legal professional development and anti-corruption program

Legal Professional Development and Anti-Corruption Program in Liberia (LPAC) MONTHLY REPORT

(JANUARY 1 – 31, 2017)

February 10, 2017

This publication was produced for review by the United States Agency for International Development. It was prepared by Checchi and Company Consulting, Inc.

Legal Professional Development and Anti-Corruption Program in Liberia (LPAC) Contract No. AID-624-TO-15-00003

MONTHLY REPORT

(January 2017)

Prepared by:

Checchi and Company Consulting, Inc. 1899 L St, NW, Suite 800 Washington, DC 20036

February 10, 2017

DISCLAIMER

The author’s views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development or the United States Government.

TABLE OF CONTENTS

PROGRAM OVERVIEW i

INTRODUCTION OF PROGRAM ACTIVITIES ii

1.0 COMPONENT A: STRENGTHENING LEGAL PROFESSIONAL DEVELOPMENT 1

1.1 Sub-Component A.1 - Sustainable James A. A. Pierre Judicial Institute (JI) 1

1.2 Sub-Component A.2 – Sustainable Louis Arthur Grimes School of Law (Law School) 3

1.3 Sub-Component A.3 – Sustainable Liberia Legal Information Institute (LiberLII) 6

1.4 Sub-Component A.4 - Sustainable Liberian National Bar Association (LNBA) 6

2.0 COMPONENT B: STRENGTHENING THE LIBERIA ANTI-CORRUPTION COMMISSION (LACC) 8

3.0 CROSS-CUTTING ACTIVITIES 10

4.0 LOOKING AHEAD 11

Annex. LPAC Activities Chart – Year Two

____________________________________________________________________

Checchi and Company Consulting, Inc. i

PROGRAM OVERVIEW The Legal Professional Development and Anti-Corruption Program in Liberia (LPAC) is USAID/Liberia's primary formal justice sector program. LPAC fits within a greater framework of the Mission’s current and planned rule of law and governance sector activities, as it seeks to promote a more effective and accountable formal justice sector through improved capacity of five legal institutions: the James A. A. Pierre Judicial Institute (Judicial Institute), the Louis Arthur Grimes School of Law (Law School), the Liberia Legal Information Institute (LiberLII), the Liberian National Bar Association (LNBA), and the Liberia Anti-Corruption Commission (LACC).

LPAC was designed to build on key policy and vision platforms of the Government of Liberia (GOL) in its first and second national Poverty Reduction Strategies (PRS), and its Agenda for Transformation. The program seeks to promote a more effective and accountable formal justice sector through improved capacity of the legal professional training and regulatory institutions and improve the rule of law.

During the life of the LPAC program, focus will be placed on institution capacity building to help ensure sustainability of the targeted institutions. LPAC has been tasked with implementing an approach with each of the five institutions so that they can achieve sustainability.

____________________________________________________________________

Checchi and Company Consulting, Inc. ii

INTRODUCTION OF PROGRAM ACTIVITIES LPAC is a five-year activity. It consists of two components. The first component directs capacity building to the four key Liberian justice sector institutions that educate, regulate and inform legal professionals. The second component supports the Liberian Anti-Corruption Commission (LACC) and associated Government of Liberia (GOL) entities in their efforts to investigate, prosecute and convict perpetuators of corruption related crimes, and to educate the public regarding the fight against corruption in Liberia.

• Component A supports human and institutional capacity development (HICD) at four legal educational, information and professional institutions—the Judicial Institute, the Law School, LiberLII, and the LNBA—with the ultimate aim of making those institutions financially and administratively sustainable and able to operate effectively with minimal international donor support. Component A supports direct technical, managerial and financial-capacity building along with formal training with the ultimate purpose of fostering a robust, well-trained and competent legal profession.

• Component B supports the Government of Liberia to increase capacity to prevent, investigate, and prosecute corruption, including within the justice sector, and to educate the public regarding the fight against corruption in Liberia. Under this component, LPAC extends technical assistance, capacity development and support to LACC and also supports the Ministry of Justice (MOJ) with respect to coordination with LACC, civil society and media organizations engaged in anti-corruption initiatives. LPAC will expand support to the LACC to include enhancing organizational structures and systems promoting education, outreach and prevention activities and assist the LACC in its anti- corruption leadership and coordination roles.

This is LPAC’s Monthly Activities Report for January 2017. Bullet summaries are aligned to activities approved in LPAC’s Year Two Work Plan. “WP” references behind each activity title refer to the Year Two Work Plan and the specific activity identified in the Memoranda of Cooperation (MOC) and Work Plan agreements signed by USAID and LPAC counterpart institutions in June and July 2016. Annexed to this report is the LPAC Year Two Activities Chart, a progress chart in tabular form reflecting results to be accomplished as a result of program activities.

____________________________________________________________________

Checchi and Company Consulting, Inc. 1

1.0 COMPONENT A: STRENGTHENING LEGAL PROFESSIONAL DEVELOPMENT 1.1 SUB-COMPONENT A.1 - SUSTAINABLE JAMES A. A. PIERRE JUDICIAL

INSTITUTE (JI)

Objectives

The JI has sustainable capacity to support an accountable judiciary that instills increased trust in Liberia’s formal justice system. To achieve sustainability, it will be necessary for the Institute to obtain reliable funding from the GOL and better manage its scarce resources.

Activities

General: LPAC met weekly with JI leadership, the Supreme Court’s Judiciary Committee for the Advancement of Court Administration (JCACM), and Justice Banks (Chair of the JI’s Board of Directors) to coordinate LPAC support for: (1) JI programs; (2) JCACM’s court bailiff training programs and transition into case management studies; and (3) development of a Continuing Judicial Education (CJE) Program in 2017. LPAC also worked with the JI to secure final Chief Justice approval of the next iteration of the Professional Magistrates Training Program (projected to start in June, 2017).

Organization management - capacity and training assessments (WP 1.3): Continued work with the JCACM to develop a Magistrate Judge Capacity and Training Development Assessment Questionnaire that will be used by the JI to develop future judicial training programs. LPAC intends to conduct the survey in three to five pilot court locations in February, and nationwide thereafter. Based on the results from the surveys, LPAC’s monitoring and evaluation staff will develop a similar Judges’ Capacity and Training Needs Assessment Questionnaire for administration in the June or July of 2017.

Capacity and training needs assessment for court bailiffs (WP 1.3): Completed a Court Bailiff’s Capacity and Training Needs Assessment Questionnaire of 128 bailiffs in 29 court locations in Bong, Montserrado, and Nimba counties, and presented the final report to the JI’s Court Bailiffs Training Working Group and the Judiciary’s Committee for Advancing Court Management (JCACM). Results from the survey confirmed:

1. The Judiciary does not have a position description or terms of reference for court bailiffs;

2. There are no guidelines, operating instructions and/or procedural manuals for court bailiffs;

____________________________________________________________________


3. Judiciary hiring authorities are poorly defined leaving courts with both “salaried” and “volunteer” bailiffs (the latter who secure their own compensation through collection of monies by perfecting service of court orders and processes);

4. Many of the surveyed bailiffs are functionally illiterate (giving rise to questions about the integrity and completeness of court records and papers); and

5. As reported by the Supreme Court’s Marshal (the Judiciary’s titular head of court bailiffs), the Judiciary has never provided any technical or capacity building training for court bailiffs.

Met with the JI’s technical training team, and the JCACM court bailiff training working group, to develop a Court Bailiff Training Manual. Final JCACM approval is expected in February 2017, and the contents will be used by INL/IDLO to fund and conduct a pilot training program for court bailiffs in Criminal Courts A and E in March 2017.

Continued development of a Magistrate Judge’s Capacity and Training Needs Assessment Questionnaire to be deployed in three to five pilot courts in March 2017; and potentially a nationwide survey starting in June 2017. Began development of a Judges Capacity and Training Needs Assessment Questionnaires for deployment in the fall of 2017.

Professional Magistrates Training Program (PMTP) (WP 2.2): LPAC provided M&E and administrative support to the current PMTP cycle - with third quarter programs ending in January, and final fourth quarter programs starting on February 13, 2017 (ending in June 2017).

LPAC continues to work with JI leadership and Justice Banks (Chair of the JI’s Board of Directors) to secure final approval of the JI’s proposed program and budget for the next PMTP cycle that is scheduled to start in June 2017. The JI’s proposal remains with the Chief Justice since last fall with no action. LPAC has repeatedly explained to Justice Banks and JI leadership that until the JI’s proposal is approved by the Chief Justice, LPAC cannot evaluate the budget and make plans for funding the next iteration of PMTP starting in June 2017.

Quarterly Judges’ Training Programs (QJTP) (WP 2.3): LPAC and JI leadership continued to develop the curricula, workshop materials, and proposed budget for the next QJTP (projected in April 2017). Ultimately, the proposal must be presented to the JI Board of Directors for review and approval by the end of February 2017 in order to coordinate LPAC funding and support.

Public Defenders Training Program (PDTP) (WP 2.3): LPAC continued work with JI leadership to develop the curricula, workshop materials and proposed budget for the proposed January training; however, the JI’s Acting Director was unable to secure their limited portion of funding for the training - electing instead to defer the training until the next schedule break of court later in April 2017. JI’s leadership continues to work with the Supreme Court’s Court Administrator to develop program funding proposals that can be integrated into the annual budget submission from the Supreme Court.

____________________________________________________________________


Court management curriculum (WP 3.2): Supported JCACM’s presentation of their Judiciary Human Resources Gap Analysis and Training Requirements to the Chief Justice, who indicated that he will present the findings to the other Associate Justices at a February 2017 court administration meeting. Final approval by the Chief Justice will allow LPAC and JCACM to develop proposals to improve human resources (HR) management within the judiciary; and to develop staff capacity building programs starting in March 2017.

LPAC’s Chief of Party presented an overview of the principles of case management to JCACM. The COP is also working with the committee to develop follow-up presentations, and a schedule for developing case management recommendations to the Supreme Court later this summer.

Finance and Budget Administration Process (WP 4.2): Completed staff capacity and training needs assessments of the JI’s administrative and finance staff; and developed and deployed an automated Microsoft Excel based spreadsheet system to improve JI finance and accounting systems and reports. Staff capacity training programs will start in February 2017 and continue over the next quarter.

Procurement (WP 6.1): Continued work with JI’s finance staff to deploy an automated assets registration program to track JI equipment and supplies. Staff capacity training programs will start in February 2017 and continue over the next quarter.

Grants Management (WP 5.4): JI’s management and staff attended a LPAC sponsored grants development and administration training program in preparation for submitting a grant funding application for the next iteration of the PMTP (projected to start in June 2017).

1.2 SUB-COMPONENT A.2 – SUSTAINABLE LOUIS ARTHUR GRIMES SCHOOL OF LAW (LAW SCHOOL)

Objective

An institution that consistently obtains outside sources of funding to pay for programs, materials and activities that better prepare young lawyers to become leaders of the country.

Activities Continuing problems with the Law School’s annual budget: LPAC continued efforts to help the Dean and Law School develop and implement programs and activities within the context of the 2016-2017 limited annual budget allocation. University of Liberia (UL) restrictions remain in place which prohibit the hiring of eight administrative and management staff. This includes an Administrative and Finance Manager (to develop and management Law School budget submissions) and an Information and Computer Technology (ICT) Administrator (to receive, manage, operate and secure projected USAID/LPAC funded ICT equipment, software, and network administration systems).

Continued discussions with USAID to coordinate a meeting with the USAID Mission Director and the UL’s new President (expected to be appointed by March 2017) to discuss Law School budgeting problems and their impact on future USAID and LPAC programs.

____________________________________________________________________


Support improvements in Law School administration: LPAC’s Short-Term Technical Advisor (STTA), Professor Theodore Parnall, was in Monrovia from January 18 to February 2, 2017. He met daily with Dean Warner, faculty and students to evaluate and recommend improvements to Law School administration; new curricula courses; and ways to improve law journal operations. He also met with the University of Liberia (UL) Provost, Acting President, and VP for Academic Affairs to evaluate UL budget processes as part of his overall STTA assessment of Law School programs.

The STTA consultancy resulted in approval of a Law Students Code of Conduct; proposed Law Professors Tenure Programs; revisions to law journal staffing and support programs; and identification of intermural engagement opportunities with other international Law Schools through moot court competions and school-to-school partnerships.

Staff capacity development (WP 1.2): Completed staff capacity and training needs assessments of Law School administrative and financial staff. Staff capacity building training will commence in February 2017 and extend over the next quarter.

Improve organizational management of the Law School (WP 1.3): LPAC’s STTA Professor Parnall developed and secured the Dean’s approval for a Law Professor Tenure and Promotion Policy. Both then met with the UL’s Vice President for Graduate and Professional Studies to explain the three key components of the new policy - teaching (modeling adult learning methods); public service; and scholarly writing and research. The UL’s VP expressed interest in templating the Law School’s proposal across the entire university.

The Dean accepted LPAC’s STTA Professor Parnall recommendation to establish two new committees - Faculty Promotion and Retention Committee and a Suspensions and Readmissions Committee. Professor Parnall also developed, and the Dean adopted a new Student Code of Conduct.

Visiting STTA, Professor Theodore Parnall, discusses the new Student Honor Code with students at the Louis Arthur Grimes School of Law, Monrovia, January 2017.

____________________________________________________________________


Support for international moot court competitions (WP 4.1): LPAC and USAID were unable to fund Law School participation in this year’s cycle of the African Regional Round of the European Law School Association Moot Court Competition; however, with help from USAID’s INTERNEWS and Law and Media Development Program (LMD) programs, LPAC is working with the Dean to develop curricula and local moot court programs that will culminate in the Law School’s participation in next year’s LMD Moot Court Competition in Ghana.

As part of continuing efforts to develop new curriculum courses, participation in the LMD Moot Court Competition cycle will be integrated into the first year’s required Legal Methods and Legal Writing and Research I and II courses; and also into the second year’s required Practice Court I and II courses.

Public service scholarships (WP 4.1 and 4.5): Continued working with public service scholars to complete the next edition of the school newsletter; and with UL administrative staff to publish the newsletter “on line” on the school’s public webpage. Projected publication date is April 2017.

Law journal (WP 4.4): With support from LPAC’s STTA Professor Parnall, LPAC joined with the Dean to finalize pending law journal articles; and to redesign the law journal (and faculty advisor) programs to mirror similar programs at US based Law Schools. Key to the proposal is the requirement that membership on the law journal staff will be opened to competition among 1st, 2nd and 3rd year students; and that law journal activities be fully integrated into the new curriculum courses. In addition, as part of the new Faculty Tenure and Promotion Policy, professors will be required to regularly contribute articles to the school’s law journal and other regional and international law journals.

As redesigned, students will compete for membership on the editorial team at the end of their first year to be eligible for positions on the journal editorial team in their second year provided they will have acquired a grade point average of 3.0. Competition for membership will involve writing a publishable-quality short article or case note to be evaluated by the editorial board and faculty advisor.

Support to the textbook writing program (WP 4.1): In coordination with the Dean, LPAC developed a grant proposal to fund up to six textbooks in 2017. LPAC also provided grant application, administration and management training; however, to date the Law School has been unable to generate any viable textbook writing interest among potential authors. LPAC will work with USAID in February 2017 to reevaluate this requirement.

Fundraising and Outreach Plan (WP 5.1): LPAC’s STTA Professor Parnall met with the Dean, and senior UL administration officials, to discuss fundraising plans and options. Feedback from the meetings is being integrated into a draft Fundraising and Outreach Plan that will be completed by March 2017 - and then forwarded to the Dean for review and implementation.

____________________________________________________________________


1.3 SUB-COMPONENT A.3 – SUSTAINABLE LIBERIA LEGAL INFORMATION INSTITUTE (LIBERLII)

Objective

LiberLII is fully self-funded by the end of Year 4 and is able to facilitate electronic production and publication of legal materials.

Activities

Grants administration: On January 16, 2017, LPAC and LiberLII agreed to a no-cost extension to the current grant to cover the time period from January 17th – February 28th, 2017. The extension includes activities for the transition to AfricanLII, including a trip to South Africa for training on the new operating platform, and reduces the staff to three technical positions as adopted by the LiberLII Board of Directors, and as requested by USAID.

On January 18, 2017, LPAC, LiberLII and our USAID COR met to finalize the approach to develop a follow-on grant proposal for the period from March 1st – July 27th, 2017, that can be approved by the Board of Directors. The focus of this follow-on grant will be LiberLII sustainability and hiring of an Executive Director to lead the AfricanLII transition.

Staff capacity development (WP 5.1): Started working with LiberLII to develop the 2017 annual work plan to be completed in February 2017.

Issue/Constraints: The LiberLII Board of Directors’ continued inaction prevents plans to create a sustainable LiberLII institution. Since August 10, 2016, LiberLII’s board has failed to develop a long-term sustainability plan, and has failed to hire an Executive Director. Ultimately, if the board does not resolve these issues, it is unlikely that USAID will approve continuation funding beyond the current grant period.

1.4 SUB-COMPONENT A.4 - SUSTAINABLE LIBERIAN NATIONAL BAR ASSOCIATION (LNBA)

Objective

To raise the performance of the LNBA to ensure that it is a professionally run bar association capable of promoting and enforcing the highest standards for legal professionals throughout Liberia; and which will require the LNBA to develop innovative ways to raise funds from external sources, and use existing resources more effectively, while providing relevant benefits to its members.

Activities

Staff capacity development

Redesign of the LNBA Secretariat’s office and functions (WP 1.2): LNBA completed repairs to the roof and building to ensure protection of equipment in the legal clinic and training room. The LNBA also began work on a new generator storage facility to be completed in February; and upon completion, LPAC will transfer the generator from the previous LPAC office to the LNBA.

____________________________________________________________________


Financial management (WP 3.3): LNBA’s Executive Council approved the hiring of a Finance/Administrative Officer, and LPAC posted the job announcement on the Executive Mansion website. More than 100+ applications were received and LNBA and LPAC will begin interviews in early February.

LPAC financial advisors continued working with the Executive Director to ensure proper disbursement and accountability of petty cash; and to transfer the cashier role from the LNBA Librarian back to the Secretary in the Secretariat’s Office.

Asset management and logistics (WP3:10): Completed revision of LNBA’s proposed draft procurement & assets management policies/SOPs with LNBA Secretariat; and forward the policies to the Executive Committee for review and approval.

Monitoring and evaluation (M&E) systems (WP 5.1): Continued meetings to develop M&E systems for the upcoming pro bono program.

Pro Bono programs (WP 1.4-1.6): The LNBA and LPAC are finalizing the approval package for the pro bono program. When completed, LPAC will forward the grants package to the USAID Contracting Officer for final approval.

LPAC and LNBA officers met with the Carter Center to discuss implementation of their legal aid services MOU governing case referrals to the LPAC’s supported pro bono legal clinic program.

Continuing legal education (CLE) (WP 1.8): LPAC secured LNBA CLE Committee approval of CLE providers’ (trainers) application forms; and a second application for development of CLE courses. Both will be distributed at the February 2017 quarterly Bar Association meeting; followed by LPAC sponsored training-of-trainer programs for approved providers in March 2017; and the delivery of CLE programs starting in late March 2017.

ICT Procurements (WP 4.2): LPAC approved LNBA’s request for a high-volume copier at the Secretariat to support publication of bar assembly and CLE program materials. LPAC was able to transfer a surplus copier (originally obtained from the former USAID/GEMS project). The transfer saves over $5,000 from the LNBA ICT procurement plan; and the savings can now be redirected to support other ICT requirements for LNBA CLE and pro bono clinic programs.

LPAC published a request for quotations for LNBA ICT equipment, software and network administration requirements (due in February 2017). Review and approval of the final proposal by USAID, and issuance of related procurement actions are expected to be completed in February 2017.

LNBA website (WP 4.3): LPAC’s contracted local website design firm presented a first version of the LNBA website to LPAC and the LNBA Executive Director for review and comment. Recommendations are being incorporated - with a projected 90% completed website to be presented for review and final comments by the LNBA Executive Committee in February 2017.

Issue/Constraints: None.

____________________________________________________________________


2.0 COMPONENT B: STRENGTHENING THE LIBERIA ANTI-CORRUPTION COMMISSION (LACC)

Objective The LACC leads the country’s anticorruption agenda by undertaking programs to prevent, investigate and prosecute corruption; and educate the public regarding the fight against corruption in Liberia.

Activities General

LACC received a UNDP grant to fund six Investigators and two Lawyers. LPAC advisors participated with LACC’s Enforcement Division (ED) to review and select applicants for final interview and hiring; based on LACC’s hiring priorities for females and candidates with finance, auditing, accounting and/or economics background. Interviews, and final candidate selection are scheduled for February 2017.

At the request of LACC’s ED, LPAC joined LACC investigators to review the Justice and Security Hub offices in Gbarnga, Bong County. The Ministry of Justice (MOJ) has offered to share offices to enable LACC to start local investigations in February 2017. LACC’s plan is to have two of their current investigators move to Gbarnga in February 2017; and to hire and train replacement investigators in Monrovia over the next two to three months.

LPAC’s Chief of Party continued weekly meetings with LACC’s Executive Chair and other Commissioners to support LACC’s priority 120-day workplan.

Liberia’s President nominated Ms. D. Sheba Brown to serve as LACC’s ED Commissioner. After confirmation hearings, she is expected to start work at LACC by the end of February 2017. Ms. Brown joins LACC with many years of financial crimes investigations work with Liberia’s Central Bank.

Staff capacity development (WP 3.2):

Capacity and training needs assessments: The joint LACC/LPAC Capacity Building Working Group completed the draft Capacity Building Plan and submitted it to LACC’s Body of Commissioners (BOC) for review and approval. Staff capacity building training will start in February 2017 and continue over the next several months.

____________________________________________________________________


Grants development and administration: With support from LPAC’s Grants Administrator, LACC’s Education & Prevention Division (E&P) staff developed a grant application to support community education and outreach programming (projected to start in March, 2017).

Facilitate cooperation with civil society actors and support CSOs’ anti-corruption initiatives (WP 7.1-2, 7.4 and 11.6): LPAC coordinated a meeting between USAID INTERNEWS and LACC’s E&P Commissioner to start discussions about how to implement a nationwide community education and outreach program. INTERNEWS then extended an invitation to LACC’s E&P staff to join INTERNEWS’ Community Broadcasting Training Workshop next month - and LPAC will support LACC’s participation.

Activity B.2.b - Develop guidelines and standardized operating procedures (SOPs): LPAC continued working with the ED to implement the December 2016 adopted Guidelines for Managing Investigations and Prosecutions, and to develop staff training programs to support SOP implementation.

Provide technical assistance and training in investigative techniques (WP 8.1): LPAC and LACC’s Legal Unit reviewed case management activities in two courts - the 13th Judicial Circuit in Margibi and 3rd Judicial Circuit in Sinoe; and as a result, LACC prepared motions to advance cases in both courts.

As part of the SOP (above), LACC agreed to assign an investigator and prosecutor to monitor LACC cases on a monthly basis; and one designated prosecutor to monitor MOJ referred court cases - however, neither assignment was completed in January 2017.

LPAC secured LACC’s Quarterly Statistics Report - for the period ending December 31, 2016; and continued working with LACC to improve the accuracy and quality of case reporting statistics.

Continued working with LACC’s ED staff to develop a two-day technical training workshop for investigators and prosecutors to be conducted at LPAC offices in February 2017.

Support legislative drafting (WP 11.5): LACC established a 15-person Legislative Drafting and Technical Committee to develop model whistleblower and witness protection laws that are due to be presented by Libera at the April 2017 regional West African money laundering conference; and following the elections to the Liberian legislature. LPAC is working with LACC to develop curricula, workshop materials and a proposed budget to support a three-day legislative drafting workshop for the Committee.

____________________________________________________________________


3.0 CROSS-CUTTING ACTIVITIES

3.1 HIRING ACTIONS

LPAC continued hiring actions to fill the vacant positions noted below:

Chief of Party: LPAC has initiated an international recruiting effort to replace the COP who will depart on February 17, 2017.

Judicial Training Advisor (LPAC/JI – International Advisor): LPAC has initiated an international recruiting effort.

Anti-Corruption Advisor (LPAC-MSI International Advisor): Pending USAID review and approval.

Anti-Corruption Coordinator (LPAC/LACC): Pending USAID review and approval.

3.2 INFORMATION AND COMPUTER TECHNOLOGY (ICT)

Information and computer technology (ICT) Procurements:

LPAC completed final ICT equipment, software, network administration, and website development and hosting quantity and cost estimates for counterpart institutions (JI, Law School, LiberLII, LNBA and LACC).

In February 2017, LPAC will start to identify budget realignment options to support the procurement actions; and by March 2017 will forward budget realignment requests and procurement actions to USAID for review and approval.

____________________________________________________________________


4.0 LOOKING AHEAD

4.1 SUB-COMPONENT A.1 - JAMES A.A. PIERRE JUDICIAL INSTITUTE (JI)

Capacity and training needs assessments of judiciary personnel (WP 1.3):

• Start capacity development training with JI’s Research and Training Department.

• Complete the Magistrate Judges’ Capacity and Training Needs Assessment Questionnaire; submit the questionnaire to the JCACM for review and implementation approval in February 2017; and then conduct the survey in three to five courts this quarter - with potential nationwide implementation to follow later in 2017.

• Develop of a Judges Capacity and Training Needs Assessment Questionnaire by March 2017.

• Support faculty development and technical capacity building program training for the next iteration of PMTP trainers.

Professional Magistrates Training Program (WP 2.2): Support PMTP activities including faculty capacity development, technical support, logistics and supplies, monitoring and evaluation.

Quarterly Judges’ Training Program (QJTP) (WP 2.3): Secure the JI’s QJTP proposal and budget. Work with JI leadership to resource the proposed training - now projected to be in April 2017.

Continuing Judicial Education (CJE) Program (WP 2.3): Work with Justice Banks and JI leadership to develop the curricula, and proposed budget for Liberia’s first CJE Program in 2017; establish a judicial education and training advisor committee to develop CJE programs; and conduct a nation-wide judicial capacity and training needs assessment survey (beginning in the Spring of 2017).

Court management curriculum (WP 3.2): Support JCACM efforts to secure Supreme Court approval, and implementation authority for JCACM’s proposed Code of Conduct for Judiciary Staff. Start work with JCACM to develop and implement code of conduct training in Liberia. Provide background and resource materials to JCACM to support efforts to evaluate case management, court statistics, and court management training programs in coordination with the JI.

Finance and budget administration (WP 4.2): Continue staff capacity training and M&E of JI finance and budget operations. The objective is to develop adequate JI financial policies and procedures to permit LPAC to award a grant proposal to fund the next cycle of PMTP.

Procurement (WP 6.1): Continue staff capacity training and M&E of JI procurement and assets management programs and reports.

____________________________________________________________________


4.2 SUB-COMPONENT A.2 - LOUIS ARTHUR GRIMES SCHOOL LAW SCHOOL (LAW SCHOOL)

Law School’s budget challenges: Continue working with the Dean, and University of Liberia Administration and Business and Finance Office (BFO), to support Law School’s efforts to: (1) secure the recruitment and hiring of the Administration/Finance officer and an ICT Administrator (2) support development of the 2017-2018 annual budget submission (due to the UL by the end of March 2017); and (3) coordinate a meeting with the USAID Mission Director and new UL President.

Improve administrative and management systems (WP 1.2-3): Follow-up on the recommendations of LPAC’s STTA Professor Parnall to: (1) implement the Student Code of Conduct; (2) finalize faculty appointment, promotion and tenure policies; (3) adopt revision to the law journal program; and (5) publish the Law Students Handbook.

Staff capacity development (WP 1.3): Commence staff capacity and technical assistance training programs by February 2017, and continuing through the next quarter.

Public service scholarships (WP 4.1 and 4.5): Finalize articles for the Law School newsletter, and coordinate on-line publication with the UL by April 2017. Continue development of a law students’ and alumni database.

Develop legal writing workshops: In coordination with the Dean and Curriculum Committee, start work to develop curricula for legal writing workshops starting next school year.

Law journal (WP 4.4): Start developing plans and programs to transition the school’s law journal program to align with recommendations developed by LPAC’s STTA Professor Parnall, and adopted by the Dean; develop new position descriptions and terms of reference for journal staff and the faculty advisor; and establish a new interim faculty-led editorial board (for three years) that will transition ultimately into an entirely student led law journal program by the fourth year.

Fundraising and Outreach Plan (WP 5.1): Continue development of a Law School fundraising and outreach plan based on the recommendations developed by LPAC’s STTA Professor Parnall, and tentatively approved by the Dean. As envisioned, the plan will incorporate a new Board of Advisors to help shape fundraising programs over the next 12-18 months.

4.3 SUB-COMPONENT A.3 - LIBERIA LEGAL INFORMATION INSTITUTE (LIBERLII)

Grants administration: Continue support of the no-cost extension current grant that ends on February 28, 2017; and continue to work with LiberLII’s Acting Executive Director to develop a continuation grant through July 17, 2017 (when LPAC’s contractual funding support to LiberLII is reduced to 50%).

Continue efforts to work with LiberLII’s Actin Executive Director to schedule a Board meeting to approve a new grant proposal for funding beyond February 28, 2017; develop

____________________________________________________________________


Board of Directors directed and managed sustainability plans for LiberLII; and complete the hiring of an Executive Director.

4.4 SUB-COMPONENT A.4 - LIBERIAN NATIONAL BAR ASSOCIATION (LNBA) Develop Continuing Legal Education (CLE) (WP 1.8): Continue work with the LNBA and CLE committee to: (1) certify CLE providers and programs; (2) develop CLE courses; (3) conduct training of trainer certification programs for CLE providers; and (4) conduct the first CLE program not later than March 2017.

Regulatory framework for mandatory CLE (WP 1.8): Support LNBA efforts to secure final Supreme Court approval of the CLE regulations approved last November; and support publication of the CLE regulations on the new LNBA website.

Sustainable Pro Bono program (WP: 1.4-1.6): Secure final home office approval of the pro bono grant application; submit the signed documents to the USAID Contracting Office for review and approval; and continue support to LNBA’s Pro Bono and Legal Clinic Committee programs starting in February 2017.

Information and Computer Technology (ICT) (WP 4.3): Finalize LNBA website design in February; and publish and host updates to the website starting in March 2017.

4.5 COMPONENT B - LIBERIAN ANTI-CORRUPTION COMMISSION (LACC)

Staff capacity development (WP 3.2): Secure final BOC approval of the Capacity Building Plan; and start technical and capacity building training in February 2017 - and continuing over the course of the remainder of the year.

Support legislative drafting (WP 11.5): LPAC Advisor and LACC PM for Administration will meet with members of the Liberian Senate to re-commence discussions about how to advance the proposed laws establishing regional corruption courts and amendments to Corrupt Offenses Acts. Support LACC efforts to conduct a 3-day workshop to draft whistleblower and witness protection laws.

Support for Investigations and Prosecutions (WP 8.1): Work with LACC’s ED to develop a two-day investigator and prosecutors technical training workshop in February 2017.

School Integrity Programs: Work with LACC’s E&P staff to develop a school-year-long Hight School Integrity Club program to start in March 2017.

Grant Administration: Work LPAC’s Grants Manager and LACC’s E&P to finalize a community outreach and education grant application.

Support to Education & Prevention: Work with USAID/INTERNEWS to coordinate LACC’s E&P staff attendance at next month’s Community Radio Broadcasting Workshop; and to help LACC develop and implement nation-wide community outreach and education programming.

Annex

LPAC Activities Chart – Year Two

Legal Professional Development and Anti-Corruption Program in Liberia (LPAC) Activity Projection Chart

Component A: Strengthening Legal Professional Development Institutions

% Completion

Dec Jan Feb Mar Apr

Component A 1: Sustainable James A. A. Pierre Judicial Institute (JI)

Objective A.1.a: The Judicial Institute’s financial and administrative management systems conform to international good practice standards.

Activity A.1.a.5: Staff capacity building. WP 1.2: Mission analysis and strategic planning. Ongoing

WP 4.1: Financial management training. 20% 30% 40% 50% 60%

WP 4.2: Finance and budget administration. 50% 60% 70% 80% 90%

WP 5.1: Human resources (HR) - Autonomy of the JI. 50% 60% 70% 80% 90%

WP 5.2: HR: Training and Development. 20% 30% 40% 50% 60%

WP 5.3: HR: Staff Training Needs. 20% 30% 40% 50% 60%

WP 6.1: Procurement. 50% 60% 70% 80% 90%

WP 6.2: Procurement Training. 20% 30% 40% 50% 60%

Activity A 1 a 6: Information and Computer Technology (ICT) procurement and support (See Also Integrated Activity 2).

WP 7.2: ICT quick fixes. 25% 30% 40% 50% 60%

WP 7.2: ICT equipment and software procurement. 25% 25% 50% 50% 50%

WP 7.4: Computer Research and Training Room. 0% 0% 0% 25% 50%

WP 7.5: Website design and implementation. 0% 10% 25% 50% 75%

Objective A.1.b: The Judicial Institute is able to effectively and efficiently develop professional courses and reference materials in new subject areas and provide these course offerings to justice sector actors.

Activity A.1.b.7: Training Needs Assessment (TNA). WP 1.3: TNA for Judiciary personnel. 0% 20% 40% 60% 80%

Activity A.1.b.8: Training of Trainers.

WP 9.2: Gender curriculum and TOT. 0% 0% 20% 50% 75%

Activity A.1.b.9: Development of Training Materials. WP 9.2: Gender curriculum and TOT. 0% 0% 20% 50% 75%

Objective A.1.c: The Judicial Institute is able to continue ongoing trainings of judicial actors and is able to fund, organize and implement complex trainings in and outside of Monrovia on its own by the end of the program period.

Activity A.1.c.1: Court Administration Working Group. WP 3.1: Court Management Needs Assessment. 0% 20% 40% 60% 80%

WP 3.2: Court Management Curriculum. 5% 10% 20% 20% 40%

Activity A.1.c.2: Identification of other partners/donors working in court management domain to ensure coordination, collaboration and minimize fragmentation.

Donor coordination meetings. Ongoing

De-conflict donor program overlaps/funding issues. Ongoing

Activity A.1.c.3: Professional Magistrates Training Program. WP 2.2: Professional Magistrates Training Program. 15% 25% 40% 50% 75%

Activity A.1.c.4: Quarterly Judicial Training Program. WP 2.3: Quarterly Judges’ Training. Ongoing

Objective A.1.d: The Judicial Institute has a Monitoring and Evaluation (M&E) team that is well trained, well equipped and capable of conducting field work to evaluate the effectiveness of Judicial Institute training programs, conduct research related to issues raised in judicial quarterly reports, and investigate causes of poor performance within the judiciary.

Activity A.1.d.1: M&E team established. WP 8.2: M&E systems and training. Ongoing

WP 8.3: M&E reporting. Ongoing

Objective A.1.e: Judicial Institute enabling legislation is passed that authorizes the Judicial Institute to engage in the full range of activities projected in the Judicial Institute’s 2012-2017 Strategic Plan.

Activity A.1.e.1: Legislative Drafting. WP 1.1: JI Board Governance. Pending Chief Justice’s approval

Component A.2: Sustainable Louis Arthur Grimes School of Law (Law School).

Objective A.2.a: The Law School’s financial and administrative management systems conform to international good practice standards.

Activity A.2.a.1: Implement the Memorandum of Cooperation (MOC) and work plan entered into by USAID and the Law School.

WP 1.1: MOC performance reviews. 10% 10% 20% 20% 30%

Activity A.2.a.2: Administrative systems. WP 1.2: Organizational management of the Law School. 20% 45% 50% 50% 75%

Activity A.2.a.2: Staff capacity building. WP 1.3: Organizational management of the Law School. 25% 30% 40% 40% 50%

Activity A.2.a.3: Information and Computer Technology (ICT) procurement and support (See Also Integrated Activity 2).

WP 2.1: ICT “Quick Fixes”. Completed

WP 2.2 and 2.3: ICT procurement and support. Pending Law School appointment of an ICT Administrator

Activity A.2.a.4: Monitoring and Evaluation (M&E). WP 3.1 and 3.2: M&E systems and reporting. 30% 30% 40% 50% 60%

Objective A.2.b: The Law School is able to effectively conduct outreach and funding activities to generate a consistent stream of funding for Law School program and activities.

Activity A.2.b.1: Fundraising and outreach. WP 5.1: Appoint a Fundraising and Outreach Coordinator Completed

WP 5.2: Fundraising Action Plan 0% 10% 10% 15% 15%

WP 5.3 and 5.4: Implement fundraising strategy 0% 0% 10% 15% 15%

Objective A.2.c: The Law School has developed an action plan for the establishment of a public service scholarship endowment with the aim of providing public service scholarships in perpetuity without utilization of annual budget funds.

Activity A.2.c.1: Public service scholarships. WP 4.5: Scholarships. 1st & 2nd year scholarships awarded. On-

going mentoring.

Objective A.2.d: The Law School fully implements curriculum reform and establishes a clinical legal education program.

Activity A.2.d.1: Curriculum and legal clinic assessment and implementation plan. WP 4.2: Faculty capacity development. 0% 0% 0% 10% 20%

WP 4.3: Promote intermural links to Law Schools and other organizations. 10% 15% 15% 20% 30%

Activity A.2.d.2: Support implementation of new curriculum courses.

WP 4.1: Curriculum development. 20% 25% 25% 30% 30%

Objective A.2.e: Legal scholarship at the Law School is enhanced through consistent publication of the law journal and newsletter, and through the faculty textbook writing program.

Activity A.2.e.1: Increased faculty capacity. WP 4.2: Capacity development. 10% 20% 30% 30% 40%

Activity A.2.e.2: Law journal. WP 4.4: Law Journal (Final draft completed in December, 2016 with publication in January. Ongoing mentoring support to the faculty advisors and journal staff for next editions).

90% 100% On-going support to follow-on publications

Activity A.2.e.3: Support for research and writing. WP 4.6: Textbook Writing Stipends. 10% 20% 25% 45% 50%

Activity A.2.e.4: Legal writing workshops. WP 4.6: Research and Writing. 0% 10% 20% 45% 50%

Activity A.2.e.5: Newsletter Development. WP 4.6: Law Journal and newsletter (1st semester newsletter completed and distributed in November, 2016).

10% 20% 40% 75% 100%

Objective A.2.f: The Law School is able to provide legal advice to the University of Liberia through a legal department that does not rely on faculty who are teaching courses.

Activity A.2.e.5: Move of legal counsel office away from law building (Halted – pending UL action).

Component A.3: Sustainable Liberia Legal Information Institute (LiberLII).

Objective A.3.a: LiberLII’s financial and administrative management systems conform to international good practices and standards.

Activity A.3.a.1: Implement the MOC and work plan entered into by LiberLII and USAID. WP 1:11: MOC performance reviews. On-going

Activity A.3.a.2: Staff capacity building. WP 2.1: Administrative and human resources systems. 80% 80% 85% 85% 90%

WP 2.2: Financial systems. 80% 80% 85% 85% 90%

WP 2.3: Procurement and assets management systems. 80% 80% 85% 85% 90%

WP 4:1: Monitoring and evaluation (M&E) capacity building. 80% 80% 85% 85% 90%

WP 4.2: M&E reporting systems. 80% 80% 85% 85% 90%

WP 5.1: Staff capacity building and training. 70% 70% 75% 80% 85%

Activity A.3.a.3: Information and Computer Technology (ICT) procurement and support (See Integrated Activity 2).

WP 3.1: ICT quick fix procurements. Completed

WP 3.2: ICT procurements/software/networks/Internet connectivity. 60% 60% 75% 75% 90%

Objective A.3.b: LiberLII is able to effectively conduct outreach and funding activities to generate a consistent stream of funding to support its efforts to make all of Liberia’s laws and regulations readily available to the public.

Activity A.3.b.1: Fundraising. WP 5.2: Fundraising. 0% 0% 0% 0% 0%

Objective A.3.c: LiberLII has a staff capable of engaging in all aspects of document collection, dig itizing, and web publishing, to include the technical know-how to administer the LiberLII website.

Activity A.3.c.1: Obtaining materials in electronic format. WP 1.5: Obtaining and publishing documents. 80% 80% 80% 85% 85%

WP 1.6: Obtaining and publishing documents. 0% 20% 30% 40% 50%

Activity A.3.c.2: Improving the reliability of the LiberLII website. WP 1.7: Document uploading, editing and quality assurance. 40% 50% 55% 60% 65%

WP 1.9: Transition to a new website operating platform. 20% 20% 40% 70% 80%

WP 1.10: Integrating customer feedback. 0% 0% 0% 5% 10%

Activity A.3.c.3: Improved awareness of LiberLII in the work plan. WP: 1.2: Training programs. 60% 70% 75% 80% 85%

WP 1.3: Training with other justice sector counterparts and institutions. 20% N/A N/A 5% 10%

WP 1.4: Regional training programs. N/A N/A N/A 5% 10%

Component A.4: Capable and Effective Liberian National Bar Association (LNBA). Objective A.4.a: LNBA’s financial and administrative management systems conform to international good practice standards.

Activity A.4.a.1 Staff Capacity Building.

WP 1.1: Strategic Plan. 10% 20% 30% 50% 70%

WP 1.2: Redesign LNBA Secretariat’s Office and functions. 75% 85% 90% Completed

WP 2.7: Staff capacity building. 10% 25% 40% 60% 75%

WP 3.3: Financial management. 30% 75% 90% Completed

WP 3.4: Human resources management (HR). 50% 75% 90% Completed

WP 3.5: Human resources management (HR). 50% 75% 90% Completed

WP 3.6: Asset management and logistics. 20% 50% 75% 80% 90%

WP 3.7: Asset management and logistics. 20% 50% 75% 80% 90%

WP 3.10: Asset management and logistics. 20% 70% Completed

WP 5.1: Monitoring and evaluation (M&E) systems. 5% 25% 50% 60% 75%

WP 5.2: Monitoring and evaluation (M&E) reporting. 5% 25% 50% 60% 75%

Objective A.4.b: The LNBA is able to effectively conduct outreach and fundraising activities to generate a consistent stream of funding to support its operations, quarterly assemblies, professional development activities, and public outreach and service programs.

Activity A.4.b.1 Fundraising and Outreach Plan. 0% 5% 20% 40% 60%

Objective A.4.c: The LNBA is able to effectively and efficiently develop Continuing Legal Education courses and reference materials for a broad range of subject areas to promote the professional development of its members.

Activity A.4.c.1 Develop Continuing Legal Education (CLE) courses.

WP 1.8: CLE. N/A 20% 30% 50% 60%

Activity A.4.c.2 Regulatory framework for mandatory CLE.

WP 1.8: CLE 80% Completed

WP 1.9: LNBA membership. 80% Completed

Activity A.4.c.3: Mandatory CLE certification program.

WP 1.8: CLE 50% 75% 80% 90% 100%

Objective A.4.d: The LNBA is able to effectively and efficiently implement a Pro Bono program that delivers quality services to the low-income population.

Activity 4.d.1 Sustainable Pro Bono program.

WP 1.4: Pro-bono services and legal aid. 40% 75% 80% 90% 100%



Objective A.4.e: The LNBA will publish a law journal. WP 1.10: Law Journal. 0% 0% 10% 20% 25%

Objective A.4.f: Information and Computer Technology (ICT). WP 4.2: ICT procurements. 50% 60% 80% Completed

WP 4.3: LNBA website. 10% 20% 60% 80% 90%

Component B: Strengthening the Liberian Anti-Corruption Commission (LACC). Objective B.1: The LACC's organizational structure, systems and resources conform to international standards and support its mandate.

Activity B.1.a: Conduct Organizational Assessments.

WP 1.1: Organization and Mission Analysis 0% 5% 10% 10% 15%

WP 1.2: Organizational Communications. 0% 5% 10% 25% 50%

WP 2.1. Business process reviews. 10% 15% 20% 40% 50%

WP 4.4: Data security and backup storage. 0% 5% 10% 10% 15%

WP 5.1, 5.2 and 9.2: M&E programs. 0% 0% 0% 10% 15%

WP 10.1 and 10.2: Decentralization of LACC programs and activities. 0% 0% 0% 0% 0%

WP 10.3: Identify potential decentralization synergies. 0% 0% 0% 0% 0%

Activity B.1.b: Develop and get approval of the commitment to a Capacity Building Plan (CBP).

Activity B.1.c: Support implementation of the CBP.

WP 3.4: CBP Work Planning, Training and Coordination. 25% 30% 40% 50% 75%

Activity B.1.d: ICT procurement and support.

WP 4.1: ICT Procurement and Support. 0% 5% 10% 20% 40%

Objective B.2: The LACC Investigation Unit conducts investigations that conform to international standards, and that contribute to the development of corruption case prosecutions that result in convictions.

Activity B.2.a: Provide Technical Assistance and Training in Investigative Techniques. WP 3.5: Training of Trainer (TOT) Programs. 80% 90% Completed

WP 8.1: Support for Investigations and Prosecutions. 0% 5% 10% 20% 40%

Activity B.2.b: Develop Guidelines and Standardized Operating Procedures (SOP). WP 2.2 and 2.3: Standard Operating Procedures (SOPs) and Training Programs.

25% 25% 30% 40% 50%

Activity B.2.c: Support Legislative Drafting.

WP 8.2: Witness Protection Programs: Pending final legislative action. 0% 0% 0% 0% 0%

WP 8.3: Whistleblower Protection Programs. Pending final legislative action.

0% 0% 0% 0% 0%

Objective B.3: LACC and MOJ have well-trained and coordinated prosecutorial teams capable of developing and arguing strong corruption cases that lead to convictions on corruption charges.

Activity B.3.a: Foster Cooperation between LACC and MOJ to Effectively Prosecute Corruption.

WP 7.1: Interagency Cooperation. 25% 25% 25% 25% 50%

Activity B.3.b: Build Capacity of Prosecutors.

WP 7.3: Joint Training Programs with the MOJ and other Agencies involved in Anti-Corruption Efforts.

0% 10% 25% 40% 40%

WP 8.1: Support for Investigation and Prosecutions. 20% 20% 20% 20% 20%

Activity B.3.c: Strengthen Coordination between Enforcement Agencies.

WP 7.2: Interagency Cooperation. 25% 25% 25% 25% 25%

Objective B.4: The LACC has an effective public education and outreach program that provides information and support to the activities of individual citizens, CSOs, and business organizations in the private sector fight against corruption.

Activity B.4.a: Support LACC with the Development of a Public Outreach and Communication Strategy and Plan.

WP 11.3 and 11.4: Communications Plan. 15% 15% 15% 15% 15%

WP 11.7: Community Outreach and Training. 15% 20% 40% 50% 50%

Activity B.4.b: Facilitate LACC Cooperation with Civil Society Actors and Support CSO's Anti-Corruption Initiatives.

WP 11.6: Education and Prevention Division engagement. 25% 25% 40% 50% 50%

Activity B.4.c: Develop LACC Website. WP 4.2: LACC Website. 0% 0% 10% 20% 40%

Activity B.4.d: Support Developing and Implementing Effective Complaints Management System.

WP 4.3: Complaints Management System (CMS). 0% 0% 0% 0% 0%

Objective B.5: The LACC is able to exercise its leadership role under the NACS and the NIF and is able to effectively work with the leg islature and other integrity agencies to develop and implement effective anti-corruption strategies, policies, programs, and laws.

Activity B.5.f: Support LACC Leadership in Corruption Prevention Activities. WP 11.6: Education and Prevention Division Engagement. 20% 20% 30% 30% 40%

U.S. Agency for International Development Liberia

502 Benson Street Monrovia, Liberia

Tel: +231 77 6777000; Fax: +231 77 6777370 liberia.usaid.gov

legal professional development and anti-corruption program

Documents