The Nepali Judiciary - Supreme Court Of Nepal

• First Plan was drafted at the central level wherein satisfactory implementation of the Plan
could not be noticed at the District Court levels. The second Plan proposes every court to
formulate their own Plan and as such it is necessary to transfer necessary skills.
• Success of the Plan depends upon the commitment from the leadership and ownership by
judges, employees and active participation of other stakeholders and therefore, formulation
of the Plan should be participatory.
• It is essential to establish an effective mechanism for implementation of the Plan at each
level.
• Core functions and implementation plan of strategic interventions should be subjective.
• Since, the current practice of monitoring evaluation is not effective and therefore, in order to
bring expected reform in the judicial proceedings monitoring evaluation must with linked
with the work performance of a person and career development.
• Provided, the judicial proceedings, difficulties faced by judiciary, and achievements
obtained by the judiciary is disseminated to the general public this would assist in
increasing public trust on the judiciary and would create ownership towards the judiciary
and therefore, there should be planned campaign in raising awareness among citizens.
• Accusation of irregularities, delay and corruption has an adverse affect on the judiciary and
as such these issues should be taken into consideration while formulating the Plan.
• The current legal structure is incomplete and is not justice oriented and as such is not
effective and therefore, legal reform should be prioritized in the Plan.
• It is necessary to mainstream the activities and proceedings of the Special Court and
tribunals constituted pursuant to the Constitution under the Strategic Plan of the judiciary.
• Positive role of lawyers is essential in judicial process and therefore it is important to
regularize the lawyers.
• 16 strategic interventions were identified by the first Plan and during the mid-term review 21
strategic interventions were identified. Taking into consideration the successful
implementation of the Plan, strategic steps should be reduced.
• One of the grave problems vexing the court is case management. On the one hand the
judiciary has not been able to develop a scientific procedure for management whereas on
the other case management is not within the control of the court. Since, expected
cooperation has not been obtained from the external actors the judiciary has not achieved
success in adjudication and execution of judgment. There are problems ranging from
judgment writing to record management. Therefore, it is necessary that the Plan takes this
issue into consideration.
• Work load in all the courts are not uniform. Logistics should be provided on the basis of
work load. Special campaigns should be initiated to reduce the arrears in courts having
more than 2,000 cases and provided arrears can be reduced this will send a positive
message to the people. Taking into consideration the failure to execute judgments, clear
strategic interventions and appropriate steps needs to be developed.
• Success of the Plan depends upon the active participation of manpower involved in the
judiciary and also depends upon their motivation and capacity enhancement. In order to
remove the general apathy in the judiciary, development of human resources should be
prioritized.
• Development of physical infrastructure and proper management of logistics is another
important strategic issue. During the period of the first Plan, important achievements have
been made in developing infrastructure and acquiring logistics. Preserving those
achievements it is necessary to develop additional infrastructure for the courts and units
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