Attachment J-8 - ROLPAS Activity Results.pdf

USAID/Jordan Rule of Law Program (ROLP)

TELLING OUR STORY – QUICK REFERENCE GUIDE

Overall USAID/Jordan Goals

▪ Primary: Economic security and stability

▪ Secondary: Self-reliance, inclusive economic growth, women empowerment, democratic governance

ROLP Advances USAID/Jordan’s Goals Through Promoting:

▪ Transparency

▪ Economic Growth

▪ Judicial Reform

▪ Gender Equality/Empowerment and Youth Empowerment

▪ Persons with Disabilities (PWDs) Access to Services

Why These Objectives:

Objective Why? What are the Linkages?

Transparency ▪ Stability. Around the world, corruption is a key driver of civic discontent and instability.

Transparency promotes stability by reducing corruption opportunities. Transparency helps avert destabilizing financial crises. It helps to build public trust and confidence in state institutions and promoting more interaction and healthier relationships between citizens and the government.

▪ Economic Security. Promotes economic security by enhancing the business and investment environment –corruption and uncertainty around the regulatory environment deters business activity.

▪ Inclusive Development and Economic Growth. Transparency in the business environment promotes more inclusive economic development by reducing barriers for small businesses.

▪ Self-Reliance. Public expenditure for the year 2018 was estimated to be at 9 Billion JDs, making transparent mechanisms like e-services that promote self-reliance important in reducing the cost of service delivery and deterring waste by government agencies.

Economic Growth ▪ Stability. Growth improves stability and economic security. Along with corruption, poor economic performance and opportunity is a key driver of citizen discontent and instability.

▪ Economic Security. Improving the business environment towards faster economic growth promotes self-reliance by raising GDP and government revenues.

▪ Self-Reliance. Economic growth plus transparency leads to better tax collection as more people choose to operate in the formal sector and corruption in tax collection is reduced.

▪ Democratic Governance. Inclusive economic growth can promote democratic governance by strengthening the middle class, which is a key pro-democracy constituency, and economic equality, which reduces the concentration of economic and political power.

Judicial Reform ▪ Economic Security. Judicial reform promotes economic growth as businesses need to trust that commercial disputes will be fairly and speedily enforced.

▪ Democratic Governance. Improving judicial branch capacity and independence promotes stability as the judiciary is a key pillar in a system of checks and balances.

▪ Stability. Citizen discontent can arise if people feel their rights are not secure and protected and public revenues are being misappropriated. An independent and effective judiciary holds GOJ agencies accountable for the responsible use of public funds and protection of citizen rights and thereby improves citizen perceptions of the state.

▪ Self-Reliance. Building the institutional capacity of the judiciary to manage its own affairs ensures Jordan can manage system improvement without external support.

▪ Women’s Empowerment. The judiciary is a critical defender of citizens’ constitutional rights. It must be independent to apply the law equally and enforce violations of basic rights of women and other disadvantaged segments of society.

Gender Equality and Empowerment

Youth Empowerment

▪ Stability. Youth are the future and have different expectations than their parents. They need to see a positive future for themselves. Believing that the judicial system will provide fair and just laws that protect them will make them feel more hopeful and included.

▪ Inclusive Economic Growth and Development. Empowering women and youth and promoting equal treatment of women will ensure that Jordan benefits from their talent and will help the Kingdom’s development and economic growth.

▪ Democratic Governance. Women and youth need to be empowered to fully and effectively participate in democratic processes. Jordan’s system of governance must be based on inclusivity and equal treatment.

PWDs ▪ Economic Security. A more diverse, inclusive, and productive citizen workforce will contribute to a stronger economy and more secure Jordan.

▪ Stability. Promote stability and economic growth by ensuring that all citizens rights are protected and talents utilized.

▪ Democratic Governance. To allow the inclusion of all citizens, individual talents and rights are respected.

Before Situation: Jordan’s long-term prosperity depends on accelerated economic growth. However, unemployment has been ticking up and Gross Domestic Product (GDP) growth is at a sluggish 2.5 percent annually, with regional conflicts weighing on investor sentiment. Jordan’s GDP remains heavily dependent on remittances and foreign aid. Part of Jordan’s vision for growth is to promote digitization of the economy and become a regional logistics hub for electric and transport networks. However, the private investment needed to realize this aspiration, depends on an improved business and investment environment.

In 2015, when the USAID Rule of Law Program (ROLP) project began, Jordan ranked 117/190 in the World Bank’s Doing Business Report. Investors pay attention to this report when making investment and business expansion decisions. The relatively poor ranking was hindering Jordan’s ability to attract investment and encourage business activity. In response, the Government of Jordan prioritized e-governance development as part of its Economic Growth Plan (2018-2022) because it was deemed crucial in advancing Jordan’s Doing Business rankings.

Key sub-factors in the ranking include the ease and speed of registering a business and enforcing contracts. Historically, Jordan’s company registration process could take anywhere from a week to months and require separate visits to the Chamber of Commerce and Trade, Public Security, Tax Department, Social Security, and banks. In addition, enforcing a contract could take months because a key part of the contract process is enforcement of judgments which consumed, on average, 689 days in 2015. Baseline user surveys indicated only 29 percent satisfaction with the efficiency of execution services at the Amman Palace of Justice (and comparably low scores in other jurisdictions). A lawyer, who may have hundreds of execution claims to file was allowed to file only three cases per visit! All these archaic systems impeded the ease of doing business in Jordan. By switching over to the e-governance systems, USAID ROLP developed technology to speed up these processes, thus benefitting companies, the government, and the Jordanian citizens, and in 2019, the time frame of enforcing judgement went from 689 days, to 642, showing a 6.8% decline. More businesses concentrating on conducting commerce will provide trade and employment opportunities for Jordanians.

Other aspects of the litigation process were a drag on the business environment as recognized in the Royal Committee’s Recommendations. Those Recommendations cited an ineffective service/notification process and the lack of technology to support litigation processes.

Key Interventions

● Company registration and intellectual property (IP) filing e-services

● Streamlining execution of judgments

● Judicial reforms linked with the business environment

● Institute for Public Administration (IPA) Government Leadership Program

Theme 1 – Economic Growth

Economic Growth Intervention #1 – Company Registration and IP Filing E-Service

The Activity: Technical assistance to the GOJ to streamline and automate company registration services at the Companies Controller Department (CCD) and make the service accessible online. Technical assistance to streamline and develop e-services for filing industrial property, patents, and trademarks at the Ministry of Industry and Trade.

Milestones

● Analyzed existing filing processes

● Completed e-services o Training and design work with GOJ officials o Developed e-services at CCD o Developed e-services at Ministry of Industry and Trade o Trained staff to administer the services o Developed user manuals, posted online o Public outreach about the services

● Monitoring and adjustment

● Handover / sustainability planning

What’s Interesting About the Technical Approach

● A benefit of this activity was getting agencies to work together. Many e-services involve multiple agencies and bottlenecks in the hand-off between institutions. Company registration is no exception; it requires documents from the CCD, Chamber of Commerce and Trade, Public Security, Tax Department, Social Security, and banks. Historically, inter-institutional coordination to address process bottlenecks and improve the overall service experience for users has been lacking. These e-service initiatives have brought agencies together to work on problem solving to improve the environment for future situations that require cross-agency collaboration and problem solving, towards better governance.

● We have used interns to deal with the time-intensive process of going through old files and entering information into the system. These young individuals, the future leaders of Jordan, benefit by gaining practical experience in government improvement initiatives and contributing to the betterment of their country. In the process they learn about principles of good governance and the role of public sector modernization in promoting inclusive economic growth, prosperity, and stability.

Impacts / The “After”

Results / Impacts How do We Know?

● Service time reduced significantly

● Effort reduced: businesses and individuals no longer need to visit each of six locations in person to register a business

● Reduced corruption opportunities

● Improved citizen perceptions of the integrity, responsiveness, and quality of public institutions

● Quotes from government officials / leaders

● Data on reduced registration times

● Data on reduced IP filing times

● Doing Business score overall and for relevant sub-factors

● 2020 Doing Business ranking – Jordan moved up an unprecedented 29 spots in the 2020 Doing Business rankings, and has been

The “So What?”

● One-stop shop means people don’t need to go in-person to multiple agencies (e.g., business registration previously required visits to 6 agencies) selected among the top 3 business climate improvers

Level 1 Level 2 Level 3 Level 4 USAID Goals USAID Primary Goals Fast and transparent e-services improve business perceptions of Jordan’s business and investment environment

Improved business environment leads to more investment and economic growth

Economic growth enhances economic security

Citizens who enjoy economic security are more likely to support the state, promoting political stability

Economic Security and Stability

USAID Secondary Goals Capacity: Working with GOJ agencies on e-services builds relationships across institutions and a cadre of public officials able to replicate for other services

Increases GOJ capacity to implement streamlined, transparent, and user-friendly services across government

Capacity is a key pillar of self-reliance

Local systems and staff created to enable Jordan to compete globally.

Part of Jordan’s aim towards self-sufficiency

Self-Reliance and Self-Sufficiency

Commitment: These e-services raise the standard for public service delivery in terms of efficiency, cost, transparency, accountability

Provides proof of what is possible and raises expectations about public service from both public officials and citizens

Heightened expectations usually translate into greater public demand and government commitment to deliver efficient, quality services

Commitment is a key pillar of self-reliance

Self-Reliance and Self-Sufficiency

E-services make it less expensive and onerous for SMEs and disadvantaged groups to access services they need to engage in business and other economic, and social activities

More people, businesses and organizations opt to start a business and take advantage of services and benefits they need to participate and contribute productively to society and the economy

Greater citizen participation in the economy and society allows Jordan to harness its human capital from all segments of society

Broader engagement and better use of human capital fosters more inclusive and accelerated growth and development

Inclusive Development and Growth

E-services raise the standard and expectation for

More transparent services increase public

The more people understand their government the

Governance becomes more accountable, Democratic Governance

Illustrative Human Impact Stories

● User experience and perceptions and how the services have changed behaviors and ease of doing business in Jordan– business lawyers, SMEs, women, PWDs, etc.

● Public officials’ experience – more expertise, better job satisfaction, more positive outlook towards direction of public sector reform, etc.

● Project staff experience – embedded advisors and interns

The Activity: Technical assistance to the judiciary to revamp and streamline execution processes through facilities improvements, workflow redesign, and automation.

Milestones

● Analyzed judgment execution departments in Amman, Aqaba, Irbid, Madaba, Zarqa, and Jerash.

● Renovated departments to improve workflow and working conditions.

● Streamlined workflow processes to eliminate unnecessary steps and enable parties to file up to 100 cases per visit (instead of the previous three-case limit).

● Introduced e-filing and improve case tracking and filing systems to speed case record retrievals.

● Introduced an electronic appointments system to reduce waiting times.

What’s Interesting About the Technical Approach

● The surprising level of change in the before and after results may be the most interesting aspect of this activity. The users gave the Amman Palace of Justice only a 29 percent rating for efficiency of execution services. The changes that ROLP supported – including e-filing and allowing lawyers to file an unlimited number of cases simultaneously online, when the previous limit was three cases per visit – clearly hit the right notes. As of 2019, the satisfaction rating is 78 percent. The changes are saving lawyers with high volume clients countless hours in filing and enforcing their cases. The transformation also drew the attention of social media users. A number of Facebook users posted highly positive comments about the changes. These types of improvements and the positive publicity generated in the social media help build public trust in the Government and the development path the country is on. A positive perception of the Government by its citizens contribute to Jordan’s stability.

transparency and efficiency in public service delivery understanding of the government more engaged they become and the more they hold government accountable accessible, participatory, and democratic

Economic Growth Intervention #2 – Streamlining the Execution of Judgments

● Time and effort reduced: lawyers can file an unlimited number of cases instead of three per visit, saving countless hours

● Reduced corruption opportunities

● Improved citizen perceptions of the integrity, responsiveness, and quality of public institutions

● Appointment service means people don’t need to wait in long lines

● Improve citizens’ satisfaction in services provided by the government

● User survey satisfaction scores – before and after (increase from 29% to 78%)

● Quotes from execution department staff

● Quotes from users

● Data on reduced enforcement times

● Doing Business score overall and for the

Enforcing Contracts sub-factor

Fast, reliable, and low cost judgement execution improves perceptions of Jordan’s business and investment environment

Improved business environment leads to more investment and economic growth. It leads to more marginalized populations participating in the economy.

Inclusive economic growth enhances economic security for all including marginalized populations.

Citizens who enjoy economic security are more likely to be satisfied with the direction of the country, promoting political stability

Economic Security and Stability

USAID Secondary Goals Capacity: Working with GOJ agencies to renovate three enforcement departments builds capacity to replicate for other services

Increases GOJ capacity to implement streamlined, transparent, and user-friendly services across government

Capacity is a key pillar of self-reliance

Local systems and staff created to enable Jordan to compete globally.

Part of Jordan’s aim towards self-sufficiency

Self-Reliance and Self-Sufficiency

Commitment: These more efficient services raise the standard for public service delivery in terms of efficiency, cost, transparency, accountability

Provides proof of what is possible and raises expectations about public service from both public officials and citizens

Heightened expectations usually translate into greater public demand and government commitment to deliver efficient, quality services

Commitment is a key pillar of self-reliance

Self-Reliance and Self-Sufficiency

Efficient enforcement makes it less expensive and onerous for SMEs and

More SMEs and lower income people, businesses and organizations can afford to start a

Greater participation of these groups means the benefits of development and

More inclusive economy where everyone’s rights addressed, means

Inclusive Development and Growth

● User experience and perceptions and how the services have changed behaviors – business lawyers, SMEs, women, etc.

● Court staff experience – more expertise, better job satisfaction, more positive outlook towards

The Activity: Technical assistance to the judiciary to implement key changes identified in the Economic Growth Plan (2018-2022), consistent with the Royal Recommendations, including e-notifications and improved technology for litigation processes.

● Milestones

● Expanded the authority of prosecutors and judges and use of alternative sanctions such as community service.

● Increased efficiency of court services by appointing “multi-task clerks” for different functions.

● Established video-conferencing system to enable testimony of criminal defendants from rehabilitation centers. Increased automation to expedite case processing time.

● Created mentoring program to promote the advancement of female judges and lawyers.

● Developed a monitoring and evaluation system for Ministry of Justice (MOJ) to oversee strategic objectives for 2017-2021, and operational plan activities for 2021.

● Provided specialized training to prosecutors and judges in the areas of anti-corruption and money laundering, crime scene evidence and forensic evidence, and cybercrime and electronic evidence.

What’s Interesting About the Technical Approach

● The Judiciary’s Mizan case management system was first developed in 2005. Considered a modern solution at the time, it is beginning to show its age. Various performance issues are beginning to surface. It is expensive to maintain as the software developer owns the source code and charges disadvantaged groups to solve their disputes if needed, improving their perception of the business environment business or NGO (and contribute productively to society and the economy) economic growth are shared more widely potential for higher economic output.

More efficient enforcement supports the ability to amicably resolve disputes through the formal justice system

Confidence in the formal justice system increases legitimacy of the state in the eyes of citizens

Legitimacy encourages citizen engagement and participation in governance processes

Broad citizen engagement strengthens democratic governance

Democratic

Economic Growth Intervention #3 – Judicial Reforms Linked to Business Environment for any modifications to the system. To upgrade the system and give the judiciary more ownership and control of its ongoing development, ROLP partnered with International Business Legal Associates (IBLAW), which has the unique qualification of being a law firm and an IT consultancy.

Founded by distinguished former Minister of Justice Salaheddin Al Bashir, it is leading the long and tedious process of mapping necessary improvements to the system and developing the specifications for a complete overhaul. The upgrade will include the addition of features considered important for the business environment including e-filing. It will also contribute to more transparency through improved judicial processing and streamlined access to data.

● Improved ease of use of court system

● More efficiency, reduced delays due to e-notifications

● More transparency and accountability of courts through automation of functions

● More specialized courts increase transparency and efficiency

● Quotes from court staff

● Quotes from court users

● Data on reduced service times

● Doing Business score overall and for the

Enforcing Contracts sub-factor

Level 1 Level 2 Level 3 Level 4 USAID Goals USAID Primary Goals Streamlined access to data will reduce delays and increase efficiency of courts

Increased court efficiency and reduced time for resolution of cases will improve perception of and confidence in the judiciary system

Improved confidence in judiciary and contract enforcement will promote ease of doing business

Increased citizen and business engagement support a stable government and economic growth

Economic Security and Stability

USAID Secondary Goals Ownership of the source code for Mizan will transfer to the Judiciary

This will enable the Judiciary to make modifications to the system without relying on an outside software provider which is costly

Lower costs and more control means greater self-sufficiency

Reduced time and cost for data management increases judiciary’s case-management capacity and efficiency

Self-Reliance and Self-Sufficiency

Implementation of mentoring system for female judges and lawyers

Interventions lead to empowerment of women working in the legal sector and establishing a

This leads to improvements in the performance of women legal practitioners and

Increasing just and equal opportunities for women working in the legal sector reduces social and

Inclusive Development and Growth

SMEs, women, etc.

● Court staff experience – more expertise, better job satisfaction, more positive outlook towards

The Activity: Technical assistance to the IPA is provided on three levels: Infrastructure, Business Model and the launch of an intensive Government Leadership Program. The goal of the three interventions is to train the public sector officials on matters of strategic relevance that address national priorities, raise the efficiency and effectiveness of the IPA and transforming the IPA to become a regional hub for trainings.

Milestones

● Upgraded IPA to become a specialized, high-quality provider of management training for the public sector

● Enhanced working environment and culture of excellence in the public sector

● Enhanced leadership skills in the public sector

● Revised and improved service offerings including training, research, and consultancy

● Reengineered and improved infrastructure of IPA facility

● Rebranded the IPA to give it a modern feel

What’s Interesting About the Technical Approach

● The model that was adopted at the IPA is a holistic one that focuses on raising the capacity of the institution itself (through revamping the operating model) along with meeting the requirements support system for female legal practitioners provides capacity building assistance economic barriers for women and marginalized groups to access justice

Development of specialized courts with training in commercial law, anti-corruption, money laundering and cybercrimes increases transparency and enforcement capacity

Increased knowledge in specialized sectors results in greater expertise and ability to implement better problem-solving and alternate resolutions

More efficient case management expedites case processing and reduces caseload and time to disposition

Greater reliance and confidence in judicial resolution of disputes leads to greater transparency and accountability in government institutions

Democratic Governance

Economic Growth Intervention #4 – Institute for Public Administration (IPA) Tranformation through the renovation of the physical space. That being said, the newly-designed facility will serve to the newly projections of trainees’ number, training rooms and services offered. It is also worth mentioning that the Government Leadership Program was designed in accordance with best practices and benchmarks with leading programs around the world (e.g., Kennedy School of Government Leadership program).

● Training participants – find out about measures undertaken by training participants after the training, through interviews held several months after the trainings

● Public officials prepared to implement business environment improvement solutions

● Improved leadership and management skills for those charged with managing the change processes

● Improved IPA infrastructure

● Improved IPA operating model

● Participants walked away with Business Solutions to improve business environment

● Participants post training evaluations

● Quotes from participants

● Measures undertaken by participants

● Reopening of the newly renovated building

● Operating model effectively implemented

Level 1 Level 2 Level 3 Level 4 USAID Goals USAID Primary Goals Newly Implemented Operating Model

Better in house operations

Efficiency and effectiveness adopted

Better training delivery on national priorities and better training quality for public sector officials

Economic Security and Stability

USAID Secondary Goals Renovated IPA Improved physical space Enhanced quality of the trainings delivered, rooms and space

Cost effectiveness for the IPA and reduced external rental

Self-Reliance and Self-Sufficiency

Implemented Government Leadership Program

Highly trained senior public sector employees

Improved job performance in accordance with best practices

New innovative ways in performing tasks and minimizing bottle necks

Improvement of the delivery of Services/

Before Situation: Hundreds of services are delivered by approximately 90 government institutions to millions of Jordanians every year. However, there is a public perception of corruption and ineptitude as indicated by the Transparency International Corruption Perceptions Index (CPI) ranking of 58 out of 180 in 2018. Opaque, inefficient and expensive manual public services are labor intensive. Lack of coordination between public sector institutions leads to bottlenecks for services requiring involvement of multiple entities. Unreliable and inconsistent quality of services arises due to lack of standardized service. Services exhibit weak accountability and result in frustration with government officials, wasted time and effort, and excessive cost to citizens. The lack of information on the operations of public institutions inhibited the ability of civil society to hold government accountable, which is vital in a democratic system. An access to information law was recently adopted but many GOJ agencies did not understand its requirements and had done little or nothing to implement it. The design of many court facilities undermines transparency as people need to go to different offices behind closed doors to do business with the courts.

Key Interventions/Milestones

● Development of e-services.

● Building GOJ capacity to develop e-services, a key GOJ reform priority.

● Access to Information Law implementation.

● Facility renovations that improve transparency – e.g., central intake.

● Strengthening corruption complaint system at the JIACC.

The Activity: Technical assistance to the GOJ to streamline and automate most of the government services and make them accessible online. The project will assist GOJ entities to implement an estimated 156 e-services out of the GOJ’s target of approximately 560 new e-services under Vision 2020.

Milestones

● Mapped existing services and identified services to automate based on GOJ priorities

● Developed and launched e-services o Training and design work with GOJ officials o Developed first e-services for MOJ o Developed e-services for the Ministry of Social Development (MOSD) o Developed e-services for CCD o Trained staff to administer the services o Developed user manuals, posted online o Public outreach about the services

● E-services used

● Measured impacts on improved speed and user satisfaction

● Monitoring and adjustment of the services as needed, relying on public feedback

Theme 2 – Transparency

Transparency Intervention #1 - E-Services

● These e-services end up being a simple, streamlined solution but they are a major effort to develop.

In some cases, multiple ministries are involved (six for the company registration) and they each have a distinct culture and are not accustomed to inter-institutional collaboration. The ministries often proposed an ambitious three-month deadline for development of e-services, which would be impossible using traditional procurement processes. ROLP instead embeds IT staff at the agencies to develop the solutions. This saves time and cost and maintains ownership of the software with the GOJ. ROLP staff can help the GOJ with the initial design and react quickly to the many modifications the ministries inevitably request for each e-service. The staff’s daily presence allows them to mentor and train GOJ staff to assume responsibility of the e-services and creation of any new ones in the future, for self-sufficiency and self-reliance.

● The side benefit of developing these e-services is that it causes agencies to step back and analyze their processes. Staff learn the process of streamlining their systems and processes and to think about the services from the perspective of different types of users, including women and PWDs.

This improves the culture of responsiveness to the public and inclusive development, which is a critical underlying feature of a healthy democratic governance system.

● Reduced corruption opportunities

● Improved citizen perceptions of the integrity, responsiveness, and quality of public institutions

● One-stop shop means people don’t need to go in person to multiple agencies (e.g., business registration previously required visits to six agencies)

● Building a culture of inter-institutional collaboration, information sharing, best practice dissemination, problem solving, continuous improvement

● Social media posts

● Quotes from government officials / leaders

● Data on reduced service times

● Doing Business score overall

Fast and transparent e-services improve business perceptions of Jordan’s business and investment environment

Improved business environment leads to more investment and economic growth

Economic growth enhances economic security

Citizens who enjoy economic security are more likely to support the state, promoting political stability

Economic Security and Stability

SMEs, women, PWDs, etc.

● Public officials’ experience – more expertise, better job satisfaction, more positive outlook towards

● Project staff experience – embedded advisors and interns

The Activity: Grant to the Center for Defending Freedom of Journalists (CDFJ) to implement access to information law in 22 GOJ agencies.

Milestones:

USAID Secondary Goals Capacity: Working with GOJ agencies on e-services builds relationships with IT providers and a cadre of public officials able to replicate for other services

Increases GOJ capacity to implement streamlined, transparent, and user-friendly services across government

Capacity is a key pillar of self-reliance

Self-Reliance and Self-Sufficiency

Commitment: These e-services raise the standard for public service delivery in terms of efficiency, cost, transparency, accountability

Provides proof of what is possible and alters expectations from both public officials and citizens

Altered expectations usually translates into greater public demand and government commitment

Commitment is a key pillar of self-reliance

Self-Reliance and Self-Sufficiency

E-services make it less expensive and onerous for SMEs and disadvantaged groups to access services they need to engage in business and other economic, and social activities

More people, businesses and organizations opt to start a business and take advantage of services and benefits they need to contribute to society

Greater citizen participation in the economy and society allows Jordan to harness its human capital from all segments of society

Broader engagement fosters more inclusive and accelerated growth and development

Inclusive Development and Growth

E-services raise the standard and expectation for transparency and efficiency in public service delivery

More transparent services increase public the government

The more people understand their government they become engaged and hold government accountable

Governance becomes more accessible, participatory, and democratic

Democratic

Transparency Intervention #2 - Access to Information

● Worked with the GOJ to select 22 agencies to train and assist with Public Access to Information Law implementation

● Assisted each agency with drafting and adoption of internal procedures

● Designated and trained public information officers in each agency

● Formed information classification committees

● Launched access to information services

● Assisted agencies to place more information on their websites

● Trained lawyers around the country on classification of information who can help GOJ institutions going forward

● Trained journalists and NGOs about how to use the law to monitor government performance and report irregularities

What’s Interesting About the Technical Approach

● Many of these GOJ agencies ROLP has worked with were not even aware of the Public Access to Information Law and its requirements. Classification of information (as public or secret) is challenging as several different laws provide conflicting requirements. For these reasons, ROLP recognized the risk of very inconsistent classification of information across agencies. ROLP promoted the idea of Information Classification Committees to make the process of information classification more transparent and to reduce subjectivity. The result was more information being classified as public than would likely have occurred without ROLP interventions.

● Classification of information is a tedious process. ROLP interns played an important role in getting agencies set up to timely respond to public access to information requests.

● Twenty-two government entities were supported to provide timely access to information in accordance with the Public Access to Information Law

● More information proactively posted on agency websites

● Data on public information requests, response times, etc.

● User testimonials – citizens, NGOs, journalists

● Public official testimonials

Level 1 Level 2 Level 3 Level 4 USAID Goals USAID Primary Goals Transparency through improved access to public information is proven to promote government integrity and efficiency

Many businesses and investors consider government transparency, integrity, and efficiency when deciding whether to

Economic growth enhances economic security

Citizens who enjoy economic security are more likely to support the state, promoting stability

Economic Security and Stability

● User experience with information services – journalists, NGOs

● Public officials’ experience – change in mindset about the public’s right to access information and the government’s responsibility to be transparent in their activities

● Grantee’s experience

The Activity: Improve 12 judicial facilities towards more transparency and improved access and efficiency, while providing a more professional working environment.

Milestones

● Identified court facilities with layouts that impede transparency, efficiency, and access

● Developed design to centralize intake functions and other facility improvements

● Conducted procurements and contracted with architecture and construction firms

● Completed pilot court facility improvements invest and do business

USAID Secondary Goals The ROLP developed process for implementation of the access to information law is replicable

The GOJ has increased capacity to implement the law in other agencies across government

Capacity is a key pillar of self-reliance and self-sufficiency

Self-Reliance and Self-Sufficiency

Commitment:

Implementing the access to information law in 22 agencies has provided proof of concept and a tipping point

The tipping point means other agencies are under more pressure to implement the law

This pressure has altered the dynamic and had the effect of raising commitment to the effective implementation of the law

Commitment is a key pillar of self-reliance

Self-Reliance and Self-Sufficiency

Broader access to information increases the ability of marginalized groups to hold the government accountable

GOJ becomes more accountable for equal application of the law and non-discrimination

More equal treatment levels the playing field for small businesses and historically underprivileged citizens

A level playing field leads to more people benefiting equally from development and growth

Inclusive Development and Growth

Access to public information enables citizen understanding of government

Citizen understanding enables effective participation in their government processes

Participation is a pillar of responsive and stable democratic governance

Democratic

Transparency Intervention #3 – Facility Improvements

● Completed 12 court facility improvement

● Many of the judicial facilities were designed in a way that hindered work, departments working closely together were far apart, sometimes on different floors, no appropriate waiting areas were designed, no queuing systems were installed. The facilities were reengineered in a way to ensure a proper work flow, including building new counters and restructuring the layout of rooms, and reduce the disorganization of crowds by establishing appointment and queueing systems and designating waiting areas. It should be noted that every project ROLP carried out took PWD’s into consideration to ensure their easy access to the new facilities.

● Some departments were eliminated and a comprehensive employee system was established, where a court user can go to a single window and the employee there can help with a variety of cases, rather than go from one office to another, as it was previously. A help desk was also established to direct court users to the right employee and a self-inquiry computer was installed to allow lawyers and trainee lawyers to inquire about cases.

● The facilities run in a functional, organized manner, meeting international best practices, reducing the time needed to deal with cases and requests

● PWDs access to justice is promoted through installing braille signs and other facility accommodations.

● Centralized court intake counters with glass partitions make transactions more transparent

● More efficient and accessible layout

● Improved working environment for court personnel

● Quotes from court officials / leaders

● Court user survey results on the topics of access, transparency, customer service, etc.

A more modern and transparent court facility improves the image of the judiciary to businesses and investors

Businesses and investors are more likely to invest and do business in Jordan

Increases economic growth which is required to improve security and stability

Economic Security and Stability

USAID Secondary Goals Modernized facilities improve

A better self-image can lead to more

More professional staff results in more

● User experience and perceptions – lawyers, business lawyers, women, PWDs, etc.

● Court staff experience – better job satisfaction, more positive opinion of transparency, etc.

The Activity: Technical assistance to the Jordanian Integrity and Anti-Corruption Commission (JIACC) to automate and improve the corruption complaints system.

Milestones

● Diagnosis of the current complaints system

● Designed software to automate the system

● Provided software management services for JIACC

● Developed and tested the system

● Rolled out the system to different institutions

● Public outreach to build awareness of the system

What’s Interesting About the Technical Approach

● JIACC is focused on enhancing their complaint systems and is undergoing major improvements in its performance regarding IT operations, forensic investigation, and data analysis and storage, along with organizational structural changes to better process, analyze, and investigate the complaints and cases they receive. Due to the importance of fighting corruption to developing more efficient and effective government systems and strengthening the Jordanian economy, ROLP provided JIACC with the forensic lab and IT equipment needed to facilitate their work and ensure that best practices are met.

Impacts / The “After”

● Due to the new sophisticated forensic & IT equipment and the training provided to staff, corruption cases are dealt with in a much faster, more accurate manner. Further, it has been made easier to file complaints and follow up on their status.

court staff’s image of their work professional and ethical individuals seeking work in the courts ethical, responsive and efficient service delivery which are essential to democratic governance

Transparent court design creates a more accountable and accessible court system

Women are more able to access the courts to secure their rights and receive fair treatment

Improved ability of women to enforce rights under the law is essential to equality and empowerment

Gender Equality and Empowerment

Transparency Intervention #4 – Corruption Complaints System

● Automated system allows transparency through ability to track the progression of cases

● Makes it easier to file complaints and find out their status

● Improves accountability for handling of complaints by providing data on average case processing times, outcomes etc.

● Higher citizens’ satisfaction by showing that their voices are being heard.

● Data on number of complaints filed since the system was launched

● Quotes from system users (complaint filers)

● Quotes from JIACC staff responsible for the system

A more credible, transparent corruption complaints system deters corrupt conduct and gives businesses a method of redress if they encounter corruption

Businesses and investors are more likely to invest and do business in Jordan when they believe credible corruption prevention and enforcement systems are in place

Increases economic growth which is required to improve security and stability

Economic Security and Stability

USAID Secondary Goals A more credible, transparent corruption complaints system deters corrupt conduct

Reducing corruption reduces cost of public services and results in more ethical and capable professionals taking government jobs

Lower cost and better people make government services more efficient, effective, and sustainable

Self-Reliance and Self-Sufficiency

A more credible, transparent corruption complaints system deters corrupt conduct

Corruption is one of the main threats to democracy so controlling corruption creates supportive conditions for democratic governance

Democratic Governance

A more credible, transparent corruption complaints system deters corrupt conduct

Corruption disproportionately impacts women and other disadvantaged groups so

Gender Equality

● User experience with complaints system – citizens, NGOs, women, etc.

● JIACC staff experience – easier to do their work, more productivity, better job satisfaction, more positive opinion of their institutions efforts against corruption, etc.

controlling corruption removes a barrier to women’s equality

Before Situation:

Starting in 2010, a number of public demonstrations were held in Amman and other cities demanding reforms within the government. The protests focused on government corruption, rising prices, rampant poverty, and high unemployment.

The King responded by forming a new government that promised to expand public freedoms that engaged with civic opposition groups, and labor and business leaders and indicated an easing of restraints on public freedoms and political activity. Subsequent constitutional amendments in 2011 included language that for the first time described the judicial power as independent. The Judicial Council prepared a strategic plan that targets judicial independence and has taken some steps to increase its transparency, yet the legal and institutional framework are not in place to make an independent judicial system a reality.

The King demonstrated support for the separation of powers and independence of the judiciary several times over the past few years. In September 2011, he sent a letter to the Chief Justice of the Judicial

Council expressing his support for the independence of the Judicial Authority, the appointment of judges by the Judicial Council, as well as for efforts to strengthen the capacity of the judiciary, improve facilities and infrastructure, strengthen judicial inspection, and enhance cooperation among state branches to promote greater rule of law. The King’s letter inspired the Judicial Council to build the capacity of its administrative units to undertake the analyses and strategic planning processes needed to prepare the

2012-2014 Judicial Authority Strategic Plan. The process followed participatory good practices and witnessed the rise of many mid-level and senior judges as champions for change. Additionally, the establishment of the Constitutional Court has the potential to provide an additional check on all three branches of government.

The World Justice Project (WJP) evaluates countries across different regions to present a portrait of the rule of law in each by providing scores and rankings based on eight factors: constraints on government powers, absence of corruption, open government, fundamental rights, order and security, regulatory enforcement, civil justice, and criminal justice. In 2011, the WJP's Rule of Law Index ranked

66 counties, with Jordan ranked second highest within the region. However, Jordan was ranked 55/66 countries with regard to Discrimination and 63/66 with respect to Labor Rights.

The WJP's 2015 Rule of Law Index ranked Jordan 41/102, with a score of 0.56. Jordan's rank was lowest measured against the following metrics: Open Government (score: 0.46; rank: 76/102);

Constraints on Government Power (score: 0.49; rank: 69/102); and Fundamental Rights (score: 0.52;

rank: 68/102).

To increase the effectiveness and respect for the rule of law, Jordan required stronger checks and balances that promote judicial independence and accountability. The ROLP project began in 2015 with

Theme 3 – Judicial Reform the objective to strengthen and increase public demand for GOJ accountability, transparency, judicial independence, and protection of human rights.

Key Interventions/Milestones:

The Activity: Technical assistance to the judiciary to develop expertise to plan and manage its operations and support for the Judicial Council (JC) General Secretariat to establish capacities for planning, training, budgeting, human resources administration, ICT, and media relations.

Milestones:

● Supported MOJ in establishing new processes related to archiving all decisions reviewed by the Attorney General’s office.

● Provided laptops and other needed equipment to JC staff and Cassation Court judges to facilitate the work of the General Secretariat.

● Technical support provided to draft and update the Governance Manual and Strategic Planning Guide.

● Submitted a report to restructure and streamline government and JC processes, including documenting methodologies and standard operating procedure, process reengineering, organization development frameworks, and human resources plan.

● Provided equipment to enhance MOJ's IT and communications capabilities, including desktop and laptop computers, printers, scanners, rack servers, and other necessary items.

● Provided the Media and Communication Unit at the General Secretariat with a media specialist and two assistants to work on the institutionalization of the Unit and develop a media platform

● Assisted in drafting the Annual Judiciary Report for 2018

● Supported the MOJ in designing and developing a courts excellence award model with the objective to improve service delivery, increase customer satisfaction, and promote competition between different courts of the same size and kind

What's Interesting About the Technical Approach

This technical approach focuses on direct engagement directly with GOJ ministries to achieve the strategic objectives of enhanced public accountability and transparency. The overall improvement and strengthening of the entire GOJ will be accomplished with the MOJ’s contributions to this project. This technical approach therefore aligns well with the USAID/Jordan Development Objectives. In addition, working directly with the GOJ ministries supports the increased links between GOJ, CSOs, and public advocacy groups with an interest in government accountability, transparency and integrity.

Judicial Reform Intervention #1 - Development of Well-Resourced Judicial Council (JC) and General Secretariat

● Development of a more efficient and harmonized organizational structure

● More effective and transparent government services

● Testimonials of justice sector employees

● Jordan’s Rule of Law Index ranking

Level 1 Level 2 Level 3 Level 4 USAID Goals USAID Primary Goals General Secretariat provided with a media specialist and two assistants for their media and communication unit

Supports institutionalization of the communications unit and development of a media platform

Professionalized and trained communications department strengthens and enhances public awareness about MOJ’s vision, goals and ongoing projects

Consistent communications policy and platform fosters greater transparency and promotes confidence in the judiciary

Economic Security and Stability

USAID Secondary Goals Working with the General Secretariat and JC to build relationships across agencies and governorates supports dissemination of information and best practices across entities

Increases capacity for JC to replicate processes and services

Provides support for JC and local governorates to create local systems and resources

Capacity and development of local systems…