The Nepali Judiciary - Supreme Court Of Nepal

listing achievements obtained from the Plan and also in identifying the problems and challenges
encountered during the implementation of the Plan. The Plan with regards to judicial process and
strengthening the judiciary has initiated the concept of planned development process and has
been able to introduce new thoughts and concepts. This has created a foundation for the future of
the judiciary. On the basis of this foundation and in order to give continuity to the process of
planned development this Plan has been formulated.
Strategic plan is a plan consisting of strategies deemed necessary for obtaining its designed
destination through the application of management skills and limited resources. Strategic plan
envisages the desire of change and also the potential changes in the external environment thereby
assisting in achieving its target. Therefore, this is different from the general plan or long-term plan.
Scattered efforts are integrated in the strategic plan and the strategic plan determines the result
and indicators and guides the organization to a definite target and emphasizes in obtaining the
target within the prescribed period. Strategic plan is a guideline, which confronts adverse
conditions and minimizes risks and recognizes the application of alternative remedies for reaching
its target.
The success or failure of the Plan of the Nepali judiciary depends upon the role of other parties.
Provided, sufficient assistance and coordination cannot be established with the concerned
stakeholders, it would not be possible for the Plan to achieve its desired result. A strategic plan is
formulated within the limitation of one’s organization and within the limitation of work that can be
implemented but this is not so with regards to the judiciary. The work and nature of the judiciary is
such that activities of the judiciary should be implemented in cooperation and participation with the
external stakeholders. The plan of the judiciary is not sufficient in itself to obtain its end result. For
achieving the targets set by the Plan, positive and active participation is required from the
Executive, Bar, government attorney, police, Judicial Council, National Judicial Academy,
university, law faculties, media and civil society or from their representatives. These organizations
should also formulate strategic plans wherein those plans should coordinate with the plan of the
judiciary and provided both plans are implemented simultaneously then only can we achieve the
expected results. Looking back at the implementation of the first Plan, there was no coordination
with other agents or actors. It has been experienced that reform plan should not only be reform
plans of the judiciary but such plans should also address reforms of other concerned organizations
related with the justice sector.
Reformation of judicial process is a continuing process and judicial organization should
continuously be involved in this process. The strategic plan followed by the judiciary is a result of
such continuity. Provided, if we are to implement the plan with the concept of resolving all the
problems at one go then such actions becomes immature and impractical. Every plan has issues
that can be learnt upon. The experiences and weaknesses gained during the implementation of the
past plan can be guidelines for future plans and with this principle a situation analysis has been
carried out and effort towards formulating the basic features of the Plan has been presented.
1.2 Plan Formulation Committee
In order to provide formality to the formulation process of the second strategic plan, the
recommendation made by Plan Formulation Committee on 2066 Baisakh 22 was ratified by High-
Level Direction Committee on Baisakh 28, 2066, wherein the following committees were
established.
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