subscribed and held Democracy, Rule of Law, Equality under General Law, and Equal Protection of General Law as fundamental principles of public governance.
The NBA, though was limited only to Kathmandu almost for 20 years, started expanding outside of Kathmandu after 2034 BS. Today, the NBA has been expanded all over the country with its units at the Supreme Court, 7 High Courts and their 10 Benches and 71 District Courts. During the political development and changes across more than sixty decades, NBA sustained as a pillar organization in defending natural and fundamental rights of the citizens at individual, groups and broader mass levels. It applied and defended principles of human rights of citizens in public spheres, particularly through its members' engagements in remedial courses at judiciary. Institutionally, the Association works for the benefits of the public at large encouraging democratic practices combined with the notion of rule of law, independence and impartial judiciary, and protection and promotion of human rights and fundamental freedoms.
Following 1990's democratization of the political and legal system of Nepal, NBA was registered as a professional organization of lawyers having its working jurisdiction across Nepal under National Direction Act having its Statute with Fifth Amendment. It is a legal
person having perpetual succession and capable to make income and expenditure and take ownership of its property as a natural person. It statutes provides for qualifications of membership, organs of the association, right and responsibilities of organs and officials, rights and duties of members, meetings of general and special assemblies, meetings of executive council, central executive committee and units' executive committees, women committees, their functions, powers, duties and procedures, officials and their power, functions and duties, central office, secretariat, funds and accounting and auditing, code of conducts, electoral system and procedures, special provisions on units, and clauses on delegation of powers of formulating rules and regulations, fiscal year, seal and emblem, interpretation, saving and repeal and transitional arrangement.
The Constitution of Nepal 2015 recognizes NBA as a constituent part of Nepali judiciary. A member of the Judicial Committee, which is charged for undertaking roles on appointments, transfer, disciplinary actions and administration of justice, is appointed on recommendation of NBA. NBA President is Vice President of Nepal Bar Council; it is represented in Nepal Notary Public Council. The Legal Aid Act has placed the NBA's President and General Secretary as Core policy official placing as Vice President and Member Secretary of Central Legal Aid Committee. Hence, Nepal Bar Association is recognized by the State as its civil society partner organization in matters related to the policy and implementation of legal service and judicial independence and administration of justice.
3. Past Pathways
From its inception, the NBA was run with an annual planning system with financial management of the applicable fiscal year system. In the initial period of the organization, membership fees and contributions made by members were sole sources to manage institutional activities and costs incurred. Many members volunteered the Association for its institutional campaigning for the benefits of larger sections of Nepali society.
Later, it began to receive support from the government, for particularly, infrastructural setup including constructing an office building at centre and its units' headquarters. Making
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justice accessible was felt important to sustain a legal system under the notion of rule of law and human rights and international norms were developed and recognized as fundamental standards for delivery of justice to ensure equality, equity and justice to those who could not have means to afford legal service from legal counsel of his/her choice. However, there was no arrangement to materialize these in Nepal.
The NBA felt a need for international cooperation to ease access to justice and Norwegian Bar Association sought the need of its collaboration with Nepal to support serving the interests of Nepali who were in the need of support for accessing justice. NBA and the Norwegian Bar Association entered into an agreement on 27 September 1987 to collaborate. The agreement covered following major area:
● Legal Aid Scheme● Regular Publication of Nepal Bar Journal
(Nyayadoot)● Special measures to secure legal aid for
women; and● Fellowships, seminars and study
facilitation.The project began on 1st January 1988 sustained for 25 years. During this period, the operation of the institutional planned activities was carried out in two folders planning one yearly institutional planning of NBA and project periodic planning.
Given the fluctuating socio-political environments of the state governance and peoples' campaigns for democratization, this project based and annual institutional planning framework was adopted till 2007. In 2007, as a new pro-people republic democracy was regained following the April popular revolution in 2006, NBA initiated developing and implementing a five-year institutional strategic plan.
Strategic Plan 2007–2011, having analysis of the situation and scenario, had set some core values, vision, mission, goals, strategies, objectives, desired outputs and implementable activities and forecasted budgetary requirements to attain the strategic goals. Some parts of the Strategic plan's actions were rolled out as they were adjusted in the plan from its regular annual planning and programing framework, however
a vast area of the strategic projection could not be materialized due to insufficient funding resources and other external priorities.
On 13 February 2013, then the Central Executive Committee (CEC) of NBA had formed a Taskforce to prepare a periodic plan for the organization and the Taskforce was mandated to prepare the plan and submit to the meeting of the CEC with prescribing nine priority issues: 1. Protection, promotion and development of independent, competent, effective and accountable judiciary; 2. Protection and promotion of human rights; 3. Issues related to protection of professional interests and capacity enhancement of law-profession and extension of the professional scope; 4. Ending impunity; 5. Good governance and local self-governance; 6. Ending violence against women and potential interventions to that end; 7. Provision of free legal aid; 8. Effective management of NBA programmes; and 9.Updating the Statute of NBA.
The expected periodic plan desired as to the second Strategic Plan of NBA could not come to a frame due to the engagement of NBA for reinstating democracy as till 2015, Nepal faced political uncertainty. Adoption of the new Constitution of Nepal in 2015 paved a way for political and governance stability by holding elections of local, provincial and federal legislatures and executives. Having observed the present stable and forerunning state's planned developmental programming and building a new Strategic Plan of Judiciary, NBA's current Central Executive Committee preferred to develop and implement a new periodic strategic plan to achieve its institutional goal and material its visionary mission. This document is developed through a consultative process to this end.
4. Appraisal of External and Internal Contexts
4.1 Societal and Governance Contexts
Nepal has become a federal State by the promulgation of a new Constitution in 2015 and has completed the electoral process of the local, provincial and federal governments in 2016. The elections have ensured political stability as legislatures and executives of all three levels are elected for five years. The nation came forward in terms of governance addressing sustained
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socio-political conflicts and giving outlet to them through structural changes. Federalization is brought forward to further prosperity with generally belief that the State apparatus are run conversely with coordination and collaborations. As Nepal has come to this position after having consensus through negotiation following a decade long armed conflict, residues are yet to be addressed including reparation and redressal to the victims and holding the perpetrators accountable through transitional justice mechanisms.
As a journey to restructured federal State, some laws and policies are devised, many are under formulation and some are yet to be initiated at federal, provincial and local levels. As this kind of political system is new to Nepal, and the existing laws and policies need to be translated in line with the new context.
The provision of mandatory 33 percent representation of women in parliament and other local government bodies marks a significant achievement in enhancing women’s rights and their participation in the political and governance process. The election of Parliament, 7 Provincial Assemblies and the 753 local governments provided an opportunity for citizens to elect their representatives and decide their development priorities locally and execute them through a locally driven process rather than centrally driven approach from the past.
Federalism in sharing the power between the national government and provincial governments, and spreading the national government’s power among three branches that serve as a check and balance on each other could be viewed as a paradigm shift of the governance. It is believed that the devolution of power at different levels of governance enhances efficiency of the government. Similarly, the federal system and structure is also expected to provide state/local governments the opportunity to do some innovation in law and policy formulation, thus people centric, locally rooted laws and policies for better results and improved governance.
With these positive aspects of federalism in a diverse and heterogeneous society, Nepal stands to gain from this new system of governance; however, in the early state of implementing federalism in Nepal, it might take a few more
years to see the impacts of operation of federal framework of governance in Nepal.
To ensure justice through a framework of rule of law, human rights and independent judiciary, it is important to implement lasting solutions to reduce violence, deliver justice, combat corruption and ensure inclusive participation at all times. Freedom to express views, in private and in public, must be guaranteed. People must be able to contribute to decisions that affect their lives. Laws and policies must be applied without any form of discrimination. Disputes need to be resolved through proper functioning justice systems. National, provincial and local institutions must be accountable and need to be in place to deliver basic services to citizens and communities just and equitably.
Crimes as well as state-sponsored discriminatory practices at policy and implementation levels laws undermines the safety and trusts of citizens towards justice. Armed violence and insecurity have a destructive impact on a country’s development, affecting economic growth and often resulting in long-standing grievances among communities. Violence, in all its forms, has a pervasive impact on societies. Violence affects children’s health, development and well-being, and their ability to thrive. It causes trauma and weakens social inclusion. Public mistrust on attainability of justice and lack of access to justice may sustain or escalate conflicts and people feel loss of protection and redress if rule of law, human rights and judicial accountabilities are not in place.
Institutions that do not function according to legitimate laws are prone to arbitrariness and abuse of power, and less capable of delivering public services to everyone. To exclude and to discriminate not only violates human rights, but also causes resentment and animosity, and could give rise to violence. Thus, despite operation of the federal government Nepali society is prone to vulnerability of the above stated situations due to upheavals in judicial administration and in absence of a sensible and responsive justice system.
Nepal Bar Association, as one of the most effective wings of Nepali civil society, has a heavier responsibility in watchdogging judicial governance, preventing deviations of the
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governance at large from rule of law, human rights norms and realizable public and social justice, and to gain trusts from the public at large by performing its role in best professional manner by providing services to the needy section of the Nepali people under its institutional social responsibility.
The United Nations 2030 Agenda for Sustainable Development has set of 17 Sustainable Development Goals (SDGs) to end poverty, fight inequality and injustice, and tackle climate change by 2030 (SDGKP, 2019). Localization of the SDG 16 that stipulates to promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels is a significant agenda for Government of Nepal to ensure PEACE, JUSTICE AND STRONG INSTITUTIONS in present context of public governance.
As a member of the international community, Nepal is in a course of peaceful social transformation by implementing peace, human rights and development under international obligations. As one of the organizations of human rights defenders in Nepal, NBA has obligations to watch and oversight the justice sector governance and secure rule of law and protect constitutionalism.
4.2 Governmental Plans and Desirable NBA Intervention
The National Planning Commission has initiated its plan in the line of STG 16. Major targets for SDG 16 that the Commission covers ending death from violent conflict, violence against women, and violence against children, improve transparency and accountability score from a scale of 3 at present to 5, and good governance scale from (–) 0.78 to 2.0 in a scale of –2.5 to 2.5. The 2030 targets also include eliminating marriage before the age of 18 years, 100 percent birth registration, 80 percent voter turnout in elections, and access to justice for all" (NPC, 2017: v).
Fifteenth National Plan 2019-2024 aims at complete guarantee of peace and security for development and prosperity with the complete human safety; promoting sustainable peace by controlling social turmoil, conflict, crime and
violence; adopting peace-friendly development system; and to promote competence of the security agencies (NPC, 2019: 292). The plan intends to promote sustainable peace through upholding law, social justice and conflict management (NPC, 2019: 293). Further, the plan desires to end impunity and to ensure an independent, impartial, accessible, competent and trustworthy justice system ((NPC, 2019: 306). Federal, provincial and local governments are furthering their respective periodic plans and annual programs to materialize the above targets of localizing sustainable development agenda.
Supreme Court has adopted its fourth five-year strategic plan 2019-2024 having its vision "to ensure justice for all" with mission of "dispensing fair and impartial justice on the basis of Constitution, laws and recognized principles of justice" aiming at "swift and quality dispensation of justice, promotion of access to justice, promotion of judicial good governance, strengthened court management, and promotion of pubic faith and trust to the judiciary" (SC 2019: 143-148).
Services of the lawyers, members of NBA, is indispensable for realization of the aims set by the Supreme Court in terms of quality dispensation of justice by the Supreme Court and its subordinate Courts and other judicial entities and co-operation of NBA to the Supreme Court and other courts are significant in promoting access to justice, maintaining judicial good governance and preserving judicial independence. Therefore, proposed NBA strategy aims at complementing the State's strategy, particularly targeted at swift and quality dispensation of justice, access to justice and broader public trust to the judiciary by quality and professional service by lawyers as civil societal counterparts.
4.2 Strengths and Limitations of NBA
As a vibrant professional organization, NBA has strengths and opportunities to further efforts to achieve its goal of more profound professional institutionalization and meet the targets. However, there are many areas to be improved and there are some threats associated as external factors. following table indicate major strengths and limitations attached with NBA:
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Strengths Opportunities y Functional institutional establishment as
counter part of the state institutions of justice sector
y Membership across Nepal and operating units in Courts of different levels
y Recognition in the society as strong wing of the civil society of Nepal and as professional organization at international level
y Members with diversified expertise in the field of law and cross cutting sectors
y Office set-up, basic human resources and communication system in operation
y Diversified roles of law professionals at federal level as a part of access to justice in avenues of justice dispensations and human rights protection
y Increased areas of legal services and role of NBA at Provinces and Local Jurisdictions
y Potential collaborations Provinces and Local Governments
y Public expectations of legal awareness and legal services at institutional level as well as through members
Deficiencies Challenges y Contextualization of institutional structure
in federalized context y Public perception taking NBA partisan
political entity and declining professional quality in members
y Complications in maintenance of professional integrity of lawyers at personal and institutional levels
y Absence of digitized Information, communication and archive management system with application of advance information technology
y Unsafe state of social securities of members
y Resource Constraints y Over expectations among institutional
officials and members y Governments' priority and indifference on
institutional capacity building support y Potential managerial defects
Presently the NBA sustains with some critical constraints and contradictions that are created by the political and legal system of governance. An example could be its legal recognition. NBA was registered under National Guidance Act, which contains outdated provisions such as, approval of the government for amendment NBA Statute and government capacity to direct and such direction to be observed, one the one hand and on the other hand, NBA is cited as part of the public functionaries under the Constitution and Statutory laws.
With assessment of above societal and governance context, particularly State's plan of judicial governance, and own strengths and limitations, NBA has set up the following Institutional values, vision, mission, goal and objectives as a part of its Strategic Plan 2020-2024.
5. Strategic Plan
5.1 Core Values and VMGO
Core Values
NBA subscribes and upholds following as its core values at institutional level and requires its members to respect and to be abide by these values:
y Constitutionalism based on Rule of law; y Independent and impartial judiciary;
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y Equal protection of human rights of the citizens and equality before law y Professional independence, integrity and immunities; y Respect of diversities and inclusive democracy; and y Accessibility of justice: justice for all.
Vision
Vibrant Nepali society by governance with rule of law, human rights and accessible justice
Mission
Activated NBA for furthering competent, efficient and responsive legal profession
Goal
Well imaged and ethical legal profession with qualitative service in Nepal
Objectives:
Following are the objective set up for the Strategic Period:
y Improve profession and professional competency of lawyers; y Safeguard rule of law, constitutional supremacy, justice and human rights; y Reassure legal community to deserve trust of the people by thriving legal profession with
utmost integrity at all times; and y Restructure Institutional prospect of NBA: Institutional reform and Infrastructures5.2 Theory of Change
The theory of change refers to an arguable description of how and why a desired change is expected to happen in given context. It aims at mapping out how the change initiatives/results lead to achieve desired goals. This presents logic for better planning and evaluation.
If NBA furthers professionalism, it gains increased trust from the society and its members that leads to establish it as a key actor for peace and justice in Nepali society.
Institutional capacity and professionalism enhanced
Collaborations and Coordination with partners
Effective role of NBA in defending rule of law and
constitutionalism
Accountable judicial governance protecting human rights of parties
affected
Affirmative environment for making justice accessible
Access to Justice Secured in Society
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5.3 Desirable Results and Strategy
Expected Results Indicators Strategies1 Improve profession and professional competency of lawyers1.1 Insured social security of lawyers
# A distinct social security scheme is in place operated by NBA
1.1.1 Amending NBA Statute to incorporate provision that NBA operates different funds including social security fund for lawyers i. Working Committee = 3 Nos x1 Committee – 1st Yr ii. Preparation of DRAFT NBA Statute= 1 DRAFT – 1st Yr 1.1.2 Hosting lawyers' social security system by operating a separate Social Welfare Fund organizing resources from various sources including government donation, contribution by membersi. Development of SWF operation Guideline = 3 Nos. x 1 Committee – 1st Yr ii. Consultation Meeting for finalizing SWF operation Guideline= 3 Cons x 15 Nos = 1st Yr iii. Coordination Meeting = 3 Meetings1.1.3 Operating a lawyers' cooperative and develop a social welfare fund as its parti. Feasibility Study for establishing the cooperative = 3 Nos. x 1 Study Team – 1st Yrii.
1.2 Improved quality of services
# Continuous legal education for lawyers# Capacity building of lawyers through tutorial programmes under Lawyers Academy# Accessibility on resource materials for lawyers by online digital resources managed by IT Unit of NBA
1.2.1 # Organizing at least XX No. of training and workshops1.2.2 # Organizing specialized area-based XX No. refresher and update workshop and training1.2.3 # Developing and updating database online information with
2 Safeguard rule of law, constitutional supremacy, justice and human rights2.1 Collaborate with justice sector to protect constitutionalism, rule of law, judicial independence
# Collaboration with courts in implementing rule of law by application of principles of natural justice and other norms of justice delivery # Collaboration with Nepal Bar Council, National Legal Aid Mechanism of the Government in regulating law professionals and promoting access to justice by services of lawyers# Collaboration with Faculties of Laws of the Universities in standardizing legal education # Collaboration with Provincial and Local Governments in making and implementing laws based on principles of justice and spirits of supremacy of the Constitution# Collaboration with national human rights institutions
2.1.1 # Drawing attention of the legislature, executive and judiciary at federal, provincial and local levels in highly debated public issues deemed concern of law professionals2.1.2 # Offering experts' services to the national institutions concerning human rights2.1.3 Collaborate with Courts, Ministry of Law and Justice, Bar Council, Judicial Council, National Judicial Academy and Nepal Police in implementing their strategic programmes where they need collaboration with NBA2.1.4 # Collaborating with national institutions such as human rights monitoring and election observations
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2.2 Watchdogged justice and human rights
# Delivery of justice by the Courts are intellectually assess and publicly discussed their pros and cons in relation to jurisprudential standards
# Monitoring of human rights situation in particular the critically disputed cases and expression of concern of legal community
2.2.1 # Hosting delegations to Courts (preferably to full courts), Judicial Council and Ministry of Law and Justice in genuine issues concerned with norms and principles of justice and international standards applicable in administration and dispensation of justice
2.2.2 # Reviewing the similar and dissimilar judgements passed by Courts, examining them on the basis of relevant doctrines of law, justice and international standards and issue NBA's observations to inform public at large
2.2.3 # Producing and reports of the review and research conducted and publishing and disseminating through media
2.2.4 # Observing events and issues of national important
2.3 Expanded scope of lawyers' services
# Increased engagement of lawyers at provincial and local level
# Diversified service delivery of lawyers
2.3.1 # Collaborating with provincial and local governments in legislative drafting, legal awareness generating and providing opinions in the issues concerned as demanded
3 Reassure legal community to deserve trust of the people by thriving legal profession with utmost integrity at all times3.1 Protected Constitutionalism and national interests
# Public discourse on rule of law, separation and segregation of state power, principles of justice and other public concerns
# Respond national issues arisen indicating broader societal impacts
3.1.1 # Voicing and standing for institutional arguments intervening publicly highly debated issues that are concerned with rule of law, constitutionalism, judicial accountability and independence
3.1.2 # Providing expert opinions for affirmative actions taken by the federal legislature or executive at different level
3.1.3 # Providing policy inputs and lawyers service as asked by Supreme Court and other Courts
3.2 Accomplished professional social responsibilities
# Free legal aid services to the needy people
# Legal literacy and awareness at community level
# Expressed professional opinion in broadly public issues and advice in legislative process
# Collaborated with Court, Government Attorneys and Nepal Police in promoting legal awareness and making justice accessible to grassroots levels
3.2.1 Coordinating and monitoring implementation of free legal aid
3.2.2 Operating system of documentation and achieving of legal aid and pro bono services by lawyers a with supervision and monitoring
3.2.3 Launching legal literacy and awareness programmes at local level
10
4 Restructure institutional prospect of NBA: Institutional reform and infrastructures4.1 Improved legal identity and institutional reform with autonomous functioning of Units
# Clear federal legal provision of regulating national organizations# Enforced amended Statute with clear provisions on division of roles and powers of central committee and other units of the organization# Institutional policy framework (all relevant rules and regulations) are in place for implementing
4.1.1 # Demand, advocate and lobby with federal government for enacting separate law in relation to legal recognition of NBA/or similar organizations and role of lawyers;4.1.2 Amending Statutes and existing policy instruments and developing new policy tools as required
4.2 Establish and functionalize a lawyers' social security system
# Legal and institutional regulatory framework are in place# Operation of lawyers' social security come in to action
4.2.1 An NBA Lawyers Welfare fund is operated through welfare policy and regulation4.2.2 Lawyers' cooperative with social security schemes under NBA is functional
4.3 Revitalized i n s t i t u t i o n a l capacity of NBA including information and i n s t i t u t i o n a l memory system
# Established and operated online services to members and partners# National integrated database with profiling of lawyers and intra-unit information and communication system# Online library for lawyers # Invigorated and enabled human resource functionalized # improved infrastructures and office logistic
4.3.1 # Hosting server and managing digitalis online information system at NBA Central Office operated by IT Unit4.3.2 # Maintaining office records and documentations of the institutional activities ensuring their plausibility
5.4 Target Milestones
Based on above context assessment, theory of change and strategy NBA sets following targets as milestones for five years:
Target 1: Amendment of NBA Statute ensures provincial structure with clarity on role, responsibilities, autonomy, reporting and monitoring system; operation of welfare funds and other measures required for effective implementation of plans and programs.
Target 2: Organize XX numbers of training for young lawyers, lawyer-women and XX sessions of continuous legal education for XX numbers of lawyers.
Target 3: Establishment and operation of electronic information and database system at Central Office with institutional and professional information of individual practicing lawyers, state of functioning of Central Office and other Units of NBA.
Target 4: Ensure support in access to justice to XX number of needy people by causing the provision of free legal aid and availing pro bono services under all units.
Target 5: Operate lawyers' welfare programs based on contribution and provide support to lawyers facing crisis.
Target 6: Undertake XX number of event as watchdogging and defending constitutionalism, rule of law and independence of judiciary
Target 7: Ensure its institutional legal status by collaborating the government and commence operation of lawyers' Academy.
11
5.5 Operational Framework and Budgetary Plan
NBA works out further for the operational framework of present strategy detailing activities to be carried out for bringing out outputs in achieving above results. Operational framework and budgetary plan will present year-based action plans with quantifiable results to be attained within given budgetary projection.
6. Timeframe and Implementation Process
As stated above present strategy is for five years commencing from early quarters of the Year 2020 and shall come to an end by the end of the year 2024. The operational plan will be fragmented into annual program and budget allocation. The Executive Committee and its officials of NBA will take in charge of all policy implementation and cause execution of all activities stipulated in this strategy. Essential human resources will be hired on a regular or outsourcing basis and resources will be generated through various means including governments' grants, project-based funding, memberships and contributions from members. Necessary units such as IT, Planning, Monitoring and Evaluation, Programme and logistics will be constituted and operated.
7. Monitoring and Evaluation
Framework for monitoring is essential in carrying out scrutinising the strategic interventions systematically. Monitoring and evaluation frameworks are an integral part of the detailed programme plan and it facilitates the assessment of the effectiveness of organization and informs management decision-making at different levels of the organization. Ultimately, they help the organization reflect on how it can increase its contribution to change at impact level. Monitoring and Evaluation framework provides an opportunity to pull these different initiatives together into a single, coherent framework.
The NBA establishes a Monitoring and Evaluation Unit at the Central Office. The Unit will be responsible to plan, roll out, document and report the activities needed to monitor and evaluate; assign officials/consultants for specific monitoring and evaluation activities; organize resources for doing and causing monitoring and evaluation. A Monitoring and Evaluation Plan of Action will be furnished within 6 months of the commencement of the Strategy. For implementation routine reporting and monitoring, NBA will develop an institutional communication strategy. Institutional Communication Strategy shall focus on:
a. Organizations communicate towards its mission and how several of its programmatic and other apparatus function to build an identity of the organizations. It includes clarity of working channels, interpersonal relations/dynamics inside the organization, means of choice to reach the selected audience. Aspects of this are featured as several policies, documents such as human resource policy, financial policies organograms etc. Frequent monitoring and evaluation is a key component of this.
b. Communication as information deals with the idea of brand, visibility, key information to be given among others. The target audience of the communication as information is the wide range of civil society organizations, networks, all levels of governments and internal members of the organization. The knowledge built through the learning and research would be communicated clearly to the stakeholders at all levels.
12
8. Budget ProjectionRs. In Thousand
S. NoParticulars Duration Total
2020 2021 2022 2023 2024 2020-2024
Expected Results 1
Improve profession and professional competency of lawyers
Expected Results 1.1
Insured social security of lawyers
Strategy 1.1.1
Amending NBA Statute to incorporate provision that NBA operates different funds including social security fund for lawyers
750
-
-
-
-
750
Strategy 1.1.2
Hosting lawyers' social security system by operating a separate Social Welfare Fund organizing resources from various sources including government donation, contribution by members
428
-
-
-
-
428
Strategy 1.1.3
Operating a lawyers' cooperative and develop a social welfare fund as its part
275 140 275 - - 690
Expected Results 1.1 1,453 140 275 - - 1,868 Expected
Results 1.2Improved quality of services
Strategy 1.2.1
Academy is established and operated 350 302,500 302,500 24,000 24,000 653,350
Strategy 1.2.2
Capacity building of lawyers through tutorial programmes
5,918 5,918 5,918 - - 17,753
Strategy 1.2.3
Developing and updating database online information with
1,720
1,720
740
1,440
1,440
7,060
Expected Results 1.2 7,988 310,138 309,158 25,440 25,440 678,163
Expected Results 1 9,440 310,278 309,433 25,440 25,440 680,030
Expected Results 2
Safeguard rule of law, constitutional supremacy, justice and human rights
Expected Results 2.1
Collaborate with justice sector to protect constitutionalism, rule of law, judicial independency
Strategy 2.1.1
Drawing attention of the legislature, executive and judiciary at federal, provincial and local levels in highly debated public issues deemed concern of law professionals
483
108
108
108
108
913
Strategy 2.1.2
Offering experts' services to the national institutions concerning human rights
60
60
60
60
60
300
Strategy 2.1.3
Collaborate with Courts, Ministry of Law and Justice, Bar Council, Judicial Council, National Judicial Academy and Nepal Police in implementing their strategic programmes where they need collaboration with NBA
135
135
135
135
135
675
Strategy 2.1.4
Collaborating with national institutions such as human rights monitoring and election observations
375
375
375
375
375
1,875
Expected Results 2.1 1,053 678 678 678 678 3,763
Expected Results 2.2
Watchdogged justice and human rights
Strategy 2.2.1
Hosting delegations to Courts (preferably to full courts), Judicial Council and Ministry of Law and Justice in genuine issues concerned with norms and principles of justice and international standards applicable in administration and dispensation of justice
483
108
108
108
108
913
13
S. NoParticulars Duration Total
2020 2021 2022 2023 2024 2020-2024
Strategy 2.2.2
Reviewing the similar and dissimilar judgements passed by Courts, examining them on the basis of relevant doctrines of law, justice and international standards and issue NBA's observations to inform public at large
105
105
105
105
105
525
Strategy 2.2.3
Producing and reports of the review and research conducted and publishing and disseminating through media
1,820
1,820
1,820
1,820
1,820
9,100
Strategy 2.2.4
Observing events and issues of national important 264 264 264 264 264 1,320
Expected Results 2.2 2,672 2,297 2,297 2,297 2,297 11,858
Expected Results 2.3
Expanded scope of lawyers' services
Strategy 2.3.1
Collaborating with provincial and local governments in legislative drafting, legal awareness generating and providing opinions in the issues concerned as demanded
483
108
108
108
108
913
Expected Results 2.3 483 108 108 108 108 913
Expected Results 2 4,207 3,082 3,082 3,082 3,082 16,533
Expected Results 3
Reassure legal community to deserve trust of the people by thriving legal profession with utmost integrity at all times
Expected Results 3.1
Protected Constitutionalism and national interests
Strategy 3.1.1
Voicing and standing for institutional arguments intervening publicly highly debated issues that are concerned with rule of law, constitutionalism, judicial accountability and independence
100
100
100
100
100
500
Strategy 3.1.2
Providing expert opinions for affirmative actions taken by the federal legislature or executive at different level
200
200
200
200
200
1,000
Strategy 3.1.3
Providing policy inputs and lawyers service as asked by Supreme Court and other Courts
-
-
150
70
70
290
Expected Results 3.1 300
300
450
370
370
1,790
Expected Results 3.2
Accomplished professional social responsibilities
Strategy 3.2.1
Coordinating and monitoring implementation of free legal aid
90
90
90
90
90
450
Strategy 3.2.2
Operating system of documentation and achieving of legal aid and pro bono services by lawyers a with supervision and monitoring
-
-
1,350
-
-
1,350
Strategy 3.2.3
Launching legal literacy and awareness programmes at local level
4,065
4,065
4,065
4,065
4,065
20,325
Expected Results 3.2 4,155 4,155 5,505 4,155 4,155 22,125
Expected Results 3 4,455 4,455 5,955 4,525 4,525 23,915
Expected Results 4
Restructure institutional prospect of NBA: Institutional reform and infrastructures
Expected Results 4.1
Improved legal identity and institutional reform with autonomous functioning of Units
14
S. NoParticulars Duration Total
2020 2021 2022 2023 2024 2020-2024
Strategy 4.1.1
Demand, advocate and lobby with federal government for enacting separate law in relation to legal recognition of NBA/or similar organizations and role of lawyers;
75 - 375 - - 450
Strategy 4.1.2
Amending Statutes and existing policy instruments and developing new policy tools as required
643 - - - - 643
Expected Results 4.1 718 - 375 - - 1,093
Expected Results 4.2
Establish and functionalize a lawyers' social security system
Strategy 4.2.1
An NBA Lawyers Welfare fund is operated through welfare policy and regulation
- 1,350
-
-
-
1,350
Strategy 4.2.2
Lawyers' cooperative with social security schemes under NBA is functional
-
-
175
-
-
175
Expected Results 4.2 -
1,350
175
-
-
1,525
Expected Results 4.3
Revitalized institutional capacity of NBA including information and institutional memory system
Strategy 4.3.1
Hosting server and managing digitalized online information system at NBA Central Office operated by IT Unit
3,150
-
-
-
-
3,150
Strategy 4.3.2
Maintaining office records and documentations of the institutional activities ensuring their plausibility
1,000
1,000
1,000
1,000
1,000
5,000
Expected Results 4.3 4,150 1,000 1,000 1,000 1,000 8,150
Expected Results 4 4,868 2,350 1,550 1,000 1,000 10,768 GRAND TOTAL 22,969 320,164 320,019 34,047 34,047 731,245
15
Rs.
In tho
usan
dS.
No.
Part
icul
ars
Des
crip
tion
Dur
atio
n
Tot
al
2020
2021
2022
2023
2024
2020
-202
4
Expe
cted
Resu
lts 1
Impr
ove p
rofes
sion a
nd pr
ofess
ional
comp
etenc
y of la
wyer
s
Expe
cted
Resu
lts
1.1
Insur
ed so
cial s
ecur
ity of
lawy
ers
Stra
tegy
1.1.1
Amen
ding N
BA S
tatute
to in
corp
orate
prov
ision
that
NBA
oper
ates d
iffere
nt fun
ds in
cludin
g soc
ial se
curity
fund
for la
wyer
s
aW
orkin
g Tas
kforce
to dr
aft am
endm
ent a
nd S
ocial
Sec
urity
Reg
ulatio
ns (S
SR)
iTa
skfor
ce E
xpen
ses
Rs.
25,0
00 x
2Mo
nths
x3
Nos
x1
Task
force
15
0
1
50
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Task
force
2
5
25
iiiDr
afting
of A
mend
ment
NBA
Statu
es
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Ta
skfor
ce
100
100
ivSS
R Dr
afting
Rs
. 50
,000
x2
Nos
x1
Time
x1
Task
force
10
0
1
00
vCo
nsult
ation
Mee
ting f
or F
inaliz
ing
Amen
dmen
t Dra
ft & S
SR
Rs.
75,00
0 x
1No
x1
Time
x2
Draft
s
15
0
1
50
52
5
-
-
-
-
5
25
bAd
optio
n of N
BA S
tatute
amen
dmen
t and
SS
R by
GA
iRe
fresh
ment
for m
embe
rs Rs
. 1
,500
x1
Day
x15
0No
s x
1Pr
ogra
m
22
5
2
25
22
5
-
-
-
-
2
25
cCo
mmen
ceme
nt of
SS
No C
ost
-
St
rateg
y 1.1.
1
750
-
-
-
-
750
Stra
tegy
1.1.2
Hosti
ng la
wyer
s' so
cial s
ecur
ity sy
stem
by op
erati
ng a
sepa
rate
Socia
l Welf
are F
und o
rgan
izing
reso
urce
s fro
m va
rious
sour
ces i
nclud
ing
gove
rnme
nt do
natio
n, co
ntribu
tion b
y mem
bers
aDe
velop
ment
of SW
F op
erati
on G
uideli
ne
iW
orkin
g Gro
up E
xpen
ses
Rs.
25,00
0 x
2Mo
nths
x3
Nos
x1
Task
force
15
0
1
50
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Task
force
2
5
25
iiiDr
afting
of S
WF
Guide
lines
Rs
. 50
,000
x2
Nos
x1
Time
x1
Task
force
10
0
1
00
27
5
-
-
-
-
2
75
16
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
bCo
nsult
ation
Mee
ting f
or fin
alizin
g SW
F op
erati
on G
uideli
ne
iRe
fresh
ment
Rs.
1,500
x1
Day
x25
Nos
x1
Meeti
ng
38
38
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
1Me
eting
1
0
10
4
8
-
-
-
-
48
cCo
ordin
ation
Mee
ting
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x3
Meeti
ng
75
75
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
3Me
eting
3
0
30
10
5
-
-
-
-
1
05
St
rateg
y 1.1.
2
428
-
-
-
-
428
Stra
tegy
1.1.3
Oper
ating
a law
yers'
coop
erati
ve an
d dev
elop a
socia
l welf
are f
und a
s its
part
aSt
udy a
nd pr
epar
ation
of le
gal d
ocum
ents
estab
lishin
g and
oper
ating
the c
oope
rativ
e
iW
orkin
g Gro
up E
xpen
ses
Rs.
25,00
0 x
2Mo
nths
x3
Nos
x1
Task
force
15
0
1
50
iiSt
ation
ery
Rs.
25
,000
x1
Month
x1
Nox
1Ta
skfor
ce
25
25
iiiDr
afting
of L
egal
Docu
ments
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Ta
skfor
ce
100
100
27
5
-
-
-
-
275
bEs
tablis
h and
oper
ate co
oper
ative
s in
feasib
le dis
tricts
and n
ation
al co
oper
ative
as
socia
tion
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x4
Meeti
ng
100
100
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
4Me
eting
40
40
-
140
-
-
-
1
40
cSt
rateg
y dev
elopm
ent fo
r the
blen
ding o
f soc
ial se
curity
and c
oope
rativ
e ass
ociat
ion
iW
orkin
g Com
mitte
e Exp
ense
s Rs
. 25
,000
x2
Month
x3
Nos
x1
Time
150
150
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Comm
ittee
25
25
iiiRe
port
Prep
arati
on
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Co
mmitte
e
10
0
1
00
-
-
275
-
-
2
75
St
rateg
y 1.1.
3
275
1
40
275
-
-
6
90
17
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
Ex
pecte
d Res
ults 1
.1
1
,453
1
40
275
-
-
1,8
68
Expe
cted
Resu
lts
1.2
Impr
oved
quali
ty of
servi
ces
Stra
tegy
1.2.1
Acad
emy i
s esta
blish
ed an
d ope
rated
aDr
aw at
tentio
n of m
inistr
y and
legis
latur
e to
finali
ze th
e leg
al fra
mewo
rk for
Lawy
ers
Acad
emy
iW
orkin
g Com
mitte
e Exp
ense
s Rs
. 25
,000
x2
Month
x3
Nos
x1
Time
150
150
ii
Stati
oner
yRs
. 25
,000
x1
Month
x1
Nox
1Co
mmitte
e
2
5
25
iiiRe
port
Prep
arati
on
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Co
mmitte
e
10
0
1
00
ivCo
ordin
ation
Mee
ting
Rs.
75,00
0 x
1No
x1
Time
x3
Meeti
ng
225
225
35
0
-
-
-
-
350
bPh
ysica
l and
infra
struc
ture a
nd m
anag
emen
t de
velop
ment
iLa
nd &
Buil
ding
Rs.
500,0
00,00
0 x
1Tim
ex
1Yr
x1
Build
ings
25
0,000
2
50,00
0
500,0
00
iiFu
rnitu
re &
Fixt
ure
Rs.
100,0
00,00
0 x
1Tim
ex
1No
x1
Build
ing
50
,000
50
,000
10
0,000
iiOf
fice E
quipm
ent
Rs.
5,000
,000
x1
Time
x1
Nox
1Bu
ilding
2,5
00
2
,500
5,000
-
30
2,500
3
02,50
0
-
-
605,0
00
cBr
ing th
e Aca
demy
into
oper
ation
iAc
adem
y Ope
ratio
n Cos
t Rs
. 2,
000,0
00 x
12Mo
ntht
x1
Nos
x2
yrs
24
,000
24,0
00
4
8,000
-
-
-
24
,000
24,0
00
4
8,000
St
rateg
y 1.2.
1
350
302,5
00
302
,500
24,00
0 2
4,000
653,3
50
Stra
tegy
1.2.2
Capa
city b
uildin
g of la
wyer
s thr
ough
tutor
ial pr
ogra
mmes
aOr
ganiz
ing tr
aining
and w
orks
hops
on ge
nera
l lawy
ering
capa
city b
uildin
g
iRe
sour
ce P
erso
nsRs
. 7,
500
x3
Days
x3
Sess
ions
x6
Train
ing
135
1
35
135
405
iiTr
aining
Pre
para
tion C
ost
Rs.
10,00
0 x
1Tim
ex
1
x6
Train
ing
20
20
20
60
iiiPa
rticipa
nts C
ost (
incl. D
SA)
Rs.
2,500
x4
Day
x25
Nos
x6
Train
ing
500
5
00
500
1,500
18
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
ivTr
avel
Cost
Rs.
5,000
x2
Time
x25
Nos
x6
Train
ing
500
5
00
500
1,500
vRe
port
Prep
arati
on
Rs.
25,00
0 x
1Tim
ex
1No
x6
Train
ing
50
50
50
150
1,20
5
1,205
1,20
5 -
-
3,615
bOr
ganiz
ing sp
ecial
ized a
rea-
base
d refr
eshe
r an
d upd
ate w
orks
hop a
nd tr
aining
iRe
sour
ce P
erso
nsRs
. 7,
500
x7
Days
x3
Sess
ions
x15
Train
ing
788
7
88
788
2,363
iiTr
aining
Pre
para
tion C
ost
Rs.
10,00
0 x
1Tim
ex
1
x15
Train
ing
50
50
50
150
iiiPa
rticipa
nts C
ost (
incl. D
SA)
Rs.
2,500
x8
Day
x25
Nos
x15
Train
ing
2
,500
2,5
00
2
,500
7,500
ivTr
avel
Cost
Rs.
5,000
x2
Time
x25
Nos
x15
Train
ing
1
,250
1,2
50
1
,250
3,750
vRe
port
Prep
arati
on
Rs.
25,00
0 x
1Tim
ex
1No
x15
Train
ing
125
1
25
125
375
4,71
3
4,713
4,71
3 -
-
1
4,138
cMe
rge a
nd ha
ndov
er th
e tra
ining
activ
ities t
o law
yer's
acad
emy
No C
ost
St
rateg
y 1.2.
2
5
,918
5,9
18
5
,918
-
-
17,7
53
Stra
tegy
1.2.3
Deve
loping
and u
pdati
ng da
tabas
e onli
ne in
forma
tion w
ith
aDe
velop
a na
tiona
l lawy
ers'
datab
ase w
ith co
mplet
e info
rmati
on of
profe
ssion
al pr
ospe
cts of
all la
wyer
s and
ensu
re th
eir ac
cess
on su
ch
infor
matio
n with
non-
edita
ble an
d edit
able
capa
city
iDa
tabas
e Dev
elopm
ent C
ost
Rs.
1,000
,000
x1
Time
x1
x
2Yr
s
1,00
0
1,000
2,000
iiOp
erati
ng C
ost
Rs.
30,0
00 x
12Mo
nths
x2
Nos.
x2
Yrs
720
7
20
1,4
40
1,72
0
1,720
-
-
-
3,440
bOr
ganiz
ing o
rienta
tion p
rogr
amme
to la
wyer
s on
acce
ssing
and u
pdati
ng ow
n info
rmati
on
build
ing
iRe
sour
ce P
erso
nsRs
. 7
,500
x1
Days
x3
Sess
ions
x2
Orien
tation
4
5
45
iiTr
aining
Pre
para
tion C
ost
Rs.
10
,000
x1
Time
x1
x
2Or
ientat
ion
20
20
iiiPa
rticipa
nts C
ost (
incl. D
SA)
Rs.
2,50
0 x
1Da
yx
25No
sx
2Or
ientat
ion
125
125
ivTr
avel
Cost
Rs.
5
,000
x2
Time
x25
Nos
x2
Orien
tation
50
0
5
00
19
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
vRe
port
Prep
arati
on
Rs.
2
5,000
x1
Time
x1
Nox
2Or
ientat
ion
50
50
-
-
740
-
-
740
c
Accu
stom
lawye
rs an
d NBA
head
quar
ters t
o pr
efer d
igital
comm
unica
tion
iOp
erati
ng C
ost
Rs.
30
,000
x12
Month
s x
2No
s.x
2Ye
ar
720
7
20
1,440
-
-
-
720
7
20
1,440
dAl
ter pr
esen
t first
insta
nce p
aper
base
d offi
ce do
cume
ntatio
n and
comm
unica
tion
syste
m by
digit
al sy
stem
and e
nsur
e digi
tal
docu
menta
tion a
nd co
mmun
icatio
n as fi
rst
instan
ce
iOp
erati
ng C
ost
Rs.
30,00
0 x
12Mo
nths
x2
Nos.
x2
Year
72
0
720
1,4
40
-
-
-
720
7
20
1,440
St
rateg
y 1.2.
3
1
,720
1,7
20
740
1,440
1,440
7,0
60
Ex
pecte
d Res
ults 1
.2
7
,988
310,1
38
309
,158
25,44
0 2
5,440
678,1
63
Ex
pecte
d Res
ults 1
9,44
0 31
0,278
3
09,43
3 25
,440
25,4
40
68
0,030
Expe
cted
Resu
lts 2
Safeg
uard
rule
of law
, con
stitut
ional
supr
emac
y, jus
tice a
nd hu
man r
ights
Expe
cted
Resu
lts
2.1
Colla
bora
te wi
th jus
tice s
ector
to pr
otect
cons
titutio
nalis
m, ru
le of
law, ju
dicial
ind
epen
denc
y
Stra
tegy
2.1.1
Draw
ing at
tentio
n of th
e leg
islatu
re, e
xecu
tive a
nd ju
diciar
y at fe
dera
l, pro
vincia
l and
loca
l leve
ls in
highly
deba
ted pu
blic i
ssue
s dee
med
conc
ern o
f law
profe
ssion
als
aMa
ke C
ontac
t and
comm
unica
te on
diffe
rent
issue
s
iRe
port
Prep
arati
on
Rs.
25,0
00 x
2Mo
nthx
3No
s x
1Tim
e
15
0
1
50
iiCo
ordin
ation
Mee
ting
Rs.
75,00
0 x
1No
x1
Time
x3
Meeti
ng
225
225
37
5
-
-
-
-
375
bOr
ganiz
e iss
ue-b
ased
cons
ultati
on m
eetin
gs
ever
y yea
r
iCo
nsult
ation
Pre
para
tion C
ost
Rs.
10,0
00 x
1Da
yx
1Tim
ex
5Me
eting
1
0
10
1
0 10
10
50
iiRe
fresh
ment
Rs.
1,500
x1
Day
x25
Nos
x5
Meeti
ng
38
38
38
38
38
188
iii
Repo
rt Pr
epar
ation
Rs
. 2
5,000
x1
Time
x1
Nox
5Me
eting
2
5
25
2
5 25
25
1
25
20
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
7
3
73
7
3 73
73
3
63
cAt
tend m
eetin
g as i
nvite
iRe
fresh
ment
Rs.
1,00
0 x
1Da
yx
25No
s x
5Me
eting
2
5
25
2
5 25
25
1
25
iiRe
port
Prep
arati
on
Rs.
10,00
0 x
1Tim
ex
1No
x5
Meeti
ng
10
10
10
10
10
50
3
5
35
3
5 35
35
1
75
St
rateg
y 2.1.
1
483
1
08
108
108
1
08
913
Stra
tegy
2.1.2
Offer
ing ex
perts
' ser
vices
to th
e nati
onal
institu
tions
conc
ernin
g hum
an rig
hts
aIni
tiate
meeti
ng w
ith na
tiona
l insti
tution
s on c
ontem
pora
rily hi
ghlig
hted i
ssue
s
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x5
Meeti
ng
25
25
25
25
25
125
2
5
25
2
5 2
5
25
1
25
bAtt
end
mee
ting
as in
vita
tion
iRe
fres
hmen
t Rs
. 1,
000
x1
Day
x25
Nos
x
5M
eetin
g
2
5
25
2
5 25
25
1
25
iiRe
port
Pre
para
tion
Rs.
10,0
00 x
1Ti
me
x1
No
x5
Mee
ting
10
10
10
10
10
50
3
5
35
3
5 35
35
1
75
St
rateg
y 2.1.
2
60
60
60
60
60
300
Stra
tegy
2.1.3
Colla
bora
te wi
th Co
urts,
Mini
stry o
f Law
and J
ustic
e, Ba
r Cou
ncil,
Judic
ial C
ounc
il, Na
tiona
l Jud
icial
Acad
emy a
nd N
epal
Polic
e in
imple
menti
ng th
eir st
rateg
ic pr
ogra
mmes
whe
re th
ey ne
ed co
llabo
ratio
n with
NBA
aIni
tiate
meeti
ng w
ith na
tiona
l insti
tution
s on
conte
mpor
arily
high
lighte
d iss
ues
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x5
Meeti
ng
25
25
25
25
25
125
2
5
25
2
5 25
25
1
25
bAt
tend x
x mee
ting a
s inv
itatio
n
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x5
Meeti
ng
25
25
25
25
25
125
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
5Me
eting
1
0
10
1
0 10
10
50
3
5
35
3
5 35
35
1
75
cJo
in an
d doc
umen
t eve
nts w
here
joint
effor
t or
colla
bora
tion a
re po
ssibl
e and
reco
gnize
d
iCo
nduc
t Eve
nts
Rs.
75,00
0 x
1No
x1
Time
x5
Even
ts
7
5
75
7
5 75
75
3
75
7
5
75
7
5 75
75
3
75
21
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
St
rateg
y 2.1.
3
135
1
35
135
135
1
35
675
Stra
tegy
2.1.4
Coll
abor
ating
with
natio
nal in
stitut
ions s
uch a
s hum
an rig
hts m
onito
ring a
nd el
ectio
n obs
erva
tions
aOr
ganin
zing C
oord
inatio
n Mee
ting
iCo
ordin
ation
Mee
ting
Rs.
75,0
00 x
1No
x1
Time
x5
Meeti
ng
75
75
75
75
75
375
7
5
75
7
5 75
75
3
75
bMo
nitor
ing O
bser
vatin
Cos
t
iTr
avel
Cost
Rs.
7,50
0 x
2W
ays
x5
Nos
x10
Visit
15
0
150
15
0 15
0
150
7
50
iiFo
od &
Acc
omod
ation
Cos
t Rs
. 5,
000
x3
Day
x5
Nos
x10
Visit
15
0
150
15
0 15
0
150
7
50
30
0
300
30
0 30
0
300
1,5
00
St
rateg
y 2.1.
4
375
3
75
375
375
3
75
1,875
Ex
pecte
d Res
ults 2
.1
1
,053
6
78
678
678
6
78
3,763
Expe
cted
Resu
lts
2.2
Watc
hdog
ged j
ustic
e and
huma
n righ
ts
Stra
tegy
2.2.1
Hos
ting d
elega
tions
to C
ourts
(pre
ferab
ly to
full c
ourts
), Ju
dicial
Cou
ncil a
nd M
inistr
y of L
aw an
d Jus
tice i
n gen
uine i
ssue
s con
cern
ed
with
norm
s and
princ
iples
of ju
stice
and i
ntern
ation
al sta
ndar
ds ap
plica
ble in
admi
nistra
tion a
nd di
spen
satio
n of ju
stice
aMa
ke xx
Con
tact a
nd co
mmun
icate
on
differ
ent is
sues
iRe
port
Prep
arati
on
Rs.
25,00
0 x
2Mo
nthx
3No
s x
1Tim
e
15
0
1
50
iiCo
ordin
ation
Mee
ting
Rs.
75,00
0 x
1No
x1
Time
x3
Meeti
ng
225
225
37
5
-
-
-
-
375
bOr
ganiz
e iss
ue-b
ased
cons
ultati
on m
eetin
gs
iCo
nsult
ation
Pre
para
tion C
ost
Rs.
10,00
0 x
1Da
yx
1Tim
ex
5Me
eting
1
0
10
1
0 10
10
50
iiRe
fresh
ment
Rs.
1,50
0 x
1Da
yx
25No
s x
5Me
eting
3
8
38
3
8 38
38
1
88
iiiRe
port
Prep
arati
on
Rs.
25,00
0 x
1Tim
ex
1No
x5
Meeti
ng
25
25
25
25
25
125
7
3
73
7
3
73
73
3
63
cAt
tend a
t mee
ting a
s inv
itatio
n
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x5
Meeti
ng
25
25
25
25
25
125
22
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
iiRe
port
Prep
arati
on
Rs.
10,00
0 x
1Tim
ex
1No
x5
Meeti
ng
10
10
10
10
10
50
3
5
35
3
5 35
35
1
75
dDo
cume
nt an
d rep
ort th
e effo
rtsNo
Cos
t
St
rateg
y 2.2.
1
483
1
08
108
108
1
08
913
Stra
tegy
2.2.2
Rev
iewing
the s
imila
r and
diss
imila
r judg
emen
ts pa
ssed
by C
ourts
, exa
minin
g the
m on
the b
asis
of re
levan
t doc
trines
of la
w, ju
stice
and
inter
natio
nal s
tanda
rds a
nd is
sue N
BA's
obse
rvatio
ns to
infor
m pu
blic a
t larg
e
aAs
sign t
eam
of su
bject
area
expe
rts
iW
orkin
g Com
mitte
e Exp
ense
s Rs
. 25
,000
x2
Month
x3
Nos
x1
Time
30
30
30
30
30
150
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Comm
ittee
5
5
5
5
5
25
3
5
35
3
5 35
35
1
75
bCa
use a
sses
smen
t of th
e jud
geme
nts an
d ob
tain fi
nding
s and
reco
mmen
datio
ns
iRe
fresh
ment
Rs.
1,000
x1
Day
x25
Nos
x5
Meeti
ng
25
25
25
25
25
125
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
5Me
eting
1
0
10
1
0 10
10
50
3
5
35
3
5 35
35
1
75
cDi
ssem
inate
revie
w's fi
nding
s and
re
comm
enda
tions
to th
e stak
ehold
ers
iDi
ssem
inatio
n Cos
t Rs
. 1,0
00 x
1Da
yx
25No
s x
5Me
eting
2
5
25
2
5 25
25
1
25
iiRe
port
Prep
arati
on
Rs.
10,00
0 x
1Tim
ex
1No
x5
Meeti
ng
10
10
10
10
10
50
3
5
35
3
5 35
35
1
75
St
rateg
y 2.2.
2
105
1
05
105
105
1
05
525
Stra
tegy
2.2.3
Pro
ducin
g and
repo
rts of
the r
eview
and r
esea
rch co
nduc
ted an
d pub
lishin
g and
diss
emina
ting t
hrou
gh m
edia
aCo
nduc
t Res
earch
iRe
sear
ch E
xpen
ses
Rs.
500,0
00 x
1Tim
ex
1No
s x
10Re
sear
ch
1
,000
1,0
00
1
,000
1,000
1,000
5,0
00
iiSt
ation
ery
Rs.
5,000
x12
Month
s x
1Tim
e x
10Re
sear
ch
120
1
20
120
120
1
20
600
1,12
0
1,120
1,12
0 1,1
20
1,1
20
5,600
bPu
blica
tion o
f res
earch
repo
rts
iPu
blica
tion C
ost
Rs.
150,0
00 x
1Tim
ex
1No
s x
10Re
sear
ch
300
3
00
300
300
3
00
1,500
23
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
20
2020
2120
2220
2320
2420
20-2
024
30
0
300
30
0 30
0
300
1,5
00
cDi
ssem
inatio
n of r
esea
rch re
ports
iDi
ssem
inatio
n Cos
t Rs
. 20
0,000
x1
Time
x1
Nos
x10
Prog
ram
400
4
00
400
400
4
00
2,000
40
0
400
40
0 40
0
400
2,0
00
St
rateg
y 2.2.
3
1
,820
1,8
20
1
,820
1,820
1,820
9,1
00
Stra
tegy
2.2.4
Obse
rving
even
ts an
d iss
ues o
f nati
onal
impo
rtant
aNo
te an
d rec
ord x
x eve
nts an
d iss
ues o
f na
tiona
l impo
rtant
deem
ed pe
rtinen
t to N
BA
iOb
serva
tion V
isit (
Trav
el an
d Acc
omod
ation
) Rs
. 25
,000
x1
Time
x3
Nos
x10
Visit
s
15
0
150
15
0 15
0
150
7
50
iiRe
port
Prep
arati
on
Rs.
25,00
0 x
1
x1
Time
x10
Visit
s
5
0
50
5
0 50
50
2
50
20
0
200
20
0 20
0
200
1,0
00
bDo
cume
nt an
d syn
thesiz
ed th
em w
ith w
hat
NBA
opine
d on t
hem
and p
repa
re xx
suita
ble
publi
catio
n
iDo
cume
nt an
d syn
thesiz
ed th
em w
ith w
hat
NBA
opine
d on t
hem
and p
repa
re xx
suita
ble
publi
catio
n
Rs.
50,00
0 x
1Da
yx
3No
s x
2Pu
blica
tion
60
60
60
60
60
300
iiRe
port
Prep
arati
on
Rs.
10,00
0 x
1Tim
ex
1No
x2
Publi
catio
n
4
4
4 4
4
20
6
4
64
6
4 64
64
3
20
St
rateg
y 2.2.
4
264
2
64
264
264
2
64
1,320
Ex
pecte
d Res
ults 2
.2
2
,672
2,2
97
2
,297
2,297
2,297
11,8
58
Expe
cted
Resu
lts
2.3
Expa
nded
scop
e of la
wyer
s' se
rvice
s
Stra
tegy
2.3.1
Colla
bora
ting w
ith pr
ovinc
ial an
d loc
al go
vern
ments
in le
gislat
ive dr
afting
, lega
l awa
rene
ss ge
nera
ting a
nd pr
ovidi
ng op
inion
s in t
he is
sues
co
ncer
ned a
s dem
ande
d
aMa
ke xx
Con
tact a
nd co
mmun
icate
on xx
iss
ues
iRe
port
Prep
arati
on
Rs.
25,00
0 x
2Mo
nthx
3No
s x
1Tim
e
15
0
1
50
iiCo
ordin
ation
Mee
ting
Rs.
75,00
0 x
1No
x1
Time
x3
Meeti
ng
225
225
37
5
-
-
-
-
3
75
24
S.N
o.Pa
rtic
ular
s D
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iptio
n D
urat
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T
otal
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20-2
024
bOr
ganiz
e xx i
ssue
-bas
ed co
nsult
ation
me
eting
s
iCo
nsult
ation
Pre
para
tion C
ost
Rs.
10,00
0 x
1Da
yx
1Tim
ex
5Me
eting
1
0
10
1
0 10
10
50
iiRe
fresh
ment
Rs.
1,500
x1
Day
x25
Nos
x5
Meeti
ng
38
38
38
38
38
188
iiiRe
port
Prep
arati
on
Rs.
25,00
0 x
1Tim
ex
1No
x5
Meeti
ng
25
25
25
25
25
125
7
3
73
7
3 73
73
3
63
cAt
tend
meeti
ng as
invit
ation
iRe
fresh
ment
Rs.
1,00
0 x
1Da
yx
25No
s x
5Me
eting
2
5
25
2
5 25
25
1
25
iiRe
port
Prep
arati
on
Rs.
10,00
0 x
1Tim
ex
1No
x5
Meeti
ng
10
10
10
10
10
50
3
5
35
3
5 35
35
1
75
dOf
fer se
rvice
s on l
egal
issue
s to p
rovin
ce an
d loc
al go
vern
ments
No C
ost
eDo
cume
nt an
d rep
ort p
rogr
ess m
ade i
n this
re
gard
No
Cos
t
St
rateg
y 2.3.
1
483
1
08
108
108
1
08
913
Ex
pecte
d Res
ults 2
.3
483
1
08
108
108
1
08
913
Ex
pecte
d Res
ults 2
4
,207
3,0
82
3
,082
3,082
3,082
16,5
33
Expe
cted
Resu
lts 3
Reas
sure
lega
l com
munit
y to d
eser
ve tr
ust
of the
peop
le by
thriv
ing le
gal p
rofes
sion w
ith
utmos
t integ
rity at
all ti
mes
Expe
cted
Resu
lts
3.1
Prote
cted C
onsti
tution
alism
and n
ation
al int
eres
ts
Stra
tegy
3.1.1
Voici
ng an
d stan
ding f
or in
stitut
ional
argu
ments
inter
venin
g pub
licly
highly
deba
ted is
sues
that
are c
once
rned
with
rule
of law
, co
nstitu
tiona
lism,
judic
ial ac
coun
tabilit
y and
inde
pend
ence
aSu
ppor
t writ
petiti
ons w
here
publi
c inte
rests
are b
roug
ht be
fore j
ustic
e and
NBA
deem
ed to
play
role
in fav
our o
f pub
lic in
teres
t
iPe
tition
Pre
para
tion C
ost
Rs.
50,00
0 x
1Tim
ex
2No
s x
5Yr
s
10
0
100
10
0 10
0
100
5
00
10
0
100
10
0 10
0
100
5
00
bOr
ganiz
e of d
elega
tion x
x rele
ase p
ress
sta
temen
tsNo
need
budg
et
25
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
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2020
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2220
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024
-
-
-
-
-
-
cEx
pres
s co
ncer
ns in
the c
onten
ded o
r dis
puted
issu
es in
favo
ur of
justi
ce an
d hu
man r
ights
No ne
ed bu
dget
-
-
-
-
-
-
St
rateg
y 3.1.
1
100
1
00
100
100
1
00
500
Stra
tegy
3.1.2
Prov
iding
expe
rt op
inion
s for
affirm
ative
actio
ns ta
ken b
y the
fede
ral le
gislat
ure o
r exe
cutiv
e at d
iffere
nt lev
el
aAt
tend a
nd of
fer op
inion
s in e
vents
iPr
epar
ation
of E
xper
t Opin
ions
Rs.
50,00
0 x
1Tim
ex
2No
s x
5Yr
s
10
0
100
10
0 10
0
100
5
00
10
0
100
10
0 1
00
1
00
500
bDo
cume
ntatio
n of
the m
atter
s eve
nt
iDo
cume
tation
Cos
t Rs
. 50
,000
x1
Time
x2
Nos
x5
Yrs
100
1
00
100
100
1
00
500
10
0
100
10
0 10
0
100
5
00
St
rateg
y 3.1.
2
200
2
00
200
200
200
1,0
00
Stra
tegy
3.1.3
Prov
iding
polic
y inp
uts an
d law
yers
servi
ce as
aske
d by S
upre
me C
ourt
and o
ther C
ourts
aDr
afting
Poli
cy In
puts
iDr
afting
Poli
cy C
ost
Rs.
25,00
0 x
2Mo
nthx
3No
s x
1Tim
e
15
0
1
50
-
-
150
-
-
1
50
bCo
nsult
ation
Mee
ting
iRe
fresh
ment
Rs.
1,00
0 x
1Da
yx
25No
s x
4Me
eting
50
50
100
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
4Me
eting
20
20
40
-
-
-
70
70
140
St
rateg
y 3.1.
3
-
-
15
0 70
70
2
90
Ex
pecte
d Res
ults 3
.1
300
3
00
450
370
3
70
1,790
Expe
cted
Resu
lts
3.2
Acco
mplis
hed p
rofes
siona
l soc
ial
resp
onsib
ilities
26
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
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T
otal
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024
Stra
tegy
3.2.1
Coor
dinati
ng an
d mon
itorin
g imp
lemen
tation
of fr
ee le
gal a
id
aMo
nitor
ing C
ost
iTr
avel
Cost
Rs.
7,50
0 x
2W
ays
x3
Nos
x5
Visit
4
5
45
4
5 45
45
2
25
iiFo
od &
Acc
omod
ation
Cos
t Rs
. 5,
000
x3
Day
x3
Nos
x5
Visit
4
5
45
4
5 45
45
2
25
9
0
90
9
0 90
90
4
50
St
rateg
y 3.2.
1
90
90
90
90
90
450
Stra
tegy
3.2.2
Oper
ating
syste
m of
docu
menta
tion a
nd ac
hievin
g of le
gal a
id an
d pro
bono
servi
ces b
y law
yers
a with
supe
rvisio
n and
mon
itorin
g
aOf
fer nu
mber
of pr
o bon
o by
numb
er of
law
yer
No C
ost
-
-
-
-
-
-
bDo
cume
nt pr
o bon
o ser
vice a
nd de
liver
y up
dates
No C
ost
-
-
-
-
-
-
cAs
sess
the e
ffecti
vene
ss of
and e
nthus
iasm
on pr
o bon
o of th
e law
yers
iW
orkin
g Gro
up C
ost
Rs.
50,00
0 x
3Mo
nthx
3No
s. x
1As
sesm
ent
450
450
iiSt
ation
ery
Rs.
25
,000
x3
Month
x1
x
1As
sesm
ent
75
75
iiiEx
pert
Rs.
200,0
00 x
1Mo
nthx
2No
s x
1As
sesm
ent
400
400
ivSt
akeh
older
Disc
ussio
nRs
. 75
,000
x5
Plac
esx
1Yr
x1
Asse
smen
t
37
5
3
75
vRe
port
Prep
arati
on
Rs.
50,00
0 x
1Tim
e x
1Yr
x1
Asse
smen
t
5
0
50
-
-
1
,350
-
-
1,350
St
rateg
y 3.2.
2
-
-
1,35
0
-
-
1,350
27
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
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024
Stra
tegy
3.2.3
Laun
ching
lega
l liter
acy a
nd aw
aren
ess p
rogr
amme
s at lo
cal le
vel
aOr
ganiz
e pro
gram
s of le
gal li
terac
y eve
ry ye
ar
iRe
sour
ce P
erso
nsRs
. 7,5
00 x
3Da
ysx
3Se
ssion
s x
30Tr
aining
40
5
405
40
5 40
5
405
2,0
25
iiTr
aining
Pre
para
tion C
ost
Rs.
10,00
0 x
1Tim
ex
1
x30
Train
ing
60
60
60
60
60
300
iiiPa
rticipa
nts C
ost (
incl. D
SA)
Rs.
2,50
0 x
4Da
yx
25No
sx
30Tr
aining
1,50
0
1,500
1,50
0 1,5
00
1,5
00
7,500
ivTr
avel
Cost
Rs.
5,000
x2
Time
x25
Nos
x30
Train
ing
1
,500
1,5
00
1
,500
1,500
1,500
7,5
00
3,46
5
3,465
3,46
5
3,4
65
3,46
5
17,3
25
bDo
cume
nt an
d rep
ort th
e leg
al lite
rary
and i
ts eff
ectiv
enes
s
iW
orkin
g Gro
up C
ost
Rs.
50,00
0 x
1Mo
nthx
2No
s. x
5As
sesm
ent
100
1
00
100
100
1
00
500
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1
x5
Asse
smen
t
2
5
25
2
5 25
25
1
25
iiiEx
pert
Rs.
200,0
00 x
1Mo
nthx
1No
s x
5As
sesm
ent
200
2
00
200
200
2
00
1,000
ivSt
akeh
older
Disc
ussio
nRs
. 75
,000
x3
Plac
esx
1Yr
x5
Asse
smen
t
22
5
225
22
5 22
5
225
1,1
25
vRe
port
Prep
arati
on
Rs.
50,00
0 x
1Tim
e x
1Yr
x5
Asse
smen
t
5
0
50
5
0
50
50
250
60
0
600
60
0 60
0
600
3,0
00
St
rateg
y 3.2.
3
4
,065
4,0
65
4
,065
4,065
4,065
20,3
25
Ex
pecte
d Res
ults 3
.2
4
,155
4,1
55
5
,505
4,155
4,155
22,1
25
Ex
pecte
d Res
ults 3
4
,455
4,4
55
5
,955
4,525
4,525
23,9
15
Expe
cted
Resu
lts 4
Restr
uctur
e ins
titutio
nal p
rosp
ect o
f NBA
: Ins
titutio
nal re
form
and i
nfras
tructu
res
Expe
cted
Resu
lts
4.1
Impr
oved
lega
l iden
tity an
d ins
titutio
nal
refor
m wi
th au
tonom
ous f
uncti
oning
of U
nits
Stra
tegy
4.1.1
Dem
and,
advo
cate
and l
obby
with
fede
ral g
over
nmen
t for e
nacti
ng se
para
te law
in re
lation
to le
gal re
cogn
ition o
f NBA
/or si
milar
or
ganiz
ation
s and
role
of law
yers;
28
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
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20-2
024
aAs
sign t
askfo
rce fo
r fea
sibilit
y stud
y
iTa
skfor
ce E
xpen
ses
Rs.
25
,000
x2
Month
sx
3No
s x
1Ta
skfor
ce
150
150
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Task
force
2
5
25
iiiSt
udy V
isit
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Ta
skfor
ce
100
100
ivCo
nsult
ation
Mee
ting f
or F
inaliz
ing st
udy
repo
rtRs
. 75
,000
x1
Nox
1Tim
ex
1Dr
afts
75
75
7
5
-
-
-
-
75
bHa
ve de
legati
ons w
ith go
vern
ment
polic
y lev
el au
thority
and d
iscus
s on p
ossib
ility
No C
ost
-
-
-
-
-
-
cFu
rther
actio
n bas
ed up
on fe
asibi
lity an
d gov
ernm
ent r
espo
nse
iCo
ordin
ation
Mee
ting
Rs.
75,0
00 x
1No
x1
Time
x5
Meeti
ng
-
375
375
-
-
375
-
-
3
75
St
rateg
y 4.1.
1
75
-
37
5
-
-
450
Stra
tegy
4.1.2
Amen
ding S
tatute
s and
exist
ing po
licy i
nstru
ments
and d
evelo
ping n
ew po
licy t
ools
as re
quire
d
a
Task
force
iTa
skfor
ce E
xpen
ses
Rs.
25,00
0 x
2Mo
nths
x3
Nos
x1
Task
force
15
0
1
50
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Task
force
2
5
25
iiiSt
udy V
isit
Rs.
50,00
0 x
2No
sx
1Tim
ex
1Ta
skfor
ce
100
100
ivCo
nsult
ation
Mee
ting f
or F
inaliz
ing A
mend
ed
Statu
tes
Rs.
75,00
0 x
1No
x1
Time
x1
Draft
s
7
5
75
35
0
-
-
-
-
3
50
bCo
nsult
ation
mee
ting f
or fin
alizin
g the
am
endm
ent s
tatue
iRe
fresh
ment
Rs.
1,500
x1
Day
x25
Nos
x3
Meeti
ng
113
113
ii
Repo
rt Pr
epar
ation
Rs
. 10
,000
x1
Time
x1
Nox
3Me
eting
3
0
30
29
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
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otal
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024
14
3
-
-
-
-
1
43
cDe
velop
ment
of ne
w po
licy
iNe
w Po
licy D
evelo
pmen
t Cos
t Rs
. 50
,000
x1
Day
x3
Nos
x1
Time
150
150
150
-
-
-
-
1
50
St
rateg
y 4.1.
2
643
-
-
-
-
6
43
Ex
pecte
d 4.1
71
8
-
375
-
-
1,093
Expe
cted
Resu
lts
4.2
Estab
lish a
nd fu
nctio
naliz
e a la
wyer
s' so
cial
secu
rity sy
stem
Stra
tegy
4.2.1
An N
BA La
wyer
s Welf
are f
und i
s ope
rated
thro
ugh w
elfar
e poli
cy an
d reg
ulatio
n
aRe
view
all ad
hock
and t
rans
itiona
l soc
ial
secu
rity sy
stems
of la
wyer
s
iW
orkin
g Gro
up C
ost
Rs.
50,00
0 x
3Mo
nthx
3No
s. x
1As
sesm
ent
450
450
iiSt
ation
ery
Rs.
25,00
0 x
3Mo
nthx
1
x1
Asse
smen
t
75
75
iiiEx
pert
Rs.
200,0
00 x
1Mo
nthx
2No
s x
1As
sesm
ent
400
400
ivSt
akeh
older
Disc
ussio
nRs
. 75
,000
x5
Plac
esx
1Yr
x1
Asse
smen
t
3
75
3
75
vRe
port
Prep
arati
on
Rs.
50
,000
x1
Time
x1
Yrx
1As
sesm
ent
50
50
-
1,350
-
-
-
1,350
bMa
instre
am th
is to
perm
anen
t soc
ial se
curity
sy
stem
unde
r 1.1
No C
ost
-
-
-
-
-
-
St
rateg
y 4.2.
1
-
1,3
50
-
-
-
1,3
50
Stra
tegy
4.2.2
Lawy
ers'
coop
erati
ve w
ith so
cial s
ecur
ity sc
heme
s und
er N
BA is
func
tiona
l
aRe
view
if any
exist
s
iW
orkin
g Com
mitte
e Exp
ense
s Rs
. 25
,000
x2
Month
x3
Nos
x1
Time
150
150
30
S.N
o.Pa
rtic
ular
s D
escr
iptio
n D
urat
ion
T
otal
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2020
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024
iiSt
ation
ery
Rs.
25,00
0 x
1Mo
nthx
1No
x1
Comm
ittee
25
25
-
-
175
-
-
1
75
bMa
instre
am th
is to
perm
anen
t soc
ial se
curity
sy
stem
unde
r 1.1
No C
ost
-
-
-
-
-
-
St
rateg
y 4.2.
2
-
-
17
5 -
-
175
Ex
pecte
d 4.2
-
1,350
17
5 -
-
1,525
Expe
cted
Resu
lts
4.3
Revit
alize
d ins
titutio
nal c
apac
ity of
NBA
inc
luding
infor
matio
n and
insti
tution
al me
mory
syste
m
Stra
tegy
4.3.1
Hosti
ng se
rver a
nd m
anag
ing di
gitali
zed o
nline
infor
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32
Executive Council
Executive Board (25 Members)
Different Bar Units - 89 Thematic Committes
Secretariat
Advisory Committee
Staffs
General Assembly
9. Organization Structure
66
ReferencesNPC (2019). Fifteenth Plan 2020-2025 Basic Approach Paper. National Planning Commission,
Government of Nepal; https://www.npc.gov.np/images/category/15th_Plan_Approach_Paper2.pdf.
NPC (2017). Nepal’s Sustainable Development Goals: Baseline Report June 2017 (Draft). National Planning Commission, Government of Nepal; https://www.npc.gov.np/images/category/SDGs_Baseline_Report_final_29_June-1(1).pdf.
SC (2019). Fourth Five-year Strategic Plan of Judiciary. Kathmandu: Supreme Court, Nepal 2076.
SDGs (2017). Sustainable Development Goals: 17 Goals to Transform Our World; https://www.un.org/sustainabledevelopment.
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