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Legal Service & Justice Sector Reform (Training Implementation Plan and M&E Plan)

Table of Contents LIST OF ACRONYMS AND ABBREVIATIONS ................................................................................................... 4

SECTION 1: BACKGROUND TO TRAINING PLAN ............................................................................................ 5

1.1 Introduction ........................................................................................................................................ 5

1.2 Conclusions and Recommendations from Needs Assessment ........................................................... 6

1.3 Specific Objective of the Assignment.................................................................................................. 7

1.4 Scope of the Assignment .................................................................................................................... 8

SECTION 2: LITERATURE REVIEW .................................................................................................................. 9

2.1 Law Reporting ..................................................................................................................................... 9

2.2 Law Reform ....................................................................................................................................... 10

2.3 Legislative Drafting............................................................................................................................ 12

2.4 Civil Law Practice ............................................................................................................................... 12

SECTION 3: TRAINING PLAN WITH IMPLEMENTATION STRATEGIES .......................................................... 16

3.1 Ministry of Justice ............................................................................................................................. 16

3.1.1 Job and Task Analysis Conclusions ............................................................................................. 16

3.1.2 Job and Task Analysis Recommendations .................................................................................. 16

3.1.3 Proposed Capacity Building Actions ........................................................................................... 17

3.2 Legal Service ...................................................................................................................................... 19

3.3 Legal Service Civil Division of the Attorney Generals Department ................................................... 19




3.4 Legal Service Legislative Drafting Division of the Attorney Generals Department .......................... 21




3.5 Law Reform Commission .................................................................................................................. 22



3.5.3Proposed Capacity Building Actions ........................................................................................... 22


3.6 Council for Law Reporting ................................................................................................................. 23




SECTION 4: IMPLEMENTATION PLAN.......................................................................................................... 25

SECTION 5: MONITORING AND EVALUATION PLAN ................................................................................... 37

APPENDIX


LIST OF ACRONYMS AND ABBREVIATIONS

AER - All England Law Reports

CALRA - Commonwealth Association of Law Reform Agencies

CFTC - Commonwealth Fund for Technical Co-operation

CIIAN - Canadian International Institute of Applied Negotiation

CLR - Council for Law Reporting

GLR - Ghana Law Report

HRMD - Human Resource and Management Directorate

IBA - International Bar Association

ICLR - Incorporated Council of Law Reporting

IT - Information Technology

LPD - Legal Practice Division

LRA - Law Reform Agencies

LRC - Law Reform Commission

LSCD - Legal Sector Civil Division

LSLDD - Legal Service Legislative Drafting Division

MDA - Ministries Departments and Agencies

MoJ - Ministry of Justice

MoJAGD - Ministry of Justice and Attorney Generals Department

PPID - Public and Professional Interest Division

PPME - Policy Planning Monitoring and Evaluation

RIPA - Royal Institute for Public Administration

RPDR - Registered Practitioner in Dispute Resolution

RSIM - Research, Statistics and Information Management

UNDP - United Nations Development Programme


SECTION 1: BACKGROUND TO TRAINING PLAN

1.1 Introduction

The Government of Ghana with support from the United Nations Development Programme

(UNDP) has embarked on a programme to reform the justice and legal sector through a Legal and

Justice Sector Reform.

The Programme Document to the “Legal Service and Justice Sector Reform Programme: Improving

Quality of Legal Service and Justice Delivery in Ghana,” among others stated that Ghana has a deep

respect for and protection of fundamental human rights and freedoms including the right to a fair

trial and legal defense by providing access to justice for all persons. In 2012, a Baseline Survey of

the Justice Sector was conducted to provide information on the current levels of knowledge,

experience and attitudes of the public to the justice sector in Ghana. The survey identified the level

of transparency and the speed of the processes and proceedings in the formal justice system as the

significant issue in the sector. All the reforms proposed by the survey’s respondents were aimed at

improving access to and the quality of justice delivery in the formal and informal justice systems.

Given this situation, the Ministry of Justice and Attorney Generals Department (MoJAGD)

partnered the UNDP to develop targeted reforms aimed at improving the quality of legal service

delivery. The process was initiated with intensive consultations of legal service and justice sector

institutions.

To further Ghana’s development efforts, its legal service and justice delivery system must become

more efficient and effective. This can be achieved by ensuring that key institutions are better

equipped to function as required. A review of these institutions revealed that they lacked a consistent

source of the basic tools necessary for efficient administration of their offices, while some do not

have adequate structural and institutional capacity.

To contribute to resolving the critical problem facing the Legal Service and Justice Sector in Ghana,

the programme was designed to contribute to an overall goal of a more accessible, fair, responsive,

and accountable Legal Service and Justice Sector that is structured to provide legal services efficiently

and improve access to justice. The programme document indicates further that the programme does

not envision sweeping reforms but will implement targeted interventions.

The strategy adopted for Output 5 for the Programme is to strengthen the Legal Service, the Ministry

of Justice and Attorney Generals Department particularly it’s Legal Service Civil Division, Legal

Service Legislative Drafting Division and selected institutions including the Law Reform

Commission and the Council for Law Reporting.


Thus the immediate outcomes of the Programme, which will contribute to the achievement of the

overall goal, are:

(1) Strengthened administrative efficiency and inter-institutional collaboration of Legal Service

and Justice Institutions by the end of 2016; and

(2) Strengthened technical and operational capacity of Legal service and Justice Sector

institutions by the end of 2016

It must be noted that due to delays with the project the targets have to be modified and the

assumption is that the targets will be achieved by 2017.

The overall objective of the assignment is to develop a training plan for the Ministry of Justice, the

Legal Service Civil Division of the Attorney Generals Department, the Legal Service Legislative

Drafting Division of the Attorney Generals Department, the Council for Law Reporting and the Law

Reform Commission.

The first phase of the assignment involved undertaking a training needs assessment for the Ministry

of Justice and four of its agencies including Legal Service Civil Division, Legal Service Legislative

Drafting Division, Law Reform Commission and the Council for Law Reporting. The exercise

included reviewing the mandates of the relevant institutions, the skills required to effectively

implement these mandates, a job and task analysis of the staff to identify current and desired job

performance as well as existing and desired competencies and skills.

1.2 Conclusions and Recommendations from Needs Assessment

The needs assessment exercise concluded that there is the need to address the problem of

understaffing in some of the agencies to enable them to have the critical number of staff necessary

to make them productive in their area of work. Such staff will have to be properly oriented and

trained to make them effective and efficient.

The report gives the key findings from the needs assessment undertaken from the MoJ and four

legal sector institutions under it identifying gaps and making recommendations to improve their

efficiency and effectiveness as part of the reforms process. Some of the training needs identified

include the following:

1) The need for orientation/re-orientation for staff in all the institutions (including newly

recruited staff) to enhance their appreciation of their individual and collective roles in

meeting the mandate of their individual intuitions/organizations.

2) The need for continuous professional development for all lawyers within the legal sector in

their areas of specialization, and job specific training for identified staff in the various

institutions. Formal training should be specific and targeted to enhance their respective skills


and improve job performance. Coaching and mentoring programmes, as well as in-service

training can also be utilized to enhance skills to improve efficiency.

3) Computer training was identified by all institutions, which should go hand in hand with

specialised software to enhance their work. Infrastructural needs also have to be addressed.

4) The Ministry of Justice needs to align its staff needs with its mandate and ensure that key

staff are sensitized on relevant laws and processes to facilitate their roles. Its library should

be equipped and modernized to serve lawyers within its agencies. Key positions within the

Ministry and agencies need to be filled and infracstrucural concerns addressed.

5) The Legal Service needs to be activated to enable the Service have a core of well-trained

administrative staff to effectively support the work of the lawyers in the Legal Service. The

position of the Solicitor General should be filled and the person appointed given training in

public and financial administration.

6) With respect to the Legal Service Civil Division, there is the need to appoint a substantive

director as is the case in other divisions. There is also the need for the enhancement of the

litigation skills of lawyers of the Division through training and coaching, as well as training in

other specialised areas to improve their efficiency. In addition there is also a need for the

engagement and training of Law Clerks with relevant “working legal knowledge” to enable

them effectively help lawyers with their work.

7) With regard to the Legal Service Legislative Drafting Division, ensuring that lawyers are given

training skills on legislative drafting and in specialised areas of the law will enhance their

work. Their work should be supported by trained researchers and Law Clerks.

8) Training is needed for lawyers and research officers of the Law Reform Commission to equip

them to write project proposals to source for funding for the Law Reform Fund to facilitate

their research work and training to enhance their legal research and writing skills.

9) Internship for lawyers of the Council for Law Reporting in other law reporting institutions

will greatly enhance their work. Training in other specialised areas will also improve their

skills. Current staff including Proof Readers, Law Reporters and administrative staff also

need training in information technology (IT) and marketing to enable them modernize the

law reporting system they currently use and market their products.

1.3 Specific Objective of the Assignment

Following the submission of a Needs Assessment Report, the immediate objectives for this

assignment are to:

(i) Develop a comprehensive specialised training plan for identified groups and individual

members within the civil divisions based on the findings of the needs assessment and

best practices around the globe.

(ii) Identify and propose relevant and specialised training methods and effective strategies

for implementing the plan, including training methodologies such as coaching, mentoring

etc.


(iii) Develop a monitoring and evaluation plan for monitoring progress in the

implementation of the plan.

1.4 Scope of the Assignment

Following the assessment undertaken to ascertain the needs of key staff of the MoJ and four of its

agencies (including the Legal Service Civil Division, Legal Service Legislative Drafting Division, Law

Reform Commission and the Council for Law Reporting) the training implementation plan is

designed to facilitate targeted training to enable the sector achieve the reform objectives. The focus

is on core staff who can directly contribute to meeting the mandate of the various justice sector

institutions which fall under the Ministry of Justice and Attorney Generals Department.


SECTION 2: LITERATURE REVIEW

As part of the methodology, literature was also sourced from institutions in other jurisdictions on

best global trends from which the institutions that the training plan is being developed for can benefit

from.

Research was undertaken to identify best practices for training in the areas of law reporting, law

reform, legislative drafting, law practice and dispute resolution. The findings are summarised in this

section.

2.1 Law Reporting

The Incorporated Council of Law Reporting for England & Wales, more commonly known as

the Incorporated Council of Law Reporting (ICLR) is a registered charity based

in London, England that publishes law reports of English law. The company is widely recognized as

a reputable producer of reports (and the only 'official' source), which are used

by students, academics, journalists, lawyers and judges across the country.

According to the company's memorandum of association, the ICLR was established with the

following principal aim: The preparation and publication, in a convenient form, at a moderate price,

and under gratuitous professional control, of [The Law] Reports of Judicial Decisions of

the Superior and Appellate Courts in England and Wales.

The ICLR also has a set of criteria for law reporting, originally proposed by Nathaniel Lindley (who

later became Master of the Rolls and subsequently a Lord of Appeal), which said that care should

be taken to exclude from the reports those cases that passed without discussion and were valueless

as precedents, and those that were substantially repetitions of earlier reports to which was added the

following list of valuable (and thus worthy of reporting) categories:

All cases which introduce, or appear to introduce, a new principle or a new rule.

All cases which materially modify an existing principle or rule.

All cases which settle, or materially tend to settle, a question upon which the law is doubtful.

All cases which for any reason are peculiarly instructive.

The Law Reports are the official series of Reports cited in the High Court and Court of Appeal.

Published since 1865, The Law Reports are widely regarded as the most authoritative series of law

reports for England and Wales. As the official series they are cited in preference to any other reports

of the same case.

https://en.wikipedia.org/wiki/Charitable_organization

https://en.wikipedia.org/wiki/London

https://en.wikipedia.org/wiki/England

https://en.wikipedia.org/wiki/Law_report

https://en.wikipedia.org/wiki/English_law

https://en.wikipedia.org/wiki/Student

https://en.wikipedia.org/wiki/Academia

https://en.wikipedia.org/wiki/Judge

https://en.wikipedia.org/wiki/Memorandum_of_association

https://en.wikipedia.org/wiki/Courts_of_England_and_Wales#The_Senior_Courts_of_England_and_Wales

https://en.wikipedia.org/wiki/Nathaniel_Lindley,_Baron_Lindley

https://en.wikipedia.org/wiki/Master_of_the_Rolls

https://en.wikipedia.org/wiki/Lords_of_Appeal_in_Ordinary


Produced monthly the new consolidated Law Report partly brings together all of the four

subdivisions, from the Queen’s Bench (QB), Chancery (Ch) and Family (Fam) Divisions of the High

Court and Court of Appeal, references to the European Court of Justice, and Appeal Cases (AC)

heard in the UK Supreme Court and Judicial Committee of the Privy Council and offers detailed

coverage of the leading cases and appeals from these courts.

The distinctive benefit of The Law Reports is that, the case reports normally include a summary of

counsel’s argument, prepared by the reporter who attended the hearing, and approved by counsel

prior to publication.

The Law Reports Bound Volume Service includes monthly delivery of paper parts as well as separate

bound volumes for AC, QB, Ch and Family Divisions at the end of the year.

The All England Law Reports (abbreviated in citations to All ER) are a long-running series of law

reports covering cases from the court system in England and Wales. Established in 1936, the All

England Law Reports are a commercially produced alternative to the "official" reports produced by

the Incorporated Council of Law Reporting (under the title The Law Reports). The reports

encompass judgments with head notes and catchwords from the House of Lords, both divisions of

the Court of Appeal and all divisions of the High Court. The series contains cross-

references and hypertext links to both other All England cases and legislation cited in the Report.

The All England reports are published by LexisNexis Butterworths and Thomson Reuters (Sweet

& Maxwell). Recently, a second set of reports, titled “The All England Law Reports Reprint” (All

ER Reprints), has been published to cover around six thousand key cases from between 1558 to

when the publication of the All England series began in 1936. A further three thousand important

cases from the period 1861-1935 is available in a complementary series “The All England Reprints

Extension.” The latter series is published by LexisNexis Australia, while the former two are

published by the company's UK division.

These institutions take in interns who can learn the new trends/ methods of law reporting which are

developed by them to improve our system of law reporting in Ghana.

2.2 Law Reform

The Commonwealth Association of Law Reform Agencies (CALRA) was formed to foster and

encourage international cooperation on law reform. CALRAs’ overall purpose is to encourage

international cooperation on law reform – so as ultimately to improve the law and society across the

world. It is an Association of Law Reform Agencies (LRA) and others working or interested in law

reform.

CALRAs is seeking in a modest way to assist capacity-building in law reform internationally by,

among other activities:


(a) Organizing International conferences on law reform, including immediately before the

Commonwealth Law Conferences held in different countries: (1) in 2005 in England; (2) in 2007 in

Kenya; (3) in 2009 in Hong Kong; (4) in 2011 in India; and (5) in 2015 in Scotland - with the national

LRA in the jurisdiction. The next CALRAs conference is expected to be in 2017.

(b) Engaging with the Commonwealth and Governments to seek high quality law reform geared to

the specific country – including: encouraging and assisting the establishment and development of

effective and good quality LRAs, both inside and outside the Commonwealth; and becoming

significantly involved in triennial Commonwealth Law Ministers Meetings, both those attended by

the Law Ministers of all Commonwealth countries and those attended by the Law Ministers of Small

Commonwealth Jurisdictions. Outcomes have included providing and presenting papers for some

of those Meetings, and presenting reports about CALRAs’ activities to all Commonwealth Law

Ministers Meetings since 2005.

(c) Providing training courses in-country, regionally and internationally, most recently in Malaysia

and Brunei, and regionally in Nigeria (for West Africa) and in Trinidad (for the Caribbean). The

General Secretary has led a study course on law reform methodology in London for senior law

reformers across the Commonwealth (and beyond) each year from 2008, and is leading a similar

course there from 12 to 16 October 2015.

(d) Reviewing existing law reform machinery and methods in-country; and

(e) Developing strong relationships with many relevant organisations, including as a founder member

of the Commonwealth Legal Forum, a group of Commonwealth legal associations, including the

Commonwealth Association of Legislative Counsel, Commonwealth Lawyers Association,

Commonwealth Legal Education Association, Commonwealth Magistrates and Judges Association,

the British Institute of International and Comparative Law, and the Rule of Law Division of the

Commonwealth Secretariat.

Overall, it encourages international cooperation in law reform. Although resources are very limited,

the association indicates that they believe they have helped put law reform higher on the agenda of

the Commonwealth and of many of its members.

Membership of CALRAs is generally open to: institutional LRAs, individuals with a current or

previous tie to an LRA, and other bodies and individuals supporting the aims of CALRAs. CALRAs

is an informal body. It has no paid staff and is run by volunteers. Annual membership fees have

deliberately been kept low.

Lawyers interested in law reform can take part in their training programmes and learn new trends in

law reform to improve their systems.


2.3 Legislative Drafting

The Commonwealth Legislative Drafting Course is a 12 week Course run on behalf of the

Commonwealth Secretariat for African member states and was run in Ghana for a number of years.

The objectives of the Course is to address the scarcity of drafters and to provide initial formal training

to Legislative Drafters by developing their competences in the essentials of Legislative Drafting for

the purpose of improving performance, efficiency and effectiveness.

Plans are far advanced to institutionalize the Legislative Drafting Course as a post graduate

programme of the Ghana School of Law.

The curriculum for the Commonwealth Secretariat's Legal and Constitutional Affairs Division

(ComSec) Legislative Drafting Programme was put together by an international project advisory

group of expert trainers and is based on Commonwealth legal practice. Course design and

development was jointly funded by the Commonwealth Fund for Technical Co-operation (CFTC)

and another organisation. The author, Professor Keith Patchett, is a legislative drafter and trainer

from the Royal Institute for Public Administration (RIPA) in London, and instructional design was

provided by TDA Consulting Group Ltd. of Kew, England. The guided independent study course

uses print materials and audio tapes, in some cases supplemented by local mentor support, and is

designed for adaptability to individual jurisdictions. It serves both as an introduction to drafting as

well as an upgrade for practicing professionals. A field test with a group of trainee drafters in

Barbados further refined the course; a six-module version was approved in 1993, and a revised

edition for 2000 was issued. Commonwealth Distance Training Course in Legislative Drafting.

Lawyers interested in legislative drafting can attend some of the training programmes in legislative

drafting run by these institutions.

2.4 Civil Law Practice

The International Bar Association (IBA) is divided into two divisions – the Legal Practice Division

(LPD) and the Public and Professional Interest Division (PPID). Each Division houses various

committees and fora that are dedicated to specific practice areas. These committees and fora issues

regular publications that focus on areas of interest in international legal practice.

The PPID houses the Bar Issues Commission (BIC) and Human Rights Institute (IBAHRI). The

BIC was established in 2004 and consists of representatives from bar associations and law societies

around the world.


Legal Internship Programmes

Intern positions are available for undergraduate law students, postgraduate law students, and newly

qualified lawyers at the International Bar Association's offices in London, The Hague and

Washington DC.

Interns can get the opportunity to work in fairly large law firms in developed countries where case

conferences are held for lawyers handling cases have to identify and develop their legal arguments

before their peers in preparation for going to court to handle briefs. This enables lawyers to prepare

well before going to court on a case and gives the opportunity to other lawyers to question them and

give directions on how to handle cases better.

In attempts to adopt country specific best practices, some advanced Law Firms in Accra have also

developed a peer review mechanism which is referred to as the “File Conference” systems in their

firms. This is held once every week where lawyers who have been assigned cases in various areas of

law bring the entire law firm up to speed and keep them updated on the most current details of the

case. This has over the years proven to be an effective and efficient way of monitoring cases as well

as a unique learning opportunity for interns and pupils at the firms.

The “Case Club University” is also another initiative which provides an open forum for the

discussion of cases among the various departments of a law Firm.

Some law firms in Ghana have adopted the file conference system and the case club system as

coaching methods for lawyers engaged in litigation, building a very good reputation for litigation and

good results in the handling of cases.

Scholarships and Awards

With the aim of providing interactive and educational opportunities to the growing international legal

community, the Sections of the Legal Practice and Public and Professional Interest Divisions of the

IBA offer annual opportunities for young lawyers from around the world to apply for scholarships

and to be nominated for awards that recognise outstanding individuals in the legal profession.

Public and Professional Interest Division’s Training Programmes

Devised in 1995, these courses form an integral part of the Public and Professional Interest

Division’s pro bono activities. They are designed to assist young and newly qualified lawyers in their

understanding of the fundamentals of international legal business practice.

The course provides exposure to international legal business practice which, in light of the climate

of globalization, is becoming increasingly important for the next generation of the profession. The

IBA is the world's foremost association of lawyers and, through the wealth of international talent and

expertise within its membership, is in the unique and unrivalled position to provide a truly


international perspective on the basic concepts of legal business practice to young lawyers throughout

the world.

The course is highly interactive. To maximize opportunities for discussion it is recommended that

no more than four topics are addressed in one day. This allows plenty of opportunity for audience

participation.

Alternative Dispute Resolution (ADR)

The IBA has launched an e-book: Current Issues and Future Challenges in International

Arbitration. The book examines the present state of international arbitration, looking at both

established seats and those in emerging jurisdictions and assessing the relationship between the two:

will newer seats threaten the position of those that are more established, or do they boost this

growing area of practice?

The book also tackles some of the key issues currently facing international arbitration. It puts

forward proposals for reform of investment treaty arbitration and considers the question of ethics

and regulation.

The Canadian International Institute of Applied Negotiation's (CHAN) Practitioner Program is

dedicated to the development of well-trained and responsible dispute resolution professionals as a

means to promoting positive peace.

The Institute is committed to designing, developing and delivering dispute resolution training, and

providing individual guidance and mentoring which is anchored in the knowledge of experienced

mediators and in the most current applied research and theory.

CIIAN promotes the responsible use of dispute resolution by requiring that its Registered

Practitioners in Dispute Resolution (RPDR) demonstrate they have DR experience and have

support within the DR community and that they subscribe to CIIAN's Declaration of Principles,

Code of Conduct, and Qualities of a DR Practitioner. The Practitioner Program is designed for

people committed to using dispute resolution skills in their professional or personal lives,

professionals training to become DR practitioners and experienced DR practitioners seeking support

and further development.

People who have completed CIIAN's training possess the analytical skills and intervention

techniques necessary to assist parties to negotiate agreements. They provide the support necessary

to enable individuals and groups to live constructively with their differences. CIIAN offers

Certificates of Completion for individual courses as well as a Certificate in ADR and an Advanced

Certificate in ADR.


The designation of Registered Practitioner in Dispute Resolution (RPDR) can be obtained by

successful completion of examination requirements.

The Legal Civil Division can benefit from some of these modern practices to sharpen the skills of

lawyers for litigation, alternative dispute resolution and for the preparation of agreements.


SECTION 3: TRAINING PLAN WITH IMPLEMENTATION

STRATEGIES

Following the needs assessment undertaken of the Ministry of Justice and Attorney Generals

Department (MoJAD) and selected agencies identified as part of the reform exercise, attached as

Appendix 1 is a table summarizing the Training Plan for the Ministry and its four Agencies that are

part of this assignment.

3.1 Ministry of Justice

The Ministry of Justice (MoJ) is part of the executive arm of government responsible for justice

issues. The following training actions are recommended based on the needs assessment undertaken.

3.1.1 Job and Task Analysis Conclusions

i. Whilst research, including collection of statistics on the legal sector and information

management, forms the bedrock to acquiring relevant data to contribute in the achievement

of the core mandate of the MoJ, the Research Officers of the Research, Statistics and

Information Management (RSIM) Directorate do not have the requisite legal knowledge to

effectively undertake assignments.

ii. More Research Officers are required especially for the Regions.

iii. There are no clear cut roles for some staff in the MoJ. This specifically relates to the RSIM

and PPME Staff.

iv. Some Registry Staff, who are engaged as security personnel have been given job Schedules

that conflicts with their job titles since they perform the role of Law Clerks filing processes

in court.

v. Partial implementation/use of computer-based human resource data management system

vi. Inefficient file management system that leads to delays.

vii. Limited understanding of general/administrative staff on the role of the MoJ in justice

administrating in the country

viii. No qualified Librarian is in place.

3.1.2 Job and Task Analysis Recommendations

i. Research officers should be taken through a structured training programme on relevant legal

topics and procedures (referred to as paralegal training) relating to the legal sector including

the Ghana Legal System, civil procedure and also a structured mentoring programme.


ii. Newly recruited Research Officers will require structured training programmes on relevant

legal topics and procedures to equip them to effectively monitor the work of the lawyers

working at the Attorney Generals Department and other agencies.

iii. Some staff of MoJ will need structured training programme on relevant legal topics and

procedures to appreciate the systems and structures of the Legal System of Ghana and also

be better able to continue to provide services to the lawyers within the Legal Service until

they set up their own administrative unit.

iv. Staff of PPME directorate will require specialized training programmes on relevant legal

topics and procedures to facilitate monitoring and evaluation of the work of the various

agencies under the Ministry.

v. Staff of the RSIM Directorate will require specialized structured training programme on

relevant legal topics and procedures to facilitate collection of information and data from the

agencies under the Ministry.

vi. Some of the Staff at the HRMD should be given IT training to enable them to effectively

operationalize the computer based human resource data management system.

vii. The Registry staff and the Law Clerks should be given IT training to enable them to move

from the manual to electronic file management system.

viii. There is the need for continuous sensitization for staff on the role of the Ministry to enhance

their understanding. New staff should also be taken through an orientation of the role of the

Ministry.

ix. A trained Librarian should be engaged to run the library and also to train some library

assistants.

x. An electronic library should be established and the Library staff given training on how to

update the library and to assist users with the use of the software. They should also be tasked

to scan and store most of the laws in a softcopy database to be made more easily accessible

to lawyers.

3.1.3 Proposed Capacity Building Actions

(i) PPME

1. Training on the laws and processes relating to the legal sector such as the laws dealing

with the various sectors under the MoJ and the Ghana Legal System is required for staff.

2. Such training programmes should be undertaken for existing staff and for all in-coming

staff as part of their orientation.

3. There should be specialized training programmes to facilitate monitoring and evaluation

of work of agencies under the Ministry. Further training in data management, and policy

planning, Monitoring and Evaluation and Budgeting as well as specialized paralegal


courses to facilitate collection of information and data from Agencies under the Ministry

is required.

(ii) RSIM

1. Training on the laws and processes relating to the legal sector such as specialized courses

on the Ghana Legal System, the court system on civil suits and Civil Procedure is

required for staff to enhance their skills in undertaking research on legal sector

institutions.

2. Such training programmes should be undertaken for existing staff and for all in-coming

staff as part of their orientation.

3. Further training in data collection and statistics as well as information management is

required.

(iv) HRMD

1. Customized data software is needed for the Human Resource and Management Directorate

and in order to fully utilize this software the staff of HRMD will require training.

2. Once the custom made electronic management system is adopted the there has to be a

general training of the all staff to enable them familiarize themselves with the new system.

There should be the frequent updates of the electronic management systems as well as

frequent refresher training sessions.

(iv) Other staff

1. There is the need for role clarification and basic training on laws and processes relating to

the legal sector to be designed for all other key staff of the Ministry including those at the

Administration Directorate to enable them appreciate the mandate of the Ministry as well as

their role in promoting activities assigned to them.

2. A detailed mentoring process/programme as well as inception training, with a training

programme on relevant laws and processes relating to the legal sector component is required

for staff.

3. Periodic sector review meetings of the staff of the MoJ

4. With regard to registry staff, those playing the roles of Law Clerks, who file cases on behalf

of the Legal Service require a mentoring programme at an institution with capacity to train

Law Clerks..

5. Training in librarianship is required for library staff. A regular subscription and renewal of

virtual library is required and the staff at the library given training on


3.2 Legal Service

The Legal Service comprises all lawyers of the Attorney Generals Department. It is made up of all

the lawyers in the Attorney Generals Department who are in the different divisions including: the

Civil Division, the Prosecution Division, the Legislative Drafting Division, the Registrar Generals

and any other specialised Division that may be created. It comprises lawyers holding the post of

Solicitor General, Director-Public Prosecutions, Director-Legislative Drafting, the Registrar General,

Chief State Attorneys, Principal State Attorneys, Senior State Attorneys, State Attorneys and

Assistant State Attorneys. The head of the Legal Service is the Solicitor General.

There is the need to fully activate the Legal Service. The Solicitor General is expected to be in charge

of the whole Legal Service. There is the need to appoint a substantive Solicitor General to head the

Legal Service with both legal as well as administrative skills and knowledge. The appointed Solicitor

General should therefore have training in public and financial administration to enable that person

effectively manage both lawyers and administrative staff of the Legal Service.

The Solicitor General will be responsible for all the Divisions under the Legal Service which will

each be headed by a Director. The training required by the lawyers in the Legal Service depends on

the nature of the services they provide within the Service.

Per the draft Legal Service Scheme of service, the Administration Division of the Legal service is

expected to be divided into three Units to be headed by the Director of Administration. The Units

are (a) Accounts, Finance and Budget Unit; (b) Public Relations, Human Resources and

Estate Management Unit; and (c) Research, Case Management, Case Records Library and

Information Technology Unit. All the staff to be recruited will have to be reoriented about the role

of the Legal Service and the law relating to the sector.

3.3 Legal Service Civil Division of the Attorney Generals Department

The Legal Service Civil Division is part of the Attorney Generals Department and is responsible for

providing legal advice for and conducting civil cases on behalf of the Government. The following

training actions are recommended based on the needs assessment.


i. A Director needs to be appointed to be in charge of the Legal Service Civil Division.

This position requires a senior lawyer who should be a Chief State Attorney and will

require administrative skills and knowledge.

ii. The division currently has a head in the person of the Acting Solicitor General. It also

has a number of Teams headed by senior lawyers who are Chief State Attorneys Team


members are aligned to help specified MDAs. Each attorney is expected to undertake

litigation, review agreements, and provide legal advice among others. It is recommended

that since litigation is a specialized area and since all lawyers have to handle court cases,

there is the need to give them further training in litigation skills to hone their skills.

iii. Regular and continuous skill and knowledge upgrade of lawyers on new emerging areas

in civil law is also required to improve effectiveness and efficiency.

iv. Due to the inadequacy of the number of lawyers required for the efficient and effective

functioning of the Division, there is presently in place a mentoring system by more senior

and experienced lawyers of the Division for newly employed and less experienced

lawyers.

v. Research assistants under the Legal Service are required to assist Attorneys with

research.

vi. Law Clerks are required to ensure that documents are filed on time and processes

served.


i. The appointed Director for the Civil Division should have training in public administration

to be able to effectively manage both lawyers and administrative staff.

ii. The identified lawyers will require further training and mentoring in the area of litigation to

acquire better litigation skills.

iii. The Attorneys will also require further skills in facilitating and review of agreements and

enhanced research and writing skills to facilitate preparation of legal opinions.

iv. The Research Assistants to be assigned to assist lawyers and the Law Clerks will need to be

trained on relevant laws and procedures relating to civil law.


i. Training in Public Administration is required for the Director of the Civil Division.

ii. Coaching or Internship in private firms with established “file conference systems” is highly

recommended.

iii. All the Attorneys need to be given continuous training in substantive legal topics from time

to time especially in new emerging areas and further training in drafting of agreements and

opinion writing to make them more efficient and effective. There is also the need for further

training in legal research and writing.

iv. A data base of training programmes done by staff should be maintained by the Director.

v. The mentoring process for junior lawyers should be institutionalized. A Consultant should

be engaged to constantly monitor the mentoring process.

vi. There is the need for the creation of a data base of Attorneys trained in specialized areas.


vii. This informal mentoring process will need to be enhanced, formalized, and better

structured.

viii. Recruited Researchers Assistants will require specialised paralegal training on civil law topics

and the legal system to equip them to assist the lawyers

ix. Customized paralegal courses such as ‘filing of processes’, ‘getting of court dates’ and ‘service

of documents’ is recommended for recruited Law Clerks who will benefit from basic

understanding of some court processes. They will also require paralegal training to enhance

their performance.

3.4 Legal Service Legislative Drafting Division of the Attorney Generals Department

The Legal Service Legislative Drafting Division (LSLDD) is a division of the Attorney Generals

Department and is responsible for drafting laws for the Government. The following training actions

are recommended based on the needs assessment.


i. Advanced training in legislative drafting is required.

ii. Research Assistants are required to assist Attorneys.


i. All the Attorneys need to be given training and re-training in legislative drafting and subject

matter areas.

ii. Recruited Research Assistants will require paralegal training.


i. Identifying institutions that have recommended courses in legislative drafting is required.

ii. Utilizing the skills of past staff of the Drafting division who can mentor and coach the present

staff is recommended.

iii. Specialized paralegal training on civil law topics as well as the Ghana legal system is

recommended for recruited Research Assistants .


3.5 Law Reform Commission

The Law Reform Commission (LRC) is one of the agencies under the MoJ whose mandate is to

keep the law under constant review and for related matters. The following training actions are

recommended based on the needs assessment.


i. The incumbent Executive Director is a very senior lawyer who is very interested in legal

research. However there is lack of funds to undertake research leading to proposals for law

reform and this is a challenge.

ii. There is the need for the recruitment of Legal Officers in the Commission.

iii. Research Officers in the Commission need further training.


i. The incumbent Executive Director should be given training in proposal writing and project

management to effectively manage the Law Reform Fund when launched.

ii. Training in data collection and project management should be required for the core staff to

make them more effective and efficient. Incoming staff should also be given an orientation

on legal research and writing.

iii. Further training in data collection and project management is necessary, they will also need

paralegal training.

3.5.3Proposed Capacity Building Actions

i. Training in Project Management is required.

ii. There should be a formalized system of orientation for new lawyers.

iii. Lawyers should be given training in proposal writing and project management.

iv. Specialized and advanced courses in data collection and statistics is required.

v. Specialized paralegal training is also required.

vi. There should be a better resourced library and a trained Librarian in place equipped with

skills to handle electronic resources.

vii. Specialized training in various aspects of the law for lawyers.

viii. Knowledge in modern trends of Law Reform.

ix. frequent updates in training programmes incorporating the new and emerging trends in Law

Reform.


3.6 Council for Law Reporting

The Council for Law Reporting (CLR) is one of the agencies under the MoJ responsible for

publishing the Ghana Law Report(GLR) and other publications. The following training actions are

recommended based on the needs assessment.


i. The Council has a mentoring programme in place to equip new lawyers with skills to be able

to work. A training manual has also been developed to facilitate this training.

ii. There is a low level of modern technology in the operation of the Council.

iii. Proof Readers are required to review law reports.

iv. Court Reporters are required to assist in the production of law reports.


i. There is the need to improve upon mentoring in law reporting particularly from more

advanced common law jurisdictions.

ii. There is also a need to formalize the internal orientation system for new lawyers recruited.

iii. Staff should be given IT training to improve their efficiency and effectiveness in the use of

modern software for law reporting.

iv. There is the need for Proof Readers to receive IT training as well as paralegal training to

make them familiar with legal terminologies and language as well as refresher training on

proof reading.

v. There is the need to receive IT training as well as paralegal training to make Court Reporters

familiar with legal terminologies and language


i. Further mentoring is required through internship in other Law reporting institutions in more

advanced jurisdictions to learn best practices and current trends in law reporting.

ii. Formal orientation should be undertaken for new lawyers recruited.

iii. Recruitment of an IT Consultant to take staff through an intensive computer training

programme customized for the Council for Law Reporting is recommended

iv. There is the need for IT Training for Proof Readers as well as specialized paralegal courses

to help them understand and learn legal procedure.

v. There is the need for IT Training as well as specialized paralegal courses to help Court

Reporters understand and learn legal procedure to enhance their skills.

vi. Training programmes at the graduate level are required for Law Reporters in specialised

areas of the law to equip them better for effective reporting on judgements on specialised


issues and to support with well researched articles in specialised areas for journals such as

the Councils Review of Ghana Law.


SECTION 4: IMPLEMENTATION PLAN

The Implementation Plan below is based on the following modification of the initial implementation

period as indicated in the Results Framework for the Programme. It is therefore developed to reflect

the revised assumption that the training will commence in the second quarter of 2016 for a period

of two years ending in 2017.

The baseline for the staff to be trained is based on the following summary:

Baseline of targeted staff to be trained

a. Ministry of Justice (MoJ) - 61

b. Legal Service Civil Division (LSCD) - 37

c. Legal Service Legislative Drafting Division (LSLDD) - 13

d. Law Reform Commission (LRC) - 4

e. Council for Law Reporting (CLR) - 20

TOTAL - 135


Implementation Plan

Ministry of Justice (MoJ)

Proposed Capacity building action

Target Group Objective of action and Strategy applied

Content/Focus of action Timelines for implementation Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8

Enhancing the capacity of the Research Unit

RSIM Staff (6 persons) Objective; Build capacity of the Research Unit through upgrading skills and knowledge of Research Officers to be more effective at undertaking research within the legal sector institutions and recruitment (and training) of additional officers. Strategy;-

i. Specialised Training ii. Recruitment

(especially for the various regions)

Training

programmes

focusing on

courses relating to

laws and processes

relating to the legal

sector institutions,

the Ghana Legal

System and Civil

Procedure.

Further training in

data collection,

statistics and

information

management

X X X X X X

Building research capacity of the PPME

PPME Staff (10 persons)

Objective; Build capacity of PPME through sensitizing them on the laws relating to the legal sector institutions and upgrading skills and knowledge of staff to be more effective in their work Strategy;

i. Training

Training courses

focusing on courses

relating to laws on the

legal sector

institutions, the

Ghana Legal System

and Civil Procedure.

Further training in data management ,

X X X X





and policy planning, Monitoring and Evaluation and Budgeting

Orientation of some selected staff of MoJ to better understand the systems and structures of the Legal System of Ghana and also be better able to continue to provide services to the lawyers within the Legal Service until they set up their own administrative unit.

Support and Administrative staff of the Ministry namely the Registry staff. (18 persons)

Objective; Create awareness among staff of the Ministry on the mandate of MoJ. Strategy;-

i. Orientation ii. Training

Registry staff; Clarification of roles and basic training programmes to introduce the legal sector institutions to be designed to enable them appreciate the mandate of the Ministry and their role in promoting it in activities assigned to them. Those playing the role of Law Clerks; Specialized courses such as the court system and process filing at the court on civil suits to enhance their skills.

x X X X X X

Building capacity in computerized human resource management and data management.

Staff at the HRMD (7 persons)

Objective; Build the capacity of staff of HRMD to enable them effectively create a tailor made computer based human resource data management system Strategy;

i. Training ii. Coaching

Software training is required for the HRMD. Follow-up coaching is also recommended.

X X X X





Improving file management systems.

Registry staff (18 persons)

Objective; Improve efficiency in file management. Strategy;


Training and coaching in effective file management focusing on both physical file management and electronic file management .

X X X X X X

Improving the performance of the Library

Library staff (2 persons)

Objective; Build the capacity of the Library to provide the expected services to Lawyers of the Ministry including the creation of a digital library. Strategy;

i. Recruitment ii. Training

Recruit a qualified Librarian

Recruit and train library assistants

Train library staff in digital library

X X X X


Legal Service




Recruit and build the public administration capacity of the Solicitor General as the position requires both legal and administrative skills and knowledge to manage the entire Legal Service.

Solicitor General (1 person)

Objective; Build capacity to efficiently and effectively manage the entire Legal Service Strategy;


Training in Public Administration

X x

Building capacity in financial administration to enable incumbent to be the spending officer of the Legal Service

Solicitor General Objective; Provide effective financial administration Strategy;

i. Training

Training in financial administration

x x x X


Legal Service Civil Division of the Attorney General’s Department




Recruitment of a Director to head the Legal Service Civil Division

Director (to be recruited)

Objective; Build capacity to efficiently and effectively manage the Legal Service Civil Division Strategy;

i. Recruitment

ii. Training

Training in Public Administration

X X X X

Increase the administrative capacity of the Director as the position requires both legal and administrative skills to manage the Legal Service Civil Division.

Director Objective; Build capacity to lead in civil litigation Strategy;

i. Training

ii. Coaching

Training in litigation

Coaching in case management

X X X X

Building capacity in Litigation Lawyers/Attorneys (37 persons)

Objective; Build capacity of lawyers/attorneys in litigation. Strategy;

i. Training ii. Coaching or Internship

in private firms

Regular and continuous skill and knowledge upgrade of Attorneys on new emerging areas in civil law.

Training in legal research and report writing

Continuous training in substantive legal topics especially in new emerging areas

Training in drafting of agreements and opinion writing

X X X X X X





Training in legal research and writing

Coaching or Internship with private firms with established “File Conference Systems”.

Increasing research capabilities of Attorneys

Research Assistants (to be recruited)

Objective; To provide research support for Lawyers Strategy;


Specialized paralegal training in civil law topics and the legal system

X x x X

Provide and improve support services to Attorneys

Law Clerks (to be recruited)

Objective; To provide operational support for Attorneys Strategy; Training

Customized paralegal courses such as

‘filing of processes’

‘getting of court dates’

‘service of documents’

x x x X


Legal Service Legislative Drafting Division of the Attorney General’s Department




Building capacity in legislative drafting.

Lawyers/Attorneys (13 persons)

Objective; Enhance capability of Attorneys in legislative drafting including learning the new trends. Strategy;


iii. Mentoring

Identifying institutions that have recommended courses in legislative drafting.

Utilizing the skills of past staff of the Drafting division who can mentor and coach the present staff.

X X X X X X

Build research capabilities. Research Assistants (to be recruited)

Objective; Provide effective and efficient research support to Attorneys. Strategy;

iii. Recruitment iv. Training

Specialized paralegal training on civil law topics and the Ghana legal system

x x x X


Law Reform Commission




Increasing capacity to harness and mobilise resources

Executive Director (1 person)

Objective; build capacity to mobilise resources through the launching of the Law Reform Fund. Strategy;

i. Training.

Training in Project Management

X X

Building capacity of Director for leadership

Director(to be recruited)

Objective; Assist the Executive Director in building capacity to mobilise resources through the launching of the Law Reform Fund. Strategy;

i. Training.

Training in Project Management

x x X

Enhancing skills in data collection and project management.

Legal Officer (1 person)

Objective; To build capacity in efficient data collection and effective project management. Strategy;

i. Training ii. Orientation

An institutionalized system of orientation for lawyers established.

Training in proposal writing and project management

X x X

Building capacity of research officers

Research officers (2 persons)

Objective; To enhance data collection, project management and paralegal

Specialized and advanced courses in data collection and statistics

X X X X X





skills and knowledge of research officers. Strategy;

i. Training

Specialized paralegal training


Council for Law Reporting




Building capacity of Assistant Editor for leadership position

Assistant Editor (to be recruited)

Objective; Build capacity of lawyers in modern trends in law reporting and graduate programmes in specialised areas Strategy;

i. Coaching ii. Internship

iii. Training iv. Mentoring

Mentoring through internship in other Law reporting institutions in more advanced jurisdictions to learn best practices and current trends in law reporting.

Upgrade training in law reporting.

Graduate programmes in specialised areas

x x x x

Enhance and upgrade the skills and knowledge in law reporting

Lawyers (13 persons)

Objective; Build capacity of lawyers in modern trends in law reporting and graduate programmes in specialised areas. Strategy;

ii. Coaching iii. Internship iv. Training v. Mentoring

Mentoring through internship in other Law reporting institutions in more advanced jurisdictions to learn best practices and current trends in law reporting.

Upgrade training in law reporting

Graduate programmes in specialised areas

X X X X X X





Building a more IT/digital based operational system in law reporting

All staff (33 persons)

Objective; Equipping staff with advanced IT skills to produce and distribute law reports. Strategy; Coaching Training

Recruitment of an IT Consultant to take staff through an intensive computer and software training with extended scheduled follow-up coaching

X X X X X X

Upgrading skills of Proof Readers

Proof Readers (2 persons)

Objective; to equip proof readers with the skills to make them more familiar with legal terminologies and language Strategy;

i. Training

IT Training for Proof Readers

Specialized paralegal courses to help understand and learn legal procedure.

Refresher training programmes in proof reading

X X X X X X

Build capacity of Court Reporters

Court Reporters (4 persons)

Objective; Improving the efficiency and effectiveness of Court Reporters Strategy; Training.

IT training

Specialized paralegal courses to help Court Reporters understand and learn legal procedure.

Training in modern trends in publishing

X X X X X X


SECTION 5: MONITORING AND EVALUATION PLAN

Based on the indicators set out for Output 5 in the Programme document for the Legal Service and

Justice Sector Reform, below is the Monitoring and Evaluation Plan for the Ministry of Justice, the

Legal Service Civil Division, the Legal Service Legislative Drafting Division, the Law Reform

Commission and the Council for Law Reporting.

Output 5 of the reform which focuses on “improved technical capacity, specialized knowledge and

skills to deliver on the job for the 5 institutions namely Ministry of Justice, the Legal Service Civil

Division, the Legal Service Legislative Drafting Division, the Law Reform Commission and the

Council for Law Reporting” will be measured on the indicator “number of direct beneficiaries

trained”.

Output targets are based on the number identified individuals trained, coached, and/or mentored in

specialized areas of capacity building. Targets as outlined in the document for Output 5 are;

For Year 2 – 30% of total identified individuals trained, received coaching and/or mentored

For Year 3 – 70% of total identified individuals trained, received coaching and/or mentored

The following indicators will be applied in measuring progress and performance of implementation;

# of beneficiaries completing degree programs

# of beneficiaries completing specialized training no longer that 5 weeks

# of beneficiaries completing coaching sessions with an appointed Coach

# of beneficiaries on mentoring

# of beneficiaries who have completed internship

Below are definitions of the above indicators and disaggregated beneficiaries as per each institution.


Indicator # 001 #of beneficiaries completing degree programs

Numerator The number of beneficiaries completing degree programs for a certified degree

awarding institution

Denominator N/A

Purpose Completing certified degree programs in necessary in building capacity to

strategically improve the functioning of the Justice sector.

Target 24 completed degree programs

Data Collection Data will be collected within 1 month on completion and receiving awarded degree by

the beneficiary

Tool File registry of details of degree awarded

Frequency Annually

Responsible Head of Department/Unit of beneficiary

Reporting Data to be collated by All Department/Unit Heads and submitted to the Director HR

Legal Service Civil Division 2

Legal Service Drafting Division 2

Law Reform Commission 6

Council for Law reporting 14

TOTAL 24


Indicator # 002 #of beneficiaries completing specialised training

Numerator The number of beneficiaries completing specialised training no longer than 5 weeks

Denominator N/A

Purpose Regular and targeted short specialised training programs are important for upgrading

and updating the skills and knowledge of all staff working within the Justice sector.

There is a continuous development in legal procedures and practices and therefore

the need for persons working in these environments to constantly update skills and

knowledge to be more efficient and effective.

For the Justice sector, this training will;

Help personnel to gain up-to-date skills and knowledge in legal practices

and knowledge

Reduce the time staff will be out of post on training

Re-energise the justice sector with well-motivated staff

Target 155 short courses completed

Data Collection Data will be collected within 7 working days on completion of the training by the

beneficiary

Tool Designed booklets to be signed by the coordinator of the training providing data on;

Title of Training Course

Organising Institution

Certification

Duration of the training

Date of completion

Location

Name of Beneficiary

Designation of Beneficiary

Frequency Quarterly



Ministry of Justice 61



Law Reform Commission 4


TOTAL 135


Indicator #003 #of beneficiaries completing coaching sessions

Numerator Number of beneficiaries completing coaching sessions with an appointed Coach

Denominator N/A

Purpose Coaching is an effective and efficient way of applying skills and knowledge in the real

work environment with the direct supervision of a professional/expert. Building the

capacity of staff through coaching will ensure that staff;

Directly apply skills and knowledge to actual work

Learn in the actual work environment

Receive directions/advice on actual work

Receive direct feedback on performance

Each beneficiary is expected to complete at least three (3) coaching sessions every

quarter.

Target 14 coaching sessions completed

Data Collection Data will be collected with 7 working days on completion of the coaching plan by the

beneficiary

Tool Completed and signed Coaching Plan by appointed Coach providing data on;

Number of coaching sessions

Progress comments of Coach

Name and signature of assigned Coach

Frequency Quarterly




TOTAL 37


Indicator #004 #of beneficiaries mentored

Numerator Number of beneficiaries on completing mentoring sessions

Denominator N/A

Purpose Mentoring could be a continuous process of building capacity with in-house skills and

knowledge of more experienced staff. Mentoring will enable institutions;

Harness in-house knowledge and skills

Build capacity of beneficiaries directly suited to the work of the institutions

Create the environment for peer-to-peer learning

Reach more staff with skills and knowledge at a reduced cost.

Each beneficiary is expected to be officially recorded as being mentored by an

identified Mentor(s) within the institution

Target 27 mentoring sessions completed

Data Collection Beneficiaries will complete quarterly pre-designed report forms which will be signed

by mentor(s)

Tool Quarterly mentoring report (completed by beneficiary) signed by mentor(s)

Frequency Quarterly





TOTAL 27


Indicator #005 #of beneficiaries completing internship

Numerator Number of beneficiaries who have completed internship

Denominator N/A

Purpose Internship is necessary for beneficiaries to experience and learn from same/similar

institutions locally or in other jurisdictions on new and more efficient ways of working.

It is an opportunity of staff to;

Learn new approaches as it is being applied

Inculcate new work ethics

Improve work performance in their various institutions.

Internship is counted when a beneficiary completes at least a 6 weeks program

Target 50 completed internships

Data Collection Data will be collected with a pre-designed form to be completed and signed by the

supervisor of the beneficiary during the internship

Tool Pre-designed Internship Completion Form

Frequency Quarterly


Reporting Data to be collated by All Department/Unit Heads and submitted to the Head of

Administration



TOTAL 50

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