ACCESSIBLE QUALITY LEGAL SERVICE FOR JUSTICE Final

Nepal Bar AssociationKathmandu, Nepal


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


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


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


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



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 3

Reassure legal community to deserve trust of the people by thriving legal profession with utmost integrity at all times


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


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 4

Restructure institutional prospect of NBA: Institutional reform and infrastructures


Improved legal identity and institutional reform with autonomous functioning of Units

14


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


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


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 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

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arati

on

Rs.

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0 x

1Tim

ex

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125

1

25

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375

4,71

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4,713

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ndov

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e tra

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o law

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acad

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No C

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St

rateg

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2

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5,9

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1.2.3

Deve

loping

and u

pdati

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forma

tion w

ith

aDe

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a na

tiona

l lawy

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datab

ase w

ith co

mplet

e info

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on of

profe

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al pr

ospe

cts of

all la

wyer

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ensu

re th

eir ac

cess

on su

ch

infor

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non-

edita

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d edit

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capa

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2Yr

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0

1,000

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and u

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build

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incl. D

SA)

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Cost

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5

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19

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rtic

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5,000

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igital

comm

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Rs.

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Month

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2Ye

ar

720

7

20

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-

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720

7

20

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ter pr

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insta

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aper

base

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cume

ntatio

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comm

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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

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3

1

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20

740

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pecte

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7

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310,1

38

309

,158

25,44

0 2

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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

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5Me

eting

2

5

25

2

5 25

25

1

25

20

S.N

o.Pa

rtic

ular

s D

escr

iptio

n D

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ion

T

otal

20

2020

2120

2220

2320

2420

20-2

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7

3

73

7

3 73

73

3

63

cAt

tend m

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nvite

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fresh

ment

Rs.

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25No

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5Me

eting

2

5

25

2

5 25

25

1

25

iiRe

port

Prep

arati

on

Rs.

10,00

0 x

1Tim

ex

1No

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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

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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

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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

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10Re

sear

ch

1

,000

1,0

00

1

,000

1,000

1,000

5,0

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iiSt

ation

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Rs.

5,000

x12

Month

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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

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10Re

sear

ch

300

3

00

300

300

3

00

1,500

23

S.N

o.Pa

rtic

ular

s D

escr

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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

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ports

iDi

ssem

inatio

n Cos

t Rs

. 20

0,000

x1

Time

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Nos

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Prog

ram

400

4

00

400

400

4

00

2,000

40

0

400

40

0 40

0

400

2,0

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St

rateg

y 2.2.

3

1

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1,8

20

1

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1,820

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Stra

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2.2.4

Obse

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even

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ues o

f nati

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impo

rtant

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d rec

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x eve

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f na

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l impo

rtant

deem

ed pe

rtinen

t to N

BA

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serva

tion V

isit (

Trav

el an

d Acc

omod

ation

) Rs

. 25

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Time

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Nos

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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

escr

iptio

n D

urat

ion

T

otal

20

2020

2120

2220

2320

2420

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

20

2020

2120

2220

2320

2420

20-2

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

ion

T

otal

20

2020

2120

2220

2320

2420

20-2

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

20

2020

2120

2220

2320

2420

20-2

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

20

2020

2120

2220

2320

2420

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

ion

T

otal

20

2020

2120

2220

2320

2420

20-2

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

20

2020

2120

2220

2320

2420

20-2

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

matio

n sys

tem at

NBA

Cen

tral O

ffice o

pera

ted by

IT U

nit

aIT

Unit

estab

lishm

ent

iIT

Items

Rs

. 2,0

00,00

0 x

1Tim

ex

1No

s x

1Yr

2

,000

2,000

iFu

rnitu

re an

d Fixt

ure

Rs.

1,000

,000

x1

Time

x1

Nos

x1

Yr

1,00

0

1,0

00

3,00

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Executive Council

Executive Board (25 Members)

Different Bar Units - 89 Thematic Committes

Secretariat

Advisory Committee

Staffs

General Assembly

9. Organization Structure

33

Nepal Bar Association (Organogram)10. Participants of Consultative Meetings

34

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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.

https://www.npc.gov.np/images/category/SDGs_Baseline_Report_final_29_June-1(1).pdf

https://www.npc.gov.np/images/category/SDGs_Baseline_Report_final_29_June-1(1).pdf

https://www.un.org/sustainabledevelopment

https://www.un.org/sustainabledevelopment



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