Evaluation of pilot courts : judicial reform II project no. 519-0376

The pilot specifically aims to improve the deployment and skill levels of court personnel, to improve filing, tracking, and management information systems, and in some courts, to introduce a common secretary (clerk) to handle such functions as case assignment. Interim evaluation covers the period 1/93-2/96. Originally scheduled to be implemented in less than a year, the pilot has been delayed by various factors, including problems in the appointment of a new Supreme Court, resistance to innovation on the part of judges, and delays in purchasing computer equipment. Nonetheless, by mid-1995 the new model was completely designed and installed in ten criminal courts in Sal Salvador and two in Santa Tecla. In San Tecla, introduction of a common secretary is awaiting the approval of the Supreme Court. The administrative reforms introduced by the pilot have had a significant impact. The introduction of a uniform set of guidelines, forms, and systems has been quite successful. This uniformity in processing is essential to strengthening justice sector institutions and monitoring human rights issues such as speedy trials and due process. This project has clearly increased judges', prosecutors', and public defenders' awareness of structural weaknesses in the existing systems and the need for reform. The in-depth training of highly qualified administrative support personnel and their absorption into the judicial system should help to institutionalize the administrative reforms already introduced. The enthusiasm and support displayed by staff and judges in both the criminal courts and the Supreme Court indicates institutional acceptance of the principles and practices introduced by the project. The resolution of almost half of the cases over 2 years old is in itself a significant accomplishment. The other half will probably be resolved by the end of the year. Very few projects can claim an effect on case backlog to the degree that this project can. This resolution of old cases should increase public confidence in the courts. The following lessons have been learned. (1) Assignment of an interested member(s) of the Supreme Court as a counterpart is critical to Administration of Justice projects. (2) Key elements in this project's success include (a) a participatory approach to problem identification and target setting; (b) an effort to alter interpersonal relationships well as organizational structure; and (c) adequate funding for both the project and the other judicial agencies. (3) The transfer of financial and administrative responsibilities from the project to the Government of El Salvador is crucial to institutionalization. This project has already has transferred a number the contractor's employees to the government.