Mid Term Review Report - Strategic Plan 2004-2008 - Nepali Judiciary

STRATEGIC PLAN
of
The Nepali Judiciary
2004/5-2008/9
Mid-Term Review Report
Supreme Court, Nepal

Technical Support: National Judicial Academy
2008
Feb. 2008
500 Copies
Design, Layout & Printed by

Format Printing Press
DhungeDhara Marg, Handigaon, Kathmandu.
PREFACE
Late 2003 a couple of us were deputed by the Supreme Court to involve ourselves in the preparation of
the Strategic Plan of the Nepali Judiciary -then a very unfamiliar journey. As none of us had any background
in planning, we had only rough ideas about the path that the Nepali Judiciary should take, and of course,
some hands-on experience regarding the problem and challenges that the institution was facing. We sat
with Mr. Ivan Nielsen, the Danish Consultant and expert on Strategic Planning, and together we drafted
the first ever Strategic Plan with well articulated mission, vision, values, operational plan and the budget
outlay. Nepal was the first Judiciary in South Asia that came up with a well calibrated plan. To be associated
with such a novel exercise was a matter of great satisfaction for all of us.
The draft Plan was submitted on February 6, 2004 to the Supreme Court which was then reviewed by its
Full Court in April. After incorporating the suggestions it was finally submitted on June 30, 2004 following
which the Plan came into operation from the fiscal year 2061/62 (mid July 2004). And now after two-andhalf years, I was again asked by Rt. Hon Chief Justice Dilip Kumar Paudel to coordinate the team drawn to
conduct the mid-term review of the Plan. A majority from the old team is back to the job and engaged in
the review. Once again financial support for the review was arranged by DanidaHUGOU, thanks to Mr. Ivan
Nielsen and Mr. Sundeep Bista. A Memorandum of Understanding was signed between the DanidaHUGOU
and the National Judicial Academy(NJA) on 20th June, 2007 for providing technical support, coordination
and facilitation. Following this the NJA also signed a service contract with Management Innovation
Training and Research Academy (MITRA) on 10th July 2007 which availed the service of Dr. Shreekrishna
Shrestha and Mr. Rudra Sharma, as consultant to the project.
The Strategic Plan was prepared when the country was passing through a tumultuous period of conflict.
We were not sure then to what extent it would impede the execution of the Plan. The Court in Accham
was already leveled off and a few others got arsoned later. The effectiveness of the justice system was
seriously imperiled. Despite this, however significant work could be done in some areas such as the
improvement of the infrastructure, logistical support, and enhancement of the capacity of the human
resources, to point a few. There are other areas where in-depth studies have been made, which have
beaconed the path the Judiciary should take. The mid-term report has taken note of this and a frank
introspection and estimation of the achievement and failures has been made. The Plan has followed
almost the same methodology. The stocktaking report was first presented to the justices of the Supreme
Court. Then, it was taken to the stakeholders and their concerns and views were recorded. Consultations
were held in Kathmandu, Pokhara, Biratnagar, Hetauda, and Nepalgunj. The views of the stakeholders
expressed in these consultations are now documented in a separate volume. The regional consultations
has enabled the Review Committee to understand and appreciate the current situation and then streamline
and design interventions accordingly.
During the time the Judiciary began implementing the Plan, the country underwent a historical transition.
This necessitated some change in prioritization of interventions. In view of the fact that the country is
embarking on federalism some interventions are put on hold, some others clubbed and renamed, and a
few more interventions designed. In total there are now 21 strategic interventions carved out in the Plan.
Financial projection for the interventions is also prepared in the review.
Now while submitting the report, I would also like to mention that planning being a continuous process
the Judiciary needs to pursue planning within the broad objective of ensuring effective, least expensive
and timely justice. Second, this is the mainstream Plan, all the activities should be weaved around it. While
undertaking every development work within the Judiciary it is necessary to bring it within the Strategic
Plan. At the central level, we should not encourage planning in any sector that does not synchronize with
this Plan, nor should there be any deviation, distortion or derailment in the implementation as has been
vi
MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9
witnessed now. The Plan at the minimum expects honest and committed abidance. Any laxity in this foils
the whole process. We also need to show more seriousness in fixing and meeting the target within the
framework set out by the Plan. I am confident that the mid-term review has been able to honestly
evaluate the achievements and failures and provide right direction to all of us involved in the mission of
brining about reforms in the Judiciary. As mentioned before, since planning is a continuous exercise, the
review report will also provide a basis for drawing up interventions for the next phase of the Plan.
Despite our best efforts the planning has still been a top down exercise. There is a need to reverse this by
orienting every court at each level to draw its own plan and develop performance standard as envisaged
here. The capacity of the judges and officers at the appellate and district court level to draw operation plan
under the broad framework of the Plan should be build up, which at the moment seems to be lacking. The
more and more people are involved in the planning and implementation process the better the chances
of its success. The execution of the Plan should also be tied up with performance of the judges and
officers. A sense of ownership on the entire implementation of the Plan should be deeply engrained
among all the members of the Judiciary no matter how high or secondary their position may be. I am
hopeful that the Supreme Court will take the lead to take the Plan to the lowest court, stakeholders and
other actors in the justice delivery system. Then there is also a need to streamline the Strategic Plan with
the national plan.
Finally, I place on record my deep appreciation to the then Rt Hon Chief Justice Dilip Kumar Paudel for
entrusting me and my team to conduct the mid-term review and to current Chief Justice Rt. Hon Kedar
Prasad Giri for showing deep interest in the work and leading the regional consultation in Nepalgunj. I also
thank my brother justices Hon. Min Bahadur Rayamajhee and Hon. Anup Raj Sharma, for leading the
regional consultations in Biratnagar and Hetauda respectively and giving their critical inputs on several
occasions to our work and to Hon. Justice Khilaraj Regmi who has taken the pain to go through the draft
Plan and give his valuable suggestions to improve the draft. Apart from being a member of the Mid-Term
Review Committee, Dr. Ramkrishna Timalshena, has facilitated and supported the work of the review
team in his capacity as Registrar of the Supreme Court. I appreciate his support.
I appreciate the work of other members of the Review Committee, Hon. Ananda M Bhattarai, Judge,
Court of Appeal and Faculty NJA, Hon. Narayan Dahal, Judge, Kathmandu District Court, Mr Shyam Sundar
Sharma (the then Joint Secretary at the NPC) who was later succeeded by Mr Bhupanath Sharma, Joint
Secretary at the National Planning Commission, Ms. Bindra Hada( the then Joint Secretary at the Ministry
of Finance and now Secretary at the Cabinet Secretariat) who was later succeded by Mr. Sharada Prasad
Trital, Joint Secretaries at the Ministry of Finance and Mr. Binod Sharma Joint Registrar at the Supreme
Court who have been instrumental in brining the report to this shape.
Hon. Rajendra Kharel, District Judge Coordinated the review activities from the NJA side. He was assisted
by Mr Shreekrishna Mulmi and Mr. Paras Paudel. Hon. Ananta Dumre, District Judge, who had the experience
of working with the Strategic Plan also got involved during the draft phase. Mr. Til Prasad Shrestha, Joint
Registrar at the SC has given his critical inputs during different phase of the review period and actively
participated in discussions on the draft report. Mr. Rajan Kumar K.C. an accountant by profession, formerly
associated with CeLRRd, assisted us in preparing the financial projection. I thank them all for their energetic
work. I also thank Dr. Shreekrishna Shrestha management and planning expert and Mr. Rudra Sharma,
advocate for their contributions. Thanks are also due to DanidaHUGOU for providing financial assistance
for the review and to National Judicial Academy and its Executive Director Justice (Retd.) Tope Bahadur
Singh for taking the responsibility of coordinating and facilitating the work. There are many more, who
have supported us in a number of ways. I thank each and everyone of them without whose support this
work would not have been completed.
Date: Feb 5, 2008 (Magh 22, 2064)
Kalyan Shrestha
Justice, Supreme Court
Coordinator, Mid-term Review Committee
Executive Summary
The mid-term review of the Strategic Plan of the Nepali Judiciary is the product of a serious pursuit of over
nine months. For undertaking the review a MoU was signed between the National Judicial Academy and
DanidaHUGOU on 20th June 2007 which facilitated the process.
For undertaking the review a stocktaking report was prepared which recorded the achievements and
failures. This report was first presented to the justices of the Supreme Court on June 29, 2007 and then to
the Chief Judges of the Court of Appeals. The internal evaluation was taken to the regional consultation
which gave important feedback. The views of the participating stakeholders are recorded in a separate
volume of proceedings. The mid-term report makes a contextual analysis of the feedback.
The report is now divided into six chapters. The first chapter is an introductory chapter which discusses the
background, objectives and methodology. It records how the review process started and how it progressed
by interacting with stakeholders and holding discussion on the draft with the concerned sector.
In the second chapter an evaluation of each and every core functions and strategic interventions is made.
This gives a summary view of what the Plan tried to achieve during the last three years. It has been our
impression that over the years the Plan has created a consensus on the mission, vision and values, and
collective thinking is emerging for its implementation. During the implementation of the Plan some
progress has been made in a couple of areas such as development of infrastructure, procurement of
vehicles and introduction of ICT at the Supreme Court. Some progress has also been made in slashing
down arrears at the Supreme Court and a couple of other courts, but by and large the result has been
mixed. We need to improve disposal and should also take note that whatever progress has been made in
the disposal, it is maligned by no progress in the execution of judgment.
As required by the Plan, several committees were formed to conduct studies in specific areas. Time and
resource constraints, and in some cases the lack of expertise, have also affected the quality of the report
of several committees. In the absence of a central secretariat for the execution of the Plan, many committees
seem to be uninformed of the work of the other committees. Therefore, it is our view that a core working
team or the secretariat should revisit these reports, streamline and harmonize their suggestions before
taking them up for implementation.
The stocktaking report also reveals the lack of focus in terms of expenditure. While making expenditure,
the projection of the Plan has been either overlooked or bypassed. Therefore, financial discipline needs
to be strictly followed in the execution of the Plan.
The third chapter makes a contextual analysis of the regional consultations and the stocktaking. Here the
Plan recounts the contemporary constitutional developments and the new direction that it should take.
The fourth chapter makes a review of the mission, vision and values. There is a broad agreement on
mission and vision. Representation of the minority and other marginalized groups in the appointment
process which has been emphasized by the stakeholders has been incorporated in the values. It is now
felt that the Judiciary, while attaching importance to merit, should also be representative of the people
whose disputes it is required to resolve. Representation and inclusiveness should be reflected in the
appointment process.
The fifth chapter deals with core functions and strategic interventions. Among the core functions of the
Judiciary the advisory function, which found a place in the original Plan has now been done away with.
viii
The Interim Constitution has dropped this function of the Supreme Court. The core functions and their
key indicators have been revisited, and instead of documenting step-wise works, the Plan has now
developed broad strategies to achieve the targets.
With regard to strategic interventions, while the strategic intervention No 4 which talks about streamlining
the number and geographical distribution of courts and reviewing existing jurisdiction is put on hold for
now, the Plan, instead of 16 has designed 21 interventions. Some interventions have been renamed.
Similarly, six new interventions have been added which relate to institutionalizing information system in
judicial activities (SI 16), establishing supervision and monitoring system (SI 17), strengthening the library
system (SI 18), strengthening the institutional capacity of courts and tribunals (SI 19), introducing and
strengthening commercial bench (SI 20) and strengthening juvenile justice system (SI 21).
The final chapter presents financial projections. The total expenditure projected for the remaining period
of the plan (two years) is Rs. 4, 75,82,43,310.00 for both core functions and strategic interventions. Since
the government has up to the time of review met only around 63 percent of the financial projection
made in the original Plan, the shortfall and the cost of the new interventions has also been included in the
above amount. Now for the core function Rs. 2,28,21,53, 550.00 is projected, Rs. 2,47,60,89,760.00 is
budgeted for strategic interventions. This accommodates the cost to be incurred due to the rise in the
emoluments and benefits of the judges and employees as well as the updated evaluation of the financial
projection made by the original Plan.
Table of Contents
Page
Message
Preface
Executive Summary
CHAPTER 1
Introductory
1.1 Background
1.2 Objectives of the review
1.3 Methodology
iii
v
vii
1
1
2
2
CHAPTER 2
Stocktaking of the Strategic Plan
2.1 Introduction
2.2 Core Functions
2.3 Strategic Interventions
2.4 Impressions
4
4
4
13
22
CHAPTER 3
Contextual Analysis
3.1 Introduction
3.2 Opinions and Attitudes
29
29
30
CHAPTER 4
Mission, Vision and Values
4.1 Mission
4.2 Vision
4.3 Values
33
33
33
33
CHAPTER 5
Operational Plan
5.1 Core Functions, Key result Indicators and Strategics
5.2 Operational Plan for Strategics Interventions
34
34
36
CHAPTER 6
Financial Projection
Core functions (CF 1-3)
Strategic Interventions (SI 1-21)
Budget Overview (Summary)
51
51
77
108
1234
1234
1234
ix
1.1 Background
Judicial independence stands at the heart of democracy and the rule of law. In transition countries, it is
particularly important for the protection of the legal rights of individuals that the Judiciary functions as an
independent institution. The Judiciary has a vital role in the development of the country; it reaches not
only the traditional domains of peace and order, but almost every aspect of national and community lifebe it social, economic, political or humanitarian. Moreover, the Judiciary stands as the last bulwark of
democracy and ultimate recourse of the people in redressing grievances not attended to or, worse,
committed by other agencies of government.
Because of the all-encompassing and metamorphosing effect of the Judiciary on the lives of people,
there has been an ever-growing call for its effectiveness. Today, there is growing interest in how the
Judiciary can show its pro-people orientation- how it dispenses justice to the people. It needs to respond
better to the twenty-first century organizational demands and employee concerns, systems that motivate
the best workers. A functional and efficient Judiciary is a necessary component of good governance and
a precondition for sustainable economic development.
Realizing the need to equip Judiciary in the need of the 21st century and making it compatible with the
emerging aspirations and expectations of the people and demands brought by globalization and
modernization of society, Nepali Judiciary has introduced its Strategic Plan (2004-2008) in order to
manage the Judiciary sector efficiently and effectively. The vision of the Neali judicary is 'to establish a
system of justice which is independent, competent, inexpensive, speedy, accessible and worthy of public
trust and thereby to transform the concept of the rule of law and human rights into a living reality, and
thus, ensure justice to all' and the mission is 'to impart fair and impartial justice in accordance with the
provisions of the Constitution, the laws and the recognized principles of justice'.
A Plan is not merely a document. It has to translate into the actions. Actions do not take place in vacuum;
they are being affected by host of factors that need to be addressed timely. The environment within
which the Plan operates does not remain static. Dynamism is the truth and as such the Plan has to keep
pace with it.
The Strategic Plan of the Nepali Judiciary has been operational for more than 3 years and within this
period many noticeable changes have appeared in the national political landscape. On the one hand
many planned activities have been implemented and results have emerged which one needs to compare
with expected outputs, and on the other, being one of the traditional institutions in Nepal, the Judiciary
has to be conscious to observe how things are actually getting done.
To be sure, management is an excruciatingly inexact discipline and there is no single blueprint for the
effective governance of the judiciary. Several possible models could have been suggested, but the
optimal management system should reflect the culture and traditions of the judiciary, and should produce
an efficient decision- making process in which those affected have an opportunity to be heard.
The goal of a well-managed judiciary is the delivery of the quality service so vital to preserving public trust
and confidence in the institution. To this end, the judiciary must actively strive to remove actual and
perceived barriers to equal, full, and effective participation by the poor, the uneducated, the physically
and mentally challenged, minorities, women, and others. All court users - attorneys, litigants, witnesses
1
CHAPTER
Introductory
and others who come in contact with the court system - must be treated with civility, dignity, and respect
and without discrimination. Against this backdrop, the present review has been undertaken.
1.2 Objectives of the review

The objectives of the review are:
To assess the execution of core functions and implementation of strategic interventions during the
past three years period against the established targets and key results indicators
To assess the feasibility and effectiveness of the plan
To identify the current responsibility and challenges in the changed context
To suggest as to whether or not any change/improvement need to be made within the Strategic Plan
To assess the level of resources needed for successful implementation of the revised Plan
1.3 Methodology
The methodology adopted for the review of the Strategic Plan is based on a built-in benchmarking
process that postulates to track the plan's progress. It provides a structured approach for identification of
the trends of the Strategic Plan. This built-in standardization enables to evaluate the activities conducted
and to gauge the effectiveness of selected strategies.
The total review process can be divided into three phases.
At the outset, a Review committee was constituted which had the following composition:
Hon. Kalyan Shrestha, Justice, Supreme Court
Coordinator
Hon. Dr Ananda M Bhattarai, Judge, Court of Appeal, Jumla
Member
Dr Ramkrishna Timalshena, Registrar, Supreme Court
Member
Hon. Narayan Dahal, Judge, Kathmandu District Court
Member
Mr Shyam Sundar Sharma/Bhupanath Sharma, Joint Secretary, NPC
Member
Ms Bindra Hada/Sharada P.Trital, Joint Secretary, MoF
Member
Mr Binod Sharma, Joint Registrar, Supreme Court
Member-Secretary
Hon. Rajendra Kharel, District Judge and Faculty NJA, who was asked to coordinate the project activity on
behalf of the NJA, remained associated with the Committee in all its activities during the preparation of
the report right from the inception of the work.
The Committee outlined the basic processes to be adopted for conducting the review. Accordingly a MoU
was signed between DanidaHUGOU and the National Judicial Academy on 20th June, 2007 whereupon
the latter shouldered the responsibility of coordinating and facilitating the review work. Following this,
the Committee also developed a ToR for the consulting firm to augment review. Accordingly the service
of Dr Shreekrishna Shrestha, of Management Innovation, Training and Research Academy Pvt Ltd (MITRA)
was solicited for the review.
In the second phase, in order to assess the level of achievements so far achieved in the Strategic Plan, a
stocktaking of the core functions and strategic intervention was carved out. The report was presented to
the Supreme Court Justices and other stakeholders of the justice sector in Kathmandu on 29th June,
2007. Following this, another presentation was made to the participating Chief Judges of the Court of
Appeals in Kathmandu on 16th July 2007. These presentations have been conducted as benchmarking
process in terms of what the Strategic Plan intended to do and what achievements it has made so far. It
provides a clear picture where the actual implementation has been made so far. In house discussions with
the stakeholders within Kathmandu were held.
In the third phase, consultative meetings have been conducted in and outside Kathmandu in order to
have wide discussion on the Strategic Plan and to gain more insights from the larger stakeholders. It is
believed that the reviewed Strategic Plan should embed the expectations, interests and articulations of
the larger stakeholders. The stocktaking information that evaluated the mid-term performance of the
Strategic Plan was disseminated and their opinions and ideas in this respect collected. The regional
consultations were held in the following five regions:
Regions
Pokhara
Biratnagar
Hetauda
Nepalgunj
Kathmandu
Date
28 July, 2007
7 Aug. 2007
11 Aug, 2007
15 Aug 2007
29 Sept. 2007
These consultations were guided by structured information guidelines that sought to obtain the opinions
of participants regarding the current performance of the Strategic Plan and its related activities.
During the consultative meetings except in Kathmandu, opinion and attitudes of participants on vision,
mission, values, strategic issues, core functions and strategic interventions have been collected through
a questionnaire.
Following the regional consultations a draft report was prepared by the Review Committee, which was
reviewed by justices namely Hon. Min Bahadur Rayamajhee ( Chair, Plan Implementaiton Committee)
and Hon. Khilaraj Regmi ( Chair, Justice Sector Coordination Committee), at sessions on16-18 Nov, 2007
at Hattiban, Kathmandu and at the NJA. Hon. Ananta Dumre, District Judge, Jumla, who was part of the
Strategic Plan Working Committee, was also associated with the Review Committee during the draft
phase. He participated in all the review and discussions then onward. The draft report was then presented
to the conference of the Supreme Court Justices and Chief Judges of the Court of Appeal on January 13,
2008 in Kathmandu The present report is the improved version of the draft report which was critiqued at
the successive review sessions.
CHAPTER
STOCKTAKING OF THE STRATEGIC PLAN
2.1. Introduction
The Strategic Plan had identified four core functions and sixteen areas for strategic intervention to realize
the mission and vision of the Judiciary. In this Chapter, review of each function and intervention has been
made to assess how far the Judiciary has been successful in achieving the targets set out in the Plan. The
review covers the period between mid July 2004 to mid July 2007 (corresponding to fiscal year (FY)
2061/62 to FY 2063/64). For the purpose of this review the term "Plan" refers to the Strategy Plan.
Similarly, FY 2061/62 is termed as the first year, FY 2062/63 is termed as the second year and the FY 2063/
64 is termed as the third year.
2.2. Core Functions

CF 1: Adjudication Function
The Plan had identified four areas explicitly related to the everyday function of the courts and tribunals
under normal and extra-ordinary jurisdiction though some of the activities such as the hearing of cases
involving constitutionality of laws or prerogative writs, or the advisory jurisdiction were related to the
function of superior courts such as the Supreme Court. For the performance evaluation of each of the
activities identified therein, previously set out key result indicators have been taken into consideration.
These indicators are the bench marks on which the present review reverts to for the assessment of
achievements.
CF 1.1: Review of the Constitutionality of laws
This review pertains to the jurisdiction of the Supreme Court under Art 88(1) of the 1990 Constitution and
Art 107(1) of the Interim Constitution 2007. The Plan sets the target to dispose cases within one year from
the date of registration. The review of three years' achievements shows that the case disposition rate is
erratic and has lineage of disposing other cases. For details see table 1.
TABLE 1: Supreme Court: Statement of Review of the Constitutionality of Laws
S.N.
1.
2.
3.
4.
5.
6.
7.
8.
Description
Pending balance
New registration
Total
Disposal
Current balance
Pending balance exceeding 1 yr.
Disposal high/low against new
registration
Current balance +_ against pending
balance
Status of 061/62
Status of 062/63
Status of 063/64
28
54
82
28
54
54
82
136
62
74
20
74
48
122
57
65
22
26 Low
20 Low
9 High
+ 92.85%
+ 37.03%
-12.16%
The number should have been zero as per the target to dispose of these cases within one year from the date of
registration.
STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9
CF 1.2: Writ Jurisdiction for the Protection of Fundamental or Legal Rights and Matters
of Public Interest
This relates to the jurisdiction of the Supreme Court under Art 88(2) of the 1990 Constitution and Art
107(2) of the Interim Constitution. The Plan outlined that the writ petitions under this head should be
disposed of within one year from the date of registration. It also proposed to reduce the backlog by
75 percent in the fiveyear plan period with an assumption for both improving the rate of disposition
and arresting the backlog rate by 15% each year during the plan period. The result shows a mixed
scenario. Except in the case of the first year where the result purported the target the same could not
continue in the coming years. For details see table 2.
TABLE 2: Supreme Court: Writ Jurisdiction
S.N.
1.
2.
3.
4.
5.
6.
7.
8.
Description
Pending balance
New registration
Total
Disposal
Current balance
Pending balance exceeding 1 year.
registration
balance
Status of 061/62
Status of 062/63
Status of 063/64
2999
1538
4537
2015
2522
2522
1773
4295
1686
2609
1513
2609
1291
3900
1200
2700
1609
477 High
87 Low
91 Low
- 15.90%
+ 3.44%
+3.49%
Going by the targeted reduction of 15% each year, the number should have been 1649 as per the targeted reduction by
45 % of initial pending balance by the end of 3rd Year.
The number should have been zero as per the target that, in no event the petitions would remain un-decided by more
than a year.
CF 1.3: Original and Appellate Jurisdiction

The achievement of all the courts concerning with the judicial sector is concerned here. This sub-head
covers the work of the Supreme Court, 16 Court of Appeals, 75 District Courts and other courts and
tribunals1 . Here the key result indicator pointed out that the court will be able to dispose of all cases
within the stipulated time period2 and in all events within two years of its registration in the said court or
tribunal. It also promised to reduce the backlog by 50 percent during the Plan period meaning a reduction
of 10 percent in each financial year or assuming the increasing performance or average of each courts
during the Plan period.
The data available indicate that the Supreme Court has made some progress in terms of slashing down
the absolute number. For instance, in the first year the court disposed of 5451 cases against 4474 new
registration. The pending backlog was reduced by 6.62 percent. The progress of the court went further up
in the second year where the court disposed of 6433 cases against 4176 new registrations. The pending
backlog in that year was reduced by 16.39 percent. During the third year, the court has disposed of 5062
cases against 4260 new registrations- a reduction of 6.97 percent of backlog.
However, the court is yet to obtain satisfactory results with regards to the disposal of cases within 2 years
of their registration. Whereas the number of cases pending for more than two years in the first year was
6,752 it got reduced to 5,842 cases and 4,732 cases in the second and third year respectively. For details
see table 3.
1
2
By the term "other courts and tribunal" we refer to one Special Court (hearing corruption cases), one Administrative Court,
one Labor Court, four Revenue Tribunals and one Debt Recovery Tribunal and its Appellate Tribunal.
The time period varies in case of original and appellate jurisdiction.
TABLE 3: Supreme Court: Original and Appellate Jurisdiction

S.N.
Description
1.
2.
3.
4.
5.
6.
7.
Pending balance
New registration
Total
Disposal
Current balance
Pending balance exceeding 2 year
registration
balance
8.
Status of 061/62
Status of 062/63
Status of 063/64
14747
4474
19221
5451
13770
6752
13770
4176
17946
6433
11513
5842
11513
4260
15713
5062
10711
4732
977 High
2257High
802 High
-6.62%
-16.39%
-6.97%
30 % of initial pending balance by the end of 3rd year.
The number should have been zero as per the target that, in no event the cases would remain un-decided by more than
two year.
The consolidated picture of the Supreme Court shows a declining trend of registration and a catching up
pace of disposal. Whereas the court started the plan with 17774 cases, by the end of third year the
pending balance has come down to 13476. This by all account is a good achievement even if one
hesitates to term it as remarkable given that there has been some decline in the number of judges in the
third year. In all the years per judge disposal has remained around 645 cases. For details see Table 4 & 5.
TABLE 4: Supreme Court: Consolidated Statement of all Jurisdiction
S.N.
Description
1.
2.
3.
4.
5.
6.
7.
Pending balance
New registration
Total
Disposal
Current balance
registration
balance
8.
Status of 061/62
Status of 062/63
Status of 063/64
17774
6066
23840
7494
16346
7703
16346
6031
22377
8181
14196
6734
14196
5599
19795
6319
13476
5611
1428 High
2150 High
720 High
-8.03 %
-13.15 %
-5.07%
The number should have been zero as per the target that, in no event the petitions would remain un-decided by more
than a year and in no any event the cases would remain un-decided by more than two years.
TABLE 5:
Supreme Court: Average Disposal per Justice
Fiscal Year
Number of Justices
Total Disposed Cases
Average Disposal per Justice
2061/62
2062/63
2063/64
22
25
21
7494
8181
6319
340.632= 681.26
327.242= 654.48
300.902=601.80
Note: Total disposed cases number of justices worked in the year is multiplied by two. Since some cases are disposed
by a Single Bench and some others go to the Full or Special Bench, this is just a rough estimate. The number of
justices working for a certain period of the year is also included in the data.
Against the general assumption, the Court of Appeals also did not do well in the first and second year. The
data gives a slightly better picture in the third year as the courts got a bonus of low registration. For
instance, in the first year the courts disposed of 12,131 cases whereas the same year the new registration
was 12,246 cases. They had a pending backlog of 10,042 cases. The low disposal gave rise to further
accumulation of cases in the second year (10,157) but the courts could not increase the pace this year
also. They could dispose of only 11,173 cases against 11,739 new registrations. As a result, the backlog
got added up by another 566 cases. The courts had only 8,888 new registrations and a disposal of 11,808
cases in the third year, which resulted in the reduction of pending balance by -27.23%. The most disturbing
element in case of Appeal Courts is the low per judge disposal. It has remained around 292 cases on an
average.
The appeal courts also did not fare well in handling old cases. The statistics also shows that even though
compared to the Supreme Court, the absolute number of cases pending for more than two years in the
appeal courts was much less, this began to grow further in the second year but was slightly reduced in the
third year. For instance, in the first year there were 513 cases pending for more than 2 years, this rose to
572 in the second and 547 in the third year. See details in the table 6 & 7.
TABLE 6:
S.N.
1.
2.
3.
4.
5.
6.
7.
8.
Appellate Courts: Original and Appellate Jurisdiction

Description
Pending balance
New registration
Total
Disposal
Current balance
registration
balance
Status of 061/62
Status of 062/63
Status of 063/64
10042
12246
22288
12131
10157
513
10157
11739
21896
11173
10723
572
10723
8888
19611
11808
7803
547
115 Low
566 Low
2920 High
+ 1.14%
+5.57%
-27.23 %
30 % of initial pending balance by the end of 3rd year.
The number should have been zero as per the target that, in no event the cases would remain un-decided by more than two
year.
TABLE 7: Appellate Courts: Average Disposal per Judge

Fiscal Year
Number of Judges
Average Disposal per Judge
2061/62
2062/63
2063/64
73
81
88
12131
11173
11808
166.172=332.34
137.932=275.86
134.182=268.36
Note: Total disposed cases number of judges worked in the year multiplied by two. Since some cases are disposed by a
Single Bench or by a Single Judge when the Division Bench differs, this is just a rough estimation. The number of
justices working for a certain period of the year is also included in the data.
The District Courts which are the trial courts of general jurisdiction portray a mixed picture. They made
some progress towards meeting the target in the first year, relapsed in the second and came back in the
third year. For instance, in the first year the District Courts disposed of 33,203 cases against 31,260 new
registrations whereas in the second year they could dispose of only 25,167 cases against 31,743 new
registrations. As is seen, whereas the pattern of new registration remained almost static in the first and
the second year the courts disposed of less number of cases. The courts increased the pace in the third
year and disposed of 36,894 cases against new registration of 35,438 cases. The surge in the disposal
owes more to the increased strength of the judges than to their enhanced performance. A caveat
however needs to be added to the disturbance in the Terai region which, of course, affected the
performance of the courts adversely.
With regard to tackling arrears the District Courts also could not make much progress. For instance, in the first
year the number of cases pending for more than 2 years was 2,252; this soared up to 3,336 in the second
year. The courts achieved some success in the third year as they could bring it down to 2754 cases. On an
average an individual district court judge has disposed of 257 cases only. For details see table 8 & 9.
TABLE 8: District Courts: Original Jurisdiction
S.N.
Description
1.
2.
3.
4.
5.
6.
7.
8.
Pending balance
New registration
Total
Disposal
Current balance
Pending balance exceeding 2 yrs.
Disposal high/low against new registration
Current balance +_ against pending balance
Status of 061/62
Status of 062/63
Status of 063/64
27642
31260
58902
33203
25699
2252
1943 High
-7.02%
25699
31743
57442
25167
32275
3336
6566 Low
+ 24.54%
32275
35438
67713
36894
30819
2754
1456 High
-4.82%
The number should have been zero as per the target that, in no event the cases would remain un-decided by more than two year.
TABLE 9:
District Courts: Average Disposal per Judge
Fiscal Year
Number of Judges
Average Disposal per Judge
2061/62
2062/63
2063/64
120
114
134
33203
25167
36894
276.69
220.76
275.33
Note: Total disposed cases number of judges worked in the year.
The statistics of other courts and tribunals shows a mixed picture. There the arrears kept on surging as the
pace of disposal remained sluggish except in the third year. For instance, in the first year the other courts and
tribunals disposed of 987 cases against 1438 new registrations. The disposal in the second year further
shrunk to 572 cases against 2370 new registrations - a dismal 24.13 percent. This is mainly because
appointments to the tribunals such as the Revenue Tribunal which hold a huge chunk of case load did not
take place. However, these institutions disposed of 1439 cases against 461 new registrations in the third
year which is promising. By the end of third year the absolute number of pending cases remained 2174
including 416 cases pending for more than two years. For details see table 10.
TABLE 10: Statement of Other Courts and Tribunals
S.N.
1.
2.
3.
4.
5.
6.
7.
8.
Description
Pending balance
New registration
Total
Disposal
Current balance
Status of 061/62
Status of 062/63
Status of 063/64
903
1438
2341
987
1354
1354
2370
3724
572
3152
451 Low
+49.94%
1798 Low
+132.79%
3152
461
3613
1439
2174
416
978 High
- 31.03%
The combined picture of all courts and tribunals in the country by the end of the third year presents only a
modest reduction of backlog. The pending arrears in the beginning of the Plan period were 56,361, it has come
down to 54,272 cases by the end of third year. The courts and tribunals could not decisively cross the 50 percent
disposal in the first year when it was barely 50.12%. The disposal slipped down to 42.77% in the second year
and got slightly improved to 50.99 in the third year. Neither the courts disposed of cases within the time
stipulated by law nor could they reduce the backlog as projected in the Plan. For details see table 11.
TABLE 11: Consolidated Statement of all Courts and Tribunals
S.N.
Description
1.
2.
3.
4.
5.
6.
7.
8.
Pending balance
New registration
Total
Disposal
Current balance
Status of 061/62
Status of 062/63
Status of 063/64
56361
51010
107371
53815
53556
10468
2805 High
_ 4.97%
53556
51883
105439
45093
60346
10642
6790 Low
+12.67
60346
50386
110732
56460
54272
9328
6074 High
- 10.06%
Going by the targeted reduction of 10% each year, the number should have been 39453 as per the targeted reduction by 30 % of
initial pending balance by the end of 3rd year.
CF 1.4: Execution of Judgment

Execution of judgment basically relates to the function of the District Courts. This is another problem area
of the court which needed improvement. Here, the aspired deadline for execution of decisions stipulated
in the Plan was six month. Commitment was also made that in no event would the decisions remain unexecuted by more than a year. The Plan also provided that the arrears would be reduced by 75 percent
during the plan period- meaning a reduction of 15 percent each year.
With regard to the disposal of petitions, the courts made some progress in the first year it began to slip down
in the following years. The courts disposed of 6398 petitions against the new registration of 5826 in the first
year whereas they disposed of 6285 petitions against the new registration of 6096 in the second year but in the
third year they could dispose of only 5727 petitions against the new registration of 5865 petitions. Despite the
promise made in the Plan not to keep the petitions beyond one year the petitions crossing the said period in
the first year are 26.45% (out of pending balance of 5377 petitions, 1424 petitions) and 28.60% (out of
pending balance of 5188 petitions 1484 petitions) in the second year. In the third year 27.52% (out of 5326
pending petitions, 1466 petitions) have crossed the one year limitation. For details see table 12.
TABLE 12:
S.N.
1.
2.
3.
4.
5.
6.
7.
8.
District Court: Statement of Execution of Judgment
Description
Pending balance
New registration
Total
Disposal
Current balance
Status of 061/62
Status of 062/63
Status of 063/64
5949
5826
11775
6398
5377
1424
572 High
-9.61%
5377
6096
11473
6285
5188
1484
189 High
-3.51%
5188
5865
11053
5727
5326
1466
138 Low
+ 2.66%
45% of initial pending balance by the end of 3rd Year.
The number should have been zero as per the target that, in no event the decisions would remain un-executed by more
than a year.
10
CF 2: Advisory Function
This relates to Article 85(5) of the 1990 Constitution under which the King could ask for the advisory
opinion from the Supreme Court on complicated constitutional or legal question. After the
commencement of the Plan no such opinion was sought by the king from the court. The Interim Constitution
has gone a step further and repealed this jurisdiction of the Supreme Court.
CF 3: Supervision and Monitoring Function
Supervision and monitoring is an important component of the regular function of superior courts underlined
by the Constitution and laws3. Under the Plan, the Supreme Court and the Courts of Appeal were
required to inspect subordinate courts, quasi-judicial bodies and prisons every year. In order to make the
supervision and monitoring function effective it was also envisaged that supervising courts would emphasize
on implementation of their recommendations and also create a report back mechanism. For this purpose
the supervising courts were required to prepare a calendar of operation for supervision and monitoring,
create a central database of the same where all inspection reports would be submitted4 upon which a
follow-up mechanism would be created to ensure the directives issued by the inspecting judges and
their recommendations for improvement of the situation in courts, tribunals and prisons are implemented
seeking cooperation of other agencies where necessary. The Plan also provided for inclusion of the
summary of the inspection report in the Annual Report of the Supreme Court.
In order to carry out the supervision and monitoring function effectively a Supervision and Monitoring
Division within the Supreme Court was created in the very first year of the Plan period. After coming into
existence, this Division has now started collecting information on supervision and create data base of
supervision, its status, recommendation and their implementation.
As to the supervision, in the first year the Supreme Court conducted inspection of a number of appellate
courts such as Patan, Janakpur, Rajbiraj, Hetauda and Nepalgunj. Owing to insurgency and other disturbances
the Supreme Court could not inspect any court in the second year. However, in the third year the court has
inspected Appeal Courts, Nepalgunj (twice), Hetauda, Biratnagar, Butwal, Pokhara, Ilam, Dhankuta, Baglung
and Jumla. This being so in case of the Supreme Court, nine appellate courts inspected courts, quasijudicial bodies and prisons under their respective jurisdiction in the first year. Similarly, seven appellate
courts inspected a number of district courts, quasi-judicial bodies and prisons in the second year. In the
third year the appellate courts inspected 56 district courts and quasi-judicial bodies and prisons. In a
nutshell, inspection seems to be frequent, but other activities are yet to be implemented seriously.
CF 4: Court Management
Under this head, a number of activities such as implementation of the Strategic Plan, securing and
management of financial resources, maintaining and securing of infrastructure, systematization of records,
dissemination of information, human resource management and conducting of research on laws and
case laws and Nepali justice system and maintaining of relation with external actors are set out.
CF 4.1: Implementation of Strategic Plan
For the purpose of implementation of the Plan, two committees one termed as "High Level Steering
Committee" headed by the Chief Justice and the other termed as "Plan Implementation Committee"
headed by Senior Justice5 of the Supreme Court were constituted to oversee, monitor and cause the
implementation of the Plan. These Committees are actively undertaking the responsibilities assigned to
them. Even though the Supreme Court did not prepare an annual action plan in the formal sense of the
term, it did keep in view the annual programs envisaged in the Strategic Plan and tried to secure necessary
budget from the government.
CF 4.2: Securing and Managing Financial Resources
This is a general function of the Supreme Court and other Courts and tribunals. Currently the budget
projections for the next financial year are prepared by concerned courts and tribunals which are then sent
to the Supreme Court. The latter prepares a consolidated budget estimate and sends the request to the
3
4
5
Article 86 (1) of the 1990 Constitution (Article 102 (2) of the Interim Constitution and Section 20 of the Judicial Administration Act, 1991
To the section created for this purpose under the SC Rule.
Hon. Min Bahadur Rayamajhee
Ministry of Finance and the National Planning Commission. Once the budget is sanctioned the Supreme
Court then disburses the same to other courts and tribunals using its discretion but also keeping in mind
the budget projections of the concerned courts and tribunals.
Upon the unveiling of the Strategic Plan the Supreme Court, which has the responsibility to present and
secure necessary finances for the whole Judiciary has begun to project the cost outlined in the Plan and
to some extent secure budget. From the budget outlay sanctioned, it is seen that even though the
Judiciary did not secure the required budget as projected in the Strategic Plan, it did get some amount for
its implementation. For instance, for the first, second and the third year, the Plan projected
Rs.83,25,51,890.00 Rs.1,70,98,23,594.00 and Rs. 1,29,76,35,270.00 respectively for both core core
functions and strategic interventions6 . The government sanctioned Rs.76,01,02,000.00 Rs. 84, 06,
93,000.00 and Rs. 92,18,90,000.00 both in current and capital expenditure. This comes out to be 91.29%,
49.16% and 71.04% of the projected budget. It comes out to be 0.68%, 0.66% and 0.64% of the national
budget7 . The figures show that despite the increase in the annual disbursement, there is a great fluctuation
in the approach of the government with regard to the budget demand of the Judiciary. The government
still likes to cling to the budget ceiling it prepares at its discretion for the Judiciary instead of fully
appreciating the need of the latter.
CF 4.3: Maintain and Secure Infrastructure and Facilities
Under this head securing or maintaining of infrastructure, furniture, equipments, vehicles and library
facilities are identified. So far as the development or securing of the infrastructure is concerned, the work
is done at the policy guidelines of the Construction Committee at the Supreme Court which is headed by
the senior most justice8. Other things such as procuring furniture, machinery equipment and vehicles,
development of library are done by the administration.
During the Plan period Rs.2,30,00,000.00 was spent on furniture and fixtures 9, Rs.5,00,00,000.00 for
procurement of machinery equipment10 and Rs. 14,22,00,000.00 was spent for purchase of vehicles11.
Likewise, Rs. 28,00,00,000.00 was spent on building construction 12, Rs.4,00,00,000.00 was spent on
retention, maintenance and renovation of physical infrastructure13. Those amounts were spent from the
capital expenditure. In addition to this Rs. 1,51,50,000.00 was spent for development of library from
current expenditure14 . Beside the current expenditure, the government from its capital budget allocated
to the Judiciary (for all courts and tribunals) Rs. 69,23,15,000.0015 during the three year period.
CF 4.4: Record Management
Record management is one of the most neglected areas of the Judiciary. The decade long conflict in the
country made the management of record still more challenging. At least four courts, Jumla, Arghakhanchi,
Achham, and Myagdi were totally destroyed by the insurgents where the case files of decided and
ongoing cases were burnt off. During the implementation of the Plan this fact was also taken into
consideration.
The Plan required the review of existing practice of record management, develop policies for the
maintenance of record and implement it after its formal adoption. More importantly the Plan proposed
the introduction of electronic data keeping and retrieval system in the courts. Sorting out of unnecessary
documents in the court was another task proposed in the Plan.
6
7
8
9
10
11
12
13
14
15
Annex 4 & 5 of The Strategic Plan of the Nepali Judiciary 2004-2008

The National Budget was Rs. 1,11,68,99,00,000.00, in FY 061/62, Rs. 1,26,88,51,00,000.00 was in FY 062/63 and Rs.
1,43,91,23,00,000.00 was in FY 063/64
Currently Hon. Justice Min Bahdur Rayamajhee is the head and Hon. Justice Khilaraj Regmi is the member of the
Committee.
Rs.30,00,000.00 in the first year, Rs.1,00,00,000.00 in the second year and Rs.1,00,00,000.00 in the third year.
Rs.1,00,00,000.00 in the first year, Rs. 2,00,00,000.00 in the second year and Rs.2,00,00,000.00 in the third year.
Rs.3,22,00,000.00 in the first year, Rs.5,00,00,000.00 in the second year and Rs.6,00,00,000.00 in the third year.
Rs.5,50,00,000.00 in the first year, Rs.9,00,00,000.00 in the second year and Rs.13,50,00,000.00 in the third year
Rs.1,00,00,000.00 in the first year, Rs.1,00,00,000.00 in the second year and Rs.2,00,00,000.00 in the third year.
Rs 50,00,000.00 in the first year, Rs77,00,000.00 in the second year and Rs.24,50,000.00 in the third year.
Rs.18,73,15,000.00 in the first year, Rs 23,68,45,00.00 in the second year and Rs 26,81,55,000.00 in the third year. This amount does
not include the budget of Debt Recovery Tribunals.
11
12
Major achievement of the Judiciary under this head is the constitution of a Review committee16 which
made a comprehensive situation analysis and prepared a policy paper outlining activities that needed to
be taken up for processing and systematically maintaining the record. Computerization with electronic
data management and retrieval system is under progress at the Supreme Court and a few appeal and
district courts. Similarly, the Supreme Court and a few appellate and district courts such as the Appellate
Court Patan, District Court Lalitpur, Parsa and Special Court have purged/repaired and boxed some
3,00,000 decided case files under the USAID/ARD Rule of the Law Program.
CF 4.5: Dissemination of Judicial Information
The responsibilities to dissemiante the judicial information under this head lies with the Supreme Court.
They include activities such as regular publication of the Nepal Law Reporter, Annual Report and the
Supreme Court Bulletin; clarification of the duties and responsibilities of the Spokesperson of the Supreme
Court, periodic press briefing, creation of website and publication of the works of the judiciary both in
English and Nepali. As we find, the Supreme Court made significant achievements in the implementation
of a number of activities. For instance, it has now been able to regularize the publication of the Nepal Law
Reporter and Bulletin. Similarly, the Supreme Court has been able to improve the quality of the Annual
Report in terms of inclusion of comprehensive data of the court activities as well as its analysis. The Court
has also thrashed out the rights and responsibilities of its Spokesperson who now conducts regular press
briefings on matters pertaining to the courts in Nepal. To mention the least, the Supreme Court celebrated
its Golden Jubilee in the second year of the Plan during which the Court brought out two special issues one in English and the other in Nepali highlighting the achievement and challenges facing the Judiciary.
This made tremendous contribution towards dissemination of information of the Nepali Judiciary. Over
and above the Supreme Court created a website www.supremecourt.gov.np . The website, among others,
contains weekly and daily cause list and provides the information on the activities of the Judiciary.
CF 4.6: Human Resource Management
Under this head the Judiciary was required to implement applicable human resource policies, implement
calendar of operation for transfer and promotion, undertake the evaluation of work of judicial personnel,
and introduce the system of reward and punishment based on performance. Not much is done in this
regard except developing a rough policy on calendar of operation for the transfer and promotion.
CF 4.7: Research on Laws, Case Laws and Nepali judicial system
This was aimed at strengthening the research capacity of the Judiciary in areas pertaining to law and
justice. The activities outlined were the identification areas of laws, case laws and the justice system
where research was required. The Plan proposed to do it by constituting a Task Force which would prepare
a position paper on the identified areas, conduct research, prepare report and pursue for implementation
of the same. It was also called upon to liaise with other research institutions working in the area of law and
justice.
Once the Plan was unveiled two study committees were constituted at the Supreme Court- one for the
identification of areas that required immediate reform17 and the other for the review, selection and
publication of case laws that are important from the perspective of streamlining precedents18 .
The first committee identified at least five areas such as bail and remand, limitation, alternative dispute
resolution, improvement of the court rules, civil and criminal code and procedural rules as areas where
immediate intervention was required. It also prepared a draft law in the first two areas.
Similarly, the committee constituted for research in case laws identified 13 areas where case laws needed
to be streamlined. It then with the support of USAID/ARD Rule of Law project, selected cases and published
them in 17 volumes. After the establishment of the National Judicial Academy, liaison has now been
informally established with it for conducting research in areas of common concern.
16
17
18
This committee was headed by Hon. Rajendra Kumar Bhandari It submitted its report on March,2007.
The Committee is headed by Hon. Khil Raj Regmi, Justice, Supreme Court. Further activities of this committee is discussed
under SI 7 .
The Committee is headed by Hon. Min Bahadur Rayamajhee, Justice, Supreme Court.
CF 4.8: Development and Maintaining of Relation with External Actors

This aimed at garnering the support of all justice sector actors and other actors as it was felt that a solo walk
of the Judiciary would not bring positive results. The Plan therefore provided for maintaining pro-active
relation with external actors, establish a Justice Sector Forum19, bring in issues for deliberation, develop
necessary directives without interfering with sub-judice matters, pool in resources and other support for
the courts. Accordingly, Central Level Justice Sector Coordination Committee with representation of all
justice sector actors and the civil society was constituted at the Supreme Court20 . Similar Committees
were formed in all the appellate and district courts21 in the very first year of the implementation of the
Plan. There have been regular interactions of these actors in the Committee so that hurdles in the delivery
of justice could be removed. These Committees have not only strengthened horizontal communication
among state and non-state institutions at the district and appellate court level it has also opened the
scope for vertical communication among the central, appellate and district level committees. The
committees have also been instrumental in orienting other stakeholders about the importance of justice
and making them walk along the same path towards securing justice to the people. The committee has
also been a forum for propagating other issues such as the promotion of respect for human rights among
the justice sector actors22.
2.3. Strategic Interventions

Strategic Interventions (SI) were designed to operationalize the vision of the Judiciary within the Plan
period. In total there are sixteen areas where interventions were designed. In what follows we will revisit
these activities and take stock of the achievements and failings, should there be any.
SI 1: Streamlining and Strengthening the Management Capacity of the Judiciary
Activities conceived under this head pertained to identification of the needs and development of
organizational policies, review of organizational structure through O&M survey, identification of
management training needs(MTN) and coordinate with other institutes for the training based on the
MTN.
As we find two Committees were constituted under the Plan -one to undertake O&M Study23 and the
other to review laws pertaining to administration of justice24 .
The Committee to undertake O&M studies identified the following problems in the Judiciary:
The court structure has not been reformed to keep it in tune with emerging values of management
and the developments taking place in the information, communication and technology areas.
There is no concordance between distribution of human resource and the case load in different courts
and tribunals.
The quality of service provided by the court is not up to the standard.
In view of the above, the Committee therefore suggested the following:
The redundant human resource which is 566 should be slashed down but another 1434 posts in
different ranks should be added25. This will make the total strength as 5309 people26.
The other Committee which reviewed laws pertaining to the administration of justice inter alia
recommended for the enactment of separate laws on criminal and civil matters along with procedural
laws. It also recommended that a calendar of operation be introduced and strictly followed, and measures
19
20
21
22
23
24
25
26
During the implementation of the Plan this forum was renamed as Justice Sector Coordination Committee.
The Committee is headed by Hon. Khil Raj Regmi, Justice, Supreme Court.
The Committee is headed by the Chief Judge in the Appellate Courts and District Judge in the District Courts.
For instance CeLLRd, in coordination with the Justice Sector Coordination Committee has been now providing technical
support on the orientation on human rights to non-gazetted employees of the Judicial and quasi judicial bodies.
This Committee was headed by Hon Prem Sharma, the then judge in the Court of Appeal, Butwal.
This Committee was headed by Hon Khilaraj Regmi, Justice at the Supreme Court. The work of the committee mentioned
here also pertains to CF 4.7 above.
The current strength is 4,441 people.
This means that the Judiciary will in fact be hiring an additional 868 people among which there will be 535 security
personnel.
13
14
for dispute settlement such as conciliation and mediation be introduced. The Committee also prepared
separate laws on bail and remand, limitation and also advanced a number of suggestions for streamlining
court procedures.
SI 2: Increased Budgetary Allocation and Financial Autonomy
Under this head three activities such as the presentation of the Plan along with its budget projection,
development of suitable policy for financial autonomy and independence in dealing with donors were
envisaged. Since the adoption of the Plan by the Full Court of the Supreme Court, the Court made a
formal request to the Ministry of Finance and the National Planning Commission to include the Strategic
Plan in the national planning process and allot budget for the implementation of measures mentioned in
the Plan. Since then the Court has regularly sought necessary budget allocation for the implementation
of the Plan27.
For the purpose of developing a policy on financial and judicial autonomy, a Committee was constituted
at the Supreme Court28. The Committee dwelt in considerable detail on issues pertaining to judicial,
financial and administrative autonomy. Upon making a comparative study of the judicial practices of
countries such as the US, UK, India, Japan, Australia, Philippines and Germany it recommended for the
inclusion of the following matters in the Constitution:
The Judiciary should be given financial autonomy, and for this purpose the expenses of the Judiciary
should be charged to the consolidated fund,
The Supreme Court should be given full power to make internal disbursement of the budget,
The Supreme Court should be given administrative autonomy to hire and fire the staff,
The Supreme Court should be given the power to make rules for running the court business, lay down
procedures on judicial matters29.
For the purpose of securing financial autonomy and entrenching it firmly the Committee suggested that
the following matters be included in existing laws:
A Financial Management Committee with the Chief justice as its head and a justice of the Supreme
Court, Minister of Finance, Vice Chairman or member designated by the Vice Chairman of the National
Planning Commission as members and Registrar of the Supreme Court as Member-Secretary, should
be constituted at the Supreme Court. The Committee should have the power to prepare annual plan
and send the same to the National Planning Commission to be included in the annual plan, prepare
annual budget of the judiciary and submit to the Parliament through Ministry of Finance and review
the salary and emoluments of judges and officials working in all the courts and make appropriate
suggestions for their improvement.
To assist the Financial Management Committee, a Planning Committee headed by the Registrar of the
Supreme Court should also be constituted at the Supreme Court30.
The report of the Committee was adopted by the High Level Steering Committee whereupon it asked the
Supreme Court administration to take necessary steps to secure financial autonomy. The report is in the
process of implementation.
Similarly, another Committee to determine the approach of the judiciary with donors also suggested that
the judiciary should independently deal with donors and seek their assistance31.
SI 3: Development of Infrastructure in the Court
The activities proposed under this head were the assessment of existing infrastructures and logistic
facilities of the court by reviewing reports such as the report of the Court Management Committee (2055 BS.)
27
28
29
30
31
For budget allocation see the summary on CF 4.2

This Committee was headed by Hon Justice Balaram K.C of the Supreme Court.
The Committee also recommended for amending the Judicial Administration Act and the Supreme Court Act and Rules
to accommodate these suggestions
This committee will have representation from the Judicial Council, Ministry of Law, Justice and Parliamentary Affairs
and National Planning Commission (Joint Secretary level), and Chief of the Finance Division at the Supreme Court as
members. The Chief of the Planning Division as will work as Member Secretary.
The Report is discussed in SI 9.
and the Court Strengthening Committee (2058 BS.), identification of infrastructural and logistical needs,
and prepare plan and programs for the development and improvement of facilities such as land and
building, library, computer, equipments, furniture etc and implement the Plan. Accordingly, a High Level
Committee for the Study of Infrastructure and Logistics of the Court was formed which submitted its
report in the very first year of the Plan. The report took a detailed review of the existing documents
including the Strategic Plan and advanced a number of recommendation and suggestions, the highlights
of which are as follows:
There should be a separate building for the Supreme Court with at least 237 rooms covering 15, 414
sq m of plinth area.
The judges should be provided with facilities of residence by developing necessary infrastructure.
The infrastructure of all the courts and tribunals should be improved and they should be equipped with
furniture, machinery, library and vehicles.
Meanwhile the Construction Committee of the Supreme Court has also taken up the task of development
of infrastructure (land acquisition and construction and maintenance of court building) for the courts by
developing a three year program of action which is periodically reviewed.
During the Plan period construction of the following courts or facilities was completed. This does not
however obviate the need of renovation and maintenance work at regular intervals.
FY 061/62
Annex in Appellate Court Butawal and Kathmandu District court.
Residence for judge in Rupendehi District Court.
Building extension and renovation of Appellate Court in Mahendranagar, Patan, Janakpur, Hetauda,
Butwal, Baglung, Dhankutta, Rajbiraj, Pokhara, Tulsipur and Dipayal.
Building extension and renovation of District Courts in Gorkha, Kanchanpur, Ilam, Sankhuwasabha,
Bhojpur, Sunsari, Saptari, Udayapur, Siraha, Mahottari, Sarlahi, Ramechhap, Sindhupalchok, Bara, Parsa,
Kathmandu, Bhaktapur, Nuwakot, Rasuwa, Lamjung, Syangja, Kaski, Arghakhanchi, Palpa, Rupandehi,
Kapilbastu, Nabalparasi, Salyan, Dang, Gulmi, Kailali.
Court building construction work started in Rupandehi, Ramechhap, Dhanusha.district courts.
Purchase of land for Ramechhap District Court.
FY 2062/63
District Court building in Ramechhap and Banke has been completed.
Court building construction work started in district courts of Sindhupalchowk and Siraha.
Guard quarter construction at the Rupandehi District Court has been completed.
Installation of two lifts and renovation of benches and other works at the Supreme Court .
Construction activities started in Appellate Court, Biratnagar.
Building extension and renovation of Appellate Courts of Ilam, Dhankutta, Rajbiraj, Janakpur, Patan,
Pokhara, Butwal, Jumla, Nepalgung, Surkhet, Dipayal.
Building extension and renovation in Gorkha, Surkhet, Taplejung, Morang, Khotang, Siraha, Mahottari,
Ramechhap, Kavrepalanchok, Parsa, Lalitpur, Nuwakot, Mustang, Parbat, Kapilbastu, Dang, Humla,
Banke, Bajhang, Bajura, Baitadi, Kanchanpur district courts.
FY 2063/64
District Court building in Rupendehi has been completed
Currently the following construction activities are going on in the following courts:
Appellate Court building in Biratnagar.
District Court building in Jhapa, Sindhupalchowk, Dhanusha and Sarlahi.
Saptari, Siraha - Annex building, Palpa - residence for the Judge.
Improvement, extension and renovation works in district courts of Lamjung, Bardia, Sankhuwasabha,
Sunsari, Ramechhap, Rautahat, Lalitpur, Bhaktapur, Nuwakot, Dhading, Mustang, Kaski, Nawalparasi,
Salyan, Rukum, Humla, Surkhet, Jajarkot, Bajhang, Kailali, Bajura, Kanchanpur and Appellate Court
Mahendranagar, Ilam, Dhankutta, Rajbiraj, Janakpur, Hetauda, Patan, Butwal, Jumla, Dipayal.
Seminar hall at the Supreme Court.
15
16
The government has given land and/or building to the courts in the following districts:
Rupendehi (land)
Jajarkot (land and building)
Kathmandu (land and building)32
Parbat ( the land and building has been given back to the court)
Purchase of land for the Court has taken place in the following districts:
Ramechhap
Sarlahi
Taplejung
Doti
SI 4: Streamlining of the Number and Geographical Distribution of Courts and Review of Existing
Jurisdiction
This intervention was designed to review the existing distribution of the courts and their functional
jurisdiction. It was revealed from the situation analysis that cases were not evenly distributed in the courts
that were exercising trial and appellate jurisdictions. Whereas a few courts in metropolitan areas such as
Kathmandu and a few Terai districts such as Saptari, Morang, Parsa, Rupendehi, and Banke had very high
registration rate, districts in the high mountain areas such as Mustang, Manang, Rasuwa, Dolpa, Humla etc
had very few cases33. It was then felt that the huge disparity in the case load could be better managed if
the numbers of courts were streamlined according to the distribution of cases and the development
taking place in transport and communication sector in the country. Review of the jurisdiction in the
vertical structure of the court was also proposed keeping in mind the case congestion at the Supreme
Court and a few Appellate courts.
As required by the Plan, two Committees were constituted - one to review the geographical distribution34,
and the other to review of jurisdiction of courts.35
The highlights of the report of the Committee to study the geographical distribution of courts are as
follows:
At the district court level, courts having less than 100 cases should not have any permanent posting of
judges. These courts should be handled by judges of the neighboring districts. 36
The court at Chainpur in Sankhuwasabha district should be relocated to Khandbari
At the Appellate Court level there is a need to slash down the existing 16 courts to 9.
Similarly, the Committee to study the jurisdiction of courts after having an in-depth study of previous
studies and resolutions passed by various conferences of the Supreme Court Justices and Chief Judges of
Appellate Courts, recommended the following:
The cases under the Summary Procedure Act, Land Act, Land Revenue Act, cases under the Local Self
Governance Act and family disputes such as divorce, establishment of legal relation, (Nata kayam)
should end with one appeal. The provision for review by the Supreme Court should be limited to legal
error and conflicts occurring in the rulings.
Matters tried by quasi-judicial institution should be heard on appeal by Appellate courts and the
decisions of these courts should be final unless reviewed by the Supreme Court.
The appellate courts should be given the power to issue Certiorari and appeal against the decision of
these courts should lie with the Supreme Court
Provisions of graduated appeal should be incorporated in the Act so that only matters with value over
50 thousand rupees, or with fine of more than 25 thousand rupees, and with more than 3 years of
32
33
34
35
36
As the building given to the court is not suitable, a new building for the court is being constructed.
The Strategy Plan revealed that at least 12 district courts had less than 100 cases. Similarly at least 7 Appeal Courts had less than
500 cases. This has not changed much even today. See Annual Report of the Supreme Court 2063 Annex 34, 35 and 55
This Committee was headed by the then Justice Hon. Dilip Kumar Paudel
This Committee was headed by Hon Justice Khilaraj Regmi
For instance, the Committee suggested that judge of the Doti District Court should handle Achham and Dadeldura. Similarly
arrangements could be made whereby the judge of the District Court in Jumla could handle matters at Mugu District Court
and the judge of the Lamjung District Court could handle matters of Manang District Court.
imprisonment should be allowed to go for second appeal if the decision of the district court is reversed
by the appellate court. Petty cases should end at the appellate court level even if the decision of the
district court is reversed. In case of abuse of power the Supreme Court could rectify it by opening up
the case through review jurisdiction.
Besides the above, the Committee also recommended for strengthening mediation in courts by making
suitable amendment in the law. It also recommended for constitution of tribunals for hearing special
types of cases. These reports were sent to the Judicial Council for needful actions.
Now, since the Interim Constitution has promised to embrace federal structure these reports need to be
further reviewed in line with the emergent political reality.
SI 5: Strengthening the Capacity of the Judiciary to Execute its Decisions
Execution of decision is one of the most vexing problems of the Judiciary. But this was also an area which
was neglected so much so that the Judiciary did not have first hand information about the problem in the
field. Therefore, the Plan proposed to hold a national conference of the executing officers to identify
problems, and develop a policy and improve the law and remove institutional and other hindrances that
came on the way to effective and timely execution of the judgments including the lack of competence
of the human resources associated with the execution of decisions of the courts and tribunals. Accordingly,
two interaction-cum-workshops of the Execution Officers were organized in 200537 , which identified
problems that cried for resolution. Following this, under the initiation of the Central Level Justice Sector
Coordination Committee, a manual for effective execution of the judgments38 has been prepared keeping
in mind the suggestions made by the participants and also taking note of the report of the Committee to
Study the Status of Fines and Sentence 39. This manual awaits formal adoption by the Full Court. The
capacity enhancement of the Executing Officers/Officials is being undertaken by the NJA in liaison with
the Supreme Court. 40
SI 6: Human Resource Development in the Judiciary
Under this head, the Plan proposed to develop and implement an autonomous, transparent, accountable
and efficient recruitment and promotion system, and work continuously to improve the efficiency of the
human resource of the Judiciary. As is seen from the situation analysis, there is an overwhelming presence
of non-gazetted staff in the judiciary who do not hold any degree in law. These officials are drawn from
the Nepal Civil Service. The lack of appropriate law regulating recruitment, promotion, transfer and career
development affected the healthy organizational growth. In view of this, the Plan proposed to develop a
suitable legislation, prepare rules and guidelines to operationalize it, prepare a calendar of transfer and
promotion, conduct O & M survey, introduce proper staffing in the Judiciary, identify training needs and
enhance capacity building of the officials. The Plan also proposed to improve the salary and other service
conditions of the judges and court personnel.
Upon unveiling the Plan several studies were taken up and these study reports are waiting execution. For
instance, the Committee for Drafting Legislation Regulating Recruitment and Promotion prepared a draft
legislation which was then forwarded to the Nepal Law Commission for further consultation. As the law
is yet to be promulgated other activities such as preparation and promulgation of rules and guidelines for
transfer, deputation and promotion could not be prepared. However, in the interim, the Supreme Court
has prepared a "calendar of transfer for non-gazetted staff" and has begun to implement it. Similarly, the
O & M study of the judiciary has also been completed and the report is now with the Ministry of Law,
Justice and Parliamentary Affairs which is taking initiatives for its implementation. The Committee to
Study the Human Resource Development in the Judiciary has recently finished consultation and is in the
process of preparing the report. Similarly, a High Level Committee also reviewed the salary and other
conditions of service of judges and the report is now in the process of being introduced in the Cabinet,
37
38
39
40
The first workshop was organized on June 17-19, and the second on Sept.9-11, 2005.
The Manual was prepared by a Committee headed by Justice Rana Bahadur Bam, chief judge of Appellate Court Patan.
This Committee was headed by then District Judge of Kathmandu (now Appellate Court Judge) Sambhu Bahadur Karki.
Besides, the NJA is also undertaking field based research on the execution of court decision. This research will be
completed by the end of this financial year.
17
18
while the Committee to review the salary and other conditions of officers and other staff is currently on
the job. With regard to training needs of the judges and other personnel of the Judiciary, the NJA has
completed the study in liaison with the Supreme Court. This report has recently been adopted by the
Governing Board of the NJA and the NJA is now in the process of implementing the TNA.
SI 7: Review of Relevant Laws and Simplification of the Court Procedure
This intervention was proposed in view of the incomplete, archaic nature of law and the need to simplify
clumsy and dilatory court procedure. Accordingly, a Committee41 was constituted to identify major
problem areas, review Acts and Rules that affect the regular work of the courts and tribunals. This Committee
identified five major areas for review. In the substantive law part, the Committee took the view that there
was a need to promulgate separate civil and criminal code along with procedural rules in both the areas,
laws on bail, limitation, and security of the judicial service. Similarly, it recommended for the development
of procedural rules on bail, limitation, mediation, information technology. It also recommended
amendments in at least a dozen Acts and Rules for making the court procedure speedy and improving the
quality of judicial service. Besides, the Committee also recommended for the development of Manual in
at least 10 areas such as the bench book, serving of court process, execution of judgment, record
preservation, case tracking system, supervision and monitoring etc. Acceding to the recommendation,
court rules have been amended. The draft law on limitation and bail and remand which were prepared by
the Committee are forwarded to the Nepal Law Commission for further action.
SI 8: Judicial Autonomy
The term judicial autonomy encompasses autonomy in the rule making power in matters pertaining to
justice and financial autonomy for properly utilizing resources at the disposal of the Judiciary42. The Plan
proposed to identify areas which affected judicial autonomy and where initiatives needed to be taken by
the Judiciary itself keeping in mind the comparative practices. The Plan also proposed for streamlining
judicial procedures and formulating rules and harmonizing necessary Acts and Rules. Accordingly, a Task
Force headed by a Supreme Court Judge was constituted to study the matter. The Task Force examined
the current status of judicial autonomy, made a comparative study of the judiciaries of US, UK, Australia
and submitted its report outlining measures that could be adopted to ensure financial, administrative and
judicial autonomy. It took the view that the Judiciary being a separate organ of the state, had an inherent
power to make rules for undertaking its activities competently and effectively. It also identified areas in
the Constitution, Financial Acts, Administrative law, and Rules which needed to be improved. Accepting
the report submitted by the Task Force, the High Level Steering Committee of the Supreme Court sent it
to the Supreme Court administration for execution which is yet to be fully implemented.
SI 9: Strengthened Communication, Coordination and Interaction with Institutional and Other Actors
Justice being an issue of multi-sectoral concern required an imaginative cooperation of all relevant
stakeholders. Similarly, the Judiciary being a public institution, also needed to inform the consumers of its
services about its activities and develop horizontal coordination and communication with other actors
and donors and seek their support. The Plan proposed to establish an information window in all the
courts, establish a Justice Sector Forum, develop a media policy of the Judiciary, and also develop and
implement policies on partnership with donors and NGOs.
By way of implementation of the Plan, a couple of initiatives have been taken up. For instance, a
spokesperson is designated at the Supreme Court and its roles and responsibilities are clarified. Similarly,
Nodal Officers are now designated in most of the courts to handle grievances and disseminate court
related information to the public. Similarly, the Management Committees have been made more
representatives by amending the court rules. Further, the Justice Sector Coordination Committees consisting
of all justice sector actors have been constituted in all the courts which are undertaking their assigned
functions to further better understanding and cooperation for effective delivery of justice. Similarly, the
policy on partnership with donors and NGOs has been developed by a Committee headed by a Supreme
Court Justice43 . The Committee proposed a permanent institutional structure with representation from
41
42
43
It is also discussed in CF 4.7.

That way there is a slight overlapping between intervention and the intervention No 2 titled "Increased Budgetary Allocation
and Financial Autonomy."
This committee was headed by Hon. Anup Raj Sharma, Justice, Supreme Court.
the finance, law ministry and Planning Commission so as to secure donor assistance and properly utilize
it. This Committee in its report also prioritized areas such as infrastructure development, institutional
reform, development of IT network, financial management for procedural reform, legal aid, record
management, human resource development, development of forensic lab in the court, judgment
execution, library management etc. where donors' assistance should be secured. The Steering Committee
has now sent the report to the Supreme Court for implementation.
With regard to the development of media policy in the Judiciary, currently a task force is on the job.
SI 10: Court Users' Charter
The Plan proposed to develop and implement a Court Users' Charter recognizing the rights of the users to
get timely, less costly and effective service. Accordingly, a Task Force was constituted to develop the draft
Charter. A draft Charter was prepared by the drafting committee which was then taken for consultation
where upon it was decided that the Charter would have to be taken for more comprehensive consultation.
SI 11: Strengthening of Investigative and Disciplinary Mechanism within the Judicial System.
This refers to the desire of the Judiciary to have serious introspection with regard to perceived and alleged
irregularities (administrative and financial) in the court, for unless and until the allegations of irregularities are
addressed it was difficult for the Judiciary to win public trust and live up to their expectation. Keeping this in
view, the Plan proposed to undertake a number of activities such as examination of the problem of financial
irregularities and review of legal and administrative mechanism for controlling financial irregularities44, creation
of a focal point at the Supreme Court to interact with the Office of the Auditor General and subordinate courts
on financial irregularities. Similarly, the Plan also proposed to develop suitable policies and laws related to the
control of financial and administrative irregularities which, upon endorsement by the Full Court, would be
implemented. The Plan also proposed to establish a complaint hearing mechanism in the court.
With regard to implementation of these activities, the Supreme Court through its Registrar has been in
regular contact with the concerned agencies and has explained court's position on many items shown in
the Auditor General's Report. This interaction has been fruitful in bringing down arrears in the court
significantly. Similarly, the Supreme Court also organized an interaction program for its Financial Officers/
Officials where officers from the Auditor General Office and the Office of Financial Comptroller were
invited as resource persons. The interaction was helpful in communicating each other's perspective on
alleged or perceived financial irregularities in the court. For an in-depth study of the problem the Steering
Committee asked the Registrar of the Supreme Court to do the needful to develop suitable policies and
laws to check irregularities. The report is yet to be submitted.
SI 12: Mediation and Consensus Building
In view of the growing arrears in different courts, the Plan envisaged that mediation could be introduced
as a mainstream court activity for amicable settlement of disputes. In fact, mediation of disputes at the
local level was a long established practice in Nepal. But later this was discarded in favor of a formal system
of dispute settlement which could be revived by opening legal space and enhancing capacity of judges
and other relevant actors by imparting them knowledge on the techniques and tools of mediation. The
Plan, therefore, proposed to review legal provisions on compromise, mediation and consensus building,
explore areas which could be taken up for mediation, develop a legal framework for institutionalizing the
same and identify training needs of the judicial personnel on mediation and consensus building.
As to the implementation of these activities, a number of things have been completed. For instance,
amendment in the Court Rules of all the three tiers of the court have been made creating space for
mediation in cases (both civil and criminal) which could be settled through mutual agreement of the
parties. The capacity building exercise is being undertaken by the Supreme Court as well as the National
Judicial Academy, the UNDP supported Reform of the Judiciary, Access to Justice Programs and the
USAID supported ARD Rule of Law program.
44
This focal point was proposed as there were strong views among judges and officers of the Judiciary that the Auditor
General Office termed many items/entries as irregular without properly understanding and appreciating the nature of
judicial function.
19
20
SI 13: Improvement in the Security Situation

This intervention was designed keeping in mind the alarming security situation in the courts due to Maoist
insurgency. When the Strategy Plan was being prepared, courts in Jumla and Achham had already been
destroyed and a couple of others had been under attack. Unless the security of the premises, judges,
employees, lawyers and other court users was ensured the courts and tribunals would not function
smoothly. In view of this, the Plan proposed to review the security situation of the courts, study past
reports on security and evaluate present situation, develop guidelines on security and cause its
implementation. Accordingly, a Committee headed by a Supreme Court Justice45 was constituted to
prepare a report on matters such as the security of the court, judges, other officers/staff as well as users
of the court services. This Committee inter alia recommended for the creation of security apparatus as
recommended by the O&M Committee for the security of the court, and for creation of the post of
Marshal to maintain security and order in the bench. It also recommended for the creation of Judicial
Police in the court in order to effectively implement court decisions and undertake other responsibilities
entrusted by the court administration. The High Level Steering Committee has now sent the report to the
Supreme Court administration for needful action.
SI 14: Development of a Scientific Central Archive System
While designing this intervention a couple of issues such as the management of existing records and the
records that were under threat due to insurgency were kept in mind. The Plan, proposed to review the
existing problems, laws and institutional mechanism relating to the archiving system in courts,46 develop
a policy on the creation of a scientific central archive system and bring out legal framework and guidelines
for implementation. Accordingly, a Committee headed by a Supreme Court Justice47 was constituted to
study the matter and advance recommendations and suggestions.
This Committee studied the problems associated with the management of records of running cases,
preservation of decided cases as well as creation of scientific central archives separately and advanced a
number of suggestions and recommendations. The major recommendations are:
Different forms created as per the court rules and laws used by courts in cases before them were not
uniform which caused problems in their proper utilization as well as maintaining uniformity in record
keeping.
Physical infrastructure (building, room and shelves) were not suitable for keeping sensitive court files
as there was no control of moisture, temperature and other eroding factors such as insects.
Record keeping required trained human resource as it was a specific job requiring some kind of
expertise in record keeping. Reliance on untrained and lowly paid human resource had adversely
affected proper record keeping.
Access to court records was required to be regulated without adversely affecting the security of the same.
The court needed to prepare a disposal schedule for retention and disposition of records.
There was a need to prepare and implement a record management guideline.
There was a need to computerize and digitalize court records.
With regard to central archive system the Committee recommended for a two layer system, one at the
central and the other at the respective courts and tribunals. As to what kind of records should be stored in
the central or in the respective courts, the Committee took the view that the matter should be left to the
concerned courts. The Committee also developed an organogram for the central archive system.
SI 15: Case Management for Delay Reduction and Case Congestion.
This is one of the mind boggling problems that courts in Nepal especially the Supreme Court and a few
other courts in metropolitan areas are facing. Effective case management was imperative to achieve
speedy and effective justice. The Plan therefore proposed a number of activities for effective case
management and reduction of case congestion such as development of a policy, amendment in the court
rules, development of a suitable computer program for introducing case tracking system, strengthening
of intra-court monitoring and supervision, introduction of a system of case assignment to justices in
45
46
47
Hon. Badri Kumar Basnet, Justice, Supreme Court.

Basically, management of records in the court is a legally guided mechanism to be run by officials especially assigned for this
purpose. Their roles and responsibilities were also laid down in the court rules.
Hon Rajendra Kumar Bhandari, Justicie, Supreme Court.
Appellate Court and Supreme Court, introduction of the time management system and integrated filing
system for running cases.
For the said purpose a Committee at the Supreme Court was constituted headed by a Supreme Court
Justice. But in the mean time an amendment was made in the Supreme Court Rule under which a Case
Management Committee got constituted to look into the issue of case management and delay reduction.
Following this the High Level Steering Committee entrusted all the works under SI 15 to this Committee.
This Committee now conducts periodic meetings and has made a number of suggestions on matters
such as case clustering and assignment, prioritization of hearing of old cases, rejection of adjournment
motion on old cases, etc. But many of its recommendations are yet to be endorsed either by the Steering
Committee or the Full Court.
Another note worthy work at the Supreme Court level is the development of computer networking, case
tracking and monitoring system. Now a unified numbering system on entry point in each court has been
introduced. Similarly, a computer based system for case entry, verification, preparation of weekly and
daily cause list, quota refining, day-to-day status, monthly report and data retrieval has been introduced at
the Supreme Court. The Court is planning to expand this service to other courts. However, with regard to
the reduction of backlog and case management in appellate and district courts and tribunals not much
has been done.
SI 16: Institutionalization of Legal Aid
Legal aid for indigent and disadvantaged group not only enhances people's access to court, it at the same
time also contributes to the abidance of fair trial norms which now has been incorporated as a a fundamental
right in the Interim Constitution. The existing court practice was deficient in the sense that despite having
provisions for the court appointed lawyers, the program did not cover the assistance that a person needed
during the pre-prosecution and trial stage or for filing appeals in criminal cases. The same deficiency
existed in civil cases as these lawyers did not write plaints, defense or appeal for the needy. Besides, their
emoluments and perks were not at all attractive. Therefore, the Plan proposed a number of activities such
as dissemination of information about the possibility of legal aid to indigents and disadvantaged groups,
creation of attractive emoluments and benefits for court appointed lawyers, expansion of service of these
lawyers to drafting of plaints, defenses, appeals and undertake all other important activities including the
activities during the execution of decision. In order to strengthen their capacity, the Plan also proposed to
provide logistic support to these lawyers and periodically evaluate their performance by maintaining the
record of their activities.
In order to carry out the assignments a Committee headed by a Supreme Court Justice48 was constituted.
This Committee made a number of recommendations such as transparent and gender inclusive
appointment of court appointed lawyers, extension of their tenure, ToR for the appointments in which
preparation of documents such as plaint, defense, appeals, review petitions, petition for settlement of
case, deed of settlement etc, appearance in the courts including the hearing at the SC on referred cases
(Sadhak) should be included. Similarly allotment of a well furnished and equipped room at each court for
such lawyers with law books, case laws and periodicals was also necessary. The Committee also suggested
that there should be information dissemination through media on the availability of the legal aid. It also
suggested that the salary should be equivalent to that of the Section Officer in case of Advocates, and that
of Non Gazetted First Class in case of Pleaders. The Committee also recommended for the introduction of
reward and punishment on the basis of their performance evaluation. It also called for the creation of
roster of candidates for court appointed lawyers and coordination (if possible bringing under one umbrella)
with other agencies providing legal aid such as the Legal Aid Committee of the Bar, NGOs/INGOs so as
to deliver effective service to the needy.
Upon submission of the report by the Committee, the salary of the court appointed advocate has been
increased to Rs. 7,000.00 for the Supreme Court Rs. 5,000.00 for the Appellate Court and Rs. 4,000.00 for
the District Court. Now the Court Rules have been amended where upon the courts are required to
provide a ToR to these lawyer and there is a mechanism for periodic reporting of their activities.
48
Hon Anup Raj Sharma, Justice, Supreme Court.
21
22
2.4
Impressions
There are a number of impressions that could be drawn from the review of the core functions and
strategic interventions.
The drafting of the Plan was a very novel exercise by the Judiciary. It, for the first time, introduced the idea
of planning in the Nepali Judiciary. It was also novel in the sense that the Plan was very meticulously
weaved around the mission, vision, values set out there in. Over the years, a consensus has developed in
the Judiciary and also among other stakeholders that the mission and vision and values drawn in the Plan
should beacon the reform journey of the Judiciary. The Plan has also been appreciated for its honest
introspection as well as for its realistic design of the activities under both core functions and strategic
interventions. It has created inertia and a collective thinking in the Judiciary that it will move in future
along the pathways in undertaking reform measures. The plan has also been instrumental in securing
more budget for the Judiciary even though the allotment is still short of the projected outlay.
Given that the Plan was the first document of its kind, there were some overlapping in some of the
interventions, and some duplication in the enumeration of activities under different interventions.49 They
are however minor and will be avoided in future.
There are a couple of areas where appreciable progress has been made during the Plan period. The first
is the development of infrastructure. Up to the time of review the construction of new building in at least
four district courts have been completed. In many others extension, renovation, and improvement of
physical facilities either have been completed or in the process of completion. As of now Rs 32 crore has
been already spent for the construction, extension, and renovation work. Another area that has got
massive investment is the procurement of vehicles. The Judiciary has been able to procure huge fleet of
vehicles for different courts for which Rs 14, 22, 00,000.00 has been spent. This has made the mobility of
judges and court staff much easier. Third is the introduction of information and communication technology
in the court. The Supreme Court has already begun electronic registration of case, verification, preparation
of weekly and daily cause list, quota refining. It has brought all the computers to the local area network.
Now a unified numbering system at the entry point in each court has been introduced. This has helped to
monitor the progress of the case. The SC has also created its website and begun to disseminate relevant
information. Most importantly, the court has formed the Justice Sector Coordination Committees in
central, all appellate and district level and work through it to solicit necessary cooperation from all justice
sector actors.
This being the general impression about the plan it-self, when we review individual activities, the feeling
is: "little done but vast undone". In what follows we elaborate this further.
Among the core functions adjudication was one of the most prioritized areas where the court needed to
produce tangible results. The Plan set a timeline for tackling old cases and coping up with new
registrations50. Here, the Judiciary could not make the desired progress. As mentioned already, the
combined picture of all courts and tribunals in the country up to the mid-term review presents a modest
success. The courts and tribunals have been unable to reduce the backlog or tackle new registration as per
the performance indicator. They could not decisively cross the 50 percent mark in the disposal of cases.
Why did this happen, were the targets unrealistic, or the insurgency in the country is to be blamed; or is
it due to the lack of improvement in the case management or whether the fault lies with dilatory
procedural laws; or whether the judges divested more time to out of the bench activities or input days
allotted for disposal of cases were insufficient; these are the questions that call for serious introspection.
With regard to the disposal of cases, the Supreme Court has shown some energy but it is also far behind
the target set by the performance indicators. Is it because of the shortfall of justices? If that is the case then
49
50
For instance, development of donor policy was written in SI. 2 and SI. 9. Similarly, independence and autonomy was a
related theme in SI. 2 (financial autonomy) and SI. 8 (Judicial autonomy).
For instance, the deadline for disposal of cases pertaining to Art 88(1) of the 1990 Constitution and Art 107(1) was set as
one year. Similarly, for original and appellate jurisdiction the Plan proposed that in all events the cases will be disposed
of within 2 years at each level. Similarly for execution of judgment the maximum deadline was set as six month.
how do we analyze individual disposal rate? The data reveals an individual disposal rate of justices in the
Supreme Court as 681.26 in 2004 (FY 061/62), 654.48 in 2005 (FY 062/63) and 601.80 in 2006(FY 063/
64). How do we analyze the patterns and fluctuations? There is no doubt that internal conflict and
frequent bandhs have affected the performance of the courts. But the bottom line is that if the Supreme
Court is to tackle backlog, it needs to create more hours in processing and hearing cases. This could be
done either by increasing working hours, slashing down leaves or by increasing the number of justices.
Compared to the Supreme Court, the performance of the Courts of Appeals is even poorer. It could not
cope up with the arrears in the first and second year. Even though the statistics reveal some progress in
the third year the individual disposal of judges are not encouraging. They have been sliding down. For
years, the appeal courts had vacancies of justices which were filled up in February 2006 by appointing 31
judges. Annual disposal of individual judge in the appeal courts is seen as 332.34 in 2004(FY 061/62),
275.86 in 2005(FY 062/63) and 268.36 in 2006(FY 063/64). The Courts of Appeals' jurisdiction is limited
to regular cases. It does not deal with constitutional matters and complicated public interest litigations.
But this has not helped the court to have a higher disposal. What then has affected these courts? Is it the
unscientific division of jurisdiction and geographical distribution or the insurgency, or weak management
or dilatory procedural laws that would be blamed for the lackluster performance? Of course, there is some
sense in saying that the appeal (and also the district) courts had to bear the brunt of insurgency and
agitation in the Terai as mobility of judges and support staff in moffasals compared to Kathmandu was
seriously hampered. This does not exonerate us from the responsibility of securing speedy, inexpensive
and speedy justice. Therefore, the bottom line here also is that the Courts of Appeals have been sluggish
and should really speed up. The Court wise disposal rate and number of Judges is shown in table 13.
TABLE 13: Courtwise Disposal of cases
Appellate
Courts
Ilam
Dhankutta
Biratnagar
Rajbiraj
Janakpur
Hetauda
Patan
Pokhara
Baglung
Butwal
Tulsipur
Surkhet
Nepalgung
Jumla
Dipayal
Mahendranagar
Disposal in Fy 061/62
Disposed % of Total No.of Disposed % of Total No.of Disposed % of Total No.of

Cases
Cases Judges Cases
Cases Judges Cases
Cases Judges
197
128
934
1405
1348
1546
3546
580
79
1259
218
101
581
17
61
131
55.65
62.44
44.84
59.51
49.20
61.84
50.50
61.57
60.3
60.94
70.78
81.45
57.13
44.74
36.31
57.20
3
2
5
7
8
6
11
4
3
6
3
3
4
3
2
3
225
106
995
1069
1230
1176
3372
582
132
1231
220
77
427
34
120
177
49.78
61.63
41.91
52.25
49.42
45.30
48.48
66.06
78.57
67.16
68.75
77.78
43.09
73.91
65.22
61.25
3
4
6
7
8
8
13
4
3
8
3
3
4
2
2
3
306
78
1206
1199
1363
1703
4026
416
76
949
138
36
469
11
73
172
62.83
58.21
53.13
62.97
63.37
62.36
61.34
66.67
69.72
77.79
60.79
73.47
52.29
35.48
46.02
63.47
3
4
7
7
7
8
13
4
3
7
2
3
4
2
2
3
23
24
The district courts also do not present a promising picture either. Whereas in the beginning of the plan
period the pending balance was 27,642 cases, this has now increased to 30,819 cases by the end of the
third year. The per judge disposal of cases in the first, second and the third year is 276.69, 220.76 and
275.33 respectively. It is true that insurgency worst hit the district courts and a large number vacancy
remained unfulfilled up to the end of second year, but it is also true that several reform measures and
improvement in infrastructural and logistical facilities were taken up at the district court level. For instance,
the lottery system in hearing of cases was done away with and cases were permanently entrusted to
benches. This was supposed to save the time of individual judges in larger courts. But the data collected
from larger courts such as Kathmandu and Saptari disposed of only 47.70 % and 48.20 % in the first year,
32.83 % and 36.05 % in the second year and 50.75 % and 43.99 percent in the third year. Major courts
such as Morang, Mahottari, Bara, Lalitpur, Rupandehi, Nabalparasi and Banke could not cross the 50
percent mark in the second year. The situation in 7 Pilot courts51 is also not so satisfactory. They could
dispose only 54.51 %, 40.70 % and 52.70 percent cases in the first, second year and the third year.
Therefore, the courts need to speed up and tackle the arrears and improve the court management.
The situation in other courts and tribunals is encouraging in the third year but it is yet to be satisfactory.
While they had 903 cases in the beginning of the Plan period they now have 2174 cases. When the Plan
was unveiled the Debt Recovery Tribunal had just been established. The tribunal now has got 1237
pending cases. Among the other tribunals the Revenue Tribunals in Kathmandu and Biratnagar have a
huge chunk of cases. Apperantly the reason cited for this was that the government did not make
appointments to the Revenue Tribunals for a long time in the first and second year resulting in the
explosion of backlog in these tribunals. The management aspects of revenue tribunals were also very
much neglected. Many of them did not have even a copier. Given that a new initiative to establish
commercial bench is at the anvil, once they become functional whether or not we need separate tribunals
for debt recovery and revenue related cases needs to be discussed.
As mentioned already, the Judiciary could get around only 65% of the projected budget for the
implementation of activities during the period under review. But we also see some deviations in the use
of the allotted amount. For instance, there was no provision for machinery and equipment in the first year,
but around Rs.2,00,00,000.00 rupees was spent under this head52. There are also deviations in the use of
money under other heads such as acquisition of land, maintenance, transportantion facilites, furnitures
and the like. A certain amount of autonomy is necessary in the disbursement. And since this is the first
Plan, it might be necessary to take up a couple of activities which were not envisaged in the Plan.
However it is in the interest of the Judiciary to follow the weightage given by the Plan while making
allotment under different heads. The Plan demands an honest abidance by all. Therefore, deviations and
distortions in the disbursement and expenditure should be discouraged.
The Plan, being the first of its kind, proposed to study many issues such as the number and geographical
jurisdiction of courts and existing jurisdiction, recruitment management reforms, human resource
development, O & M study, independence and autonomy, record management, procedural reforms,
legal aid and security situation by constituting committees. Many of these committees have submitted
their reports and some of these reports are at the implementation stage. For details see table 14.
51
52
They are Siraha, Chitawan, Kaski, Kapilbastu, Morang, Banke and Kathmandu.
See Central Financial Statement (budget head no 14.4.200: Strengthening of Courts) of the Supreme Court for the year
2061/62, 2062/63 and 2063/64
TABLE 14: Status of the Reports of Various Committees:

S.N.
Name of the Committee
Convenor/Members
Commencement of work
Submission
of report
1.
High level steering

Committee to oversee &
monitor the implementation
of Strategic Plan of action
Rt.Hon.D.K. Poudel
Rt.Hon. K.P. Giri
Hon.M.B.Rayamajhee
Hon. A.R. Sharma
Rgt.Dr.R.K Timalsena
2061
Bhadra
(Sep 04)
Ongoing
2.
Plan implementation
Committee
Hon. M.B. Rayamajhee

Hon. K.R. Regmi
Hon. K. Shrestha
Dir. Hon. T.B. Singh
Rgt.Dr.R.K.Timalsena
Hon. N.P. Dahal
Jt.Rgt. D.P. Dawadi
Jt. Rgt. B. Sharma
Jt.Rgt. T.P.Shrestha
Jt. Rgt. S.K. Poudel
Dy.Rgt.A.R. Dumre
(as then he was)
Dy.Rgt. H.L. Belbase
2061
Bhadra
(Sep 04)
Ongoing
3.
Justice Sector
Co-ordination Committee
Hon. K.R. Regmi

Hon. R.B. Bam
Director T.B. Singh
Sec. K.R. Bhurtel
Dy.At.Gen.D.R.Regmi
Rgt.Dr.R.K.Timalsena
Sec. P.K. Dhunagana,
Hon. N.P. Dahal,
Jt. Sec. P. K. Karki,
Jt. Sec. S.S. Sharma
NBA.Pres.S.K.Thapa
NBA.Pres.B.K.Mainali
DIGP. Niraj Pun
Director D.K. Joshi
Director K. Silwal
Jt. Rgt. B. Sharma
Proj. Adv. S. Bista
2061
Bhadra
(Sep 04)
Ongoing
4.
Committee to undertake
research on Case laws.
Hon. M.B. Rayamajhee, 2061 Poush

( Jan 05)
NBA.Pres S.K.Thapa
NBA.Pres.B.K.Mainali
SCBA.Pres.D.N.Panta
SCBA.Pres.P.Raut
Dy.Att.Gen.N.K.Pathak
Hon. P.R. Bhatta
Hon. P.K. Sharma
Hon. C.D. Joshi,
Hon. M.R. Gautam
Editor. B. Subedi
Case law
Published in
2063 Jestha
(June 06)
Present
Status
Case law
Published in
17 vols. of
13 areas
and being
updated
25
26
5.
O & M Survey Committee
Hon. P. Sharma
Hon. D.K. Karki
Dy.Regt. T. N. Kunwar
Un.Sec. N.H. Adhikari
Un.Sec. B. M. Atreya
Un.Sec. R. P. Ghimire
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Sent to GoN
for needful
action
6.
Committee to identify areas

which effects Judicial
Autonomy
Hon, B.R. K.C.

Hon.S.D. Bastola
Jt. Rgt. T. P. Shrestha
Sec. Off. B. Koirala
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Presented
before SC.
Adminstration
for needful
action
7.
Committee to access the

existing infrastructures &
logistical facilities of the
course
Hon. S. Singh "shilu"

Hon. B. K. Basnet
Hon L.N. Ghimire
Dy. Rgt. A.R. Dumre
(as then he was)
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Presented
before SC.
Administration
for needful
action
8.
Committee for the review of

Jurisdiction & geographical
distribution of the courts
1. Rt.Hon. D. K. Poudel
Hon. Bala Ram K.C.
Jt.Rgt,Dr.R.K.
Timalsena(as he then
was)
Jt. Sec. B.R. Sharma
Hon, H.P. Bagale
2. Hon. K.R. Regmi
Hon. Bala Ram K.C.
Sec. K.R. Dahal
Jt.Rgt.Dr.R.K. Timalsena
(as then he was)
Jt. Rgt. B. Shama
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Send to
Judicial
Council for
needful action
2062 Ashoj
(Sep 05)
2062
Chaitra
(March 06)
9.
Committee to study the

Executing Decision
Hon. S.B. Karki

Jt.Rgt. B. Sharma
Mr. K. Silwal
Dy.Att. S. B. Thapa,
Dy. Sec. T.P. Poudel
DSP. K.P. Kandel
Judg.Exe.Off.G.R.
Sapkota
2062 Jestha
(June 05)
2062 Magh
(Jan 06)
In
implementing
stage
10.
Committee to prepare
Judgment Execution
Manual
Hon. R.B. Bam

Hon. N.P. Dahal
Jt. Rgt. B. Sharma
Judg.Exe.Off.G.R.
Sapkota
2063 Jestha
(June 06)
2063 Kartik
(Nov 06)
To be
presented
before Full
Court
11.
Committee for drafting a

suitable legislation
regulating Recruitment &
promotion of court
personnel
Hon. C.P. Parajuli

Hon. S.P. Pandit
Hon. N.P. Dahal
Hon. Y.P. Basyal
Jt.Sec. P.K. Dhunagana
2061 Bhadra
(Sep 04)
2062 Jestha
(June 05)
Sent to Law
Commission
for needful
action
12.
Committee to prepare rules

& guideline for transfer,
deputation & promotion
Hon. D.K. Poudel

Sec. K.R. Dahal
(as then he was)
Sec.Off. B. K. Pokharel
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Forwarded to
Judicial Service
Commission
for needful
action
13.
Committee to access the

human resource capacity &
need for the Judiciary
Hon. R.N. Singh

Hon. A.R. Sharma
Hon. K.R. Pandit
Hon. Dr. H. B. Tripathi
2061 Bhadra
(Sep 04)
2062
Baisakh
(May 05)
Consultation
conducted,
improvements
being made.
14.
Committee to review salary

& other conditions of service
for judges
Hon. A.R. Sharma,

Hon. B.K. Basnet,
S.O. K.R. Dahal,
Rgt. Dr. R.K. Timalsena
Jt. Rgt. B. Sharma
2062 Bhadra
(Sep 05)
2062 Chaitra
(April 06)
Law in place.
15.
Committee to review salary

& other conditions of service
for Court personnel
Hon. K.R. Regmi

Sec. P.K. Dhungana
Jt. Rgt. B. Sharma
Dy. Rgt. H. Rawal
Non.Gjt.1stI.P.Aacharaya
2063 Aasoj
(Oct 06)
Work in
progress
Ongoing
16.
Committee to review Acts &

Rules that affect the regular
work of the courts &
Tribunals
Hon. K.R. Regmi

Hon. A. Bista
Dy.Rgt, J.N. Pradhan
2061 Aasoj
(Oct 04)
2062
Baisakh
(May 05)
Forwarded to
Law
Commission for
needful action
17.
Committee to develop media

policy for Judiciary
( as then he was)
2061 Kartik
(Nov 04)
18.
Committee to develop policy

on partnership with donor &
NGOs.
Hon. A.R. Sharma

Rgt. S.P. Pandit
Jt. Rgt. R.K. Timalsena
( as then he was)
Sec.Off. S.K. Bhattarai
2061 Kartik
(Nov 04)
2062
Baisakh
(May 05)
Before the SC.

Adminstration
for needful
action
19.
Task force for the

preparation of court
user's charter
( as then he was)
2061 Kartik
(Nov 04)
2064
Mangsir
In
Implementing
Stage
20.
Committee to review the

security situation in the courts
Hon. B.K. Basnet

Rgt. L.C. Shah
Jt. Rgt. D. P. Dawadi
Dy.Rgt. M.R. Bhattarai
2063 Jestha
(June 06)
2063
Shrawan
(Aug 06)
Before SC
Administration
for needful
action
21.
Committee for developing a

scientific archive system
Hon. R.K. Bhandari

Jt. Rgt. B. Sharma
Hon. A.R. Dumre
Hon. T.N. Kunwar
Sec.Off. P. Raut
2063 Jestha
(June 06)
2063 Falgun
(March 07)
Report in
implementation
stage.
22.
Committee to develop a
Hon. A.R. Sharma,
policy of legal aid for indigent Jt.Rgt. D.P. Dawadi,
& disadvantaged groups
Ben.Off. N.D. Niraula
2063 Jestha
(June 06)
2063 Kartik
(Nov 06)
Report in the
implementation
stage.
Ongonig
From the beginning the committee was chaired by the then Rt.Hon.Chief Justices Mr. G.B. Shrestha & H.P.Sharma.
Hon.A.R.Dumre (the then Dy.Rgt.) has been replaced by Mr. Belbase from 2063 Shrawan.
Mr. Thapa has been replaced by currently Presedent Mr. B.K.Mainali
Mr. Panta has been replaced by currently Presedent Mr. P.Raut
27
28
After a quick perusal of the various reports, it is our impression that even though a lot of efforts have been
put, they are affected by the lack of coordination. Given that many committees seem to be uninformed
of the actual wok of the other, they at times seem to be running in different directions. This is due to the
lack of a well equipped, resourceful and fulltime Secretariat to feed-in information to the committee and
timely report to the Steering Committee and the Plan Implementation Committee which could have
given necessary instructions. Therefore, now since the work of these committees are submitted a core
working team at the Supreme Court should revisit these reports and streamline and harmonize their
suggestions before taking them for implementation. This is also necessary in view of the emergent
constitutional reality in the country which has embraced federalism.
3.1. Introduction
The contextual analysis of the situation in the review gives a standpost picture of the ongoing Plan
guiding for future course of actions. To analyse the contexual situation, the opinions and views of
stakeholders have been taken into consideration. The opinions and ideas of the stakeholders were made
aiming (i) to make a tailorement of the assessment of the previously regulated situational factors that
were being considered for formulating the strategic plan (ii) to assess the prevailing situations that affect
the judicial sector and (iii) to explore the future possibilities. The intention for conducting regional
consultations and other interactional workshops was to assist to draw the comprehensive picture about
the situation that governs the judicial sector. The stakeholders were approached to review the achievements
made so far and appropriateness of the strategic interventions.
Majority of the stakeholders participating in the workshops have agreed that the situation of judiciary
sector assessed by prevailing Strategic Plan has remained more or less the same. The existing Strategic
Plan had identified a number of issues circumscribing or enabling the judicial sector that have now been
categorized into ten major clusters. They are:
Independence and autonomy regarding financial and administrative autonomy

Infrastructure and facilities
Reform of law and legislation regarding judicial administration, procedures and jurisdiction
Human resources and career development
Court management (research, analysis, planning, and improvements of efficiency and introduction of
new technologies)
Delivery of services and public trust
Cooperation within the justice sector and with external actors
Controlling irregularities and corruption
Insurgency and the security situation in the court
Resources constraints, emoluments and benefits.
These issues are still valid and accepted by most of the participated stakeholders (see report of the
proceedings) and judicial sector has been influenced by these issues.
In spite of continuing the above situational issues, during the period of its implementation few significant
changes have been noticed.
3.1.1 The Interim Constitution, 2007
The Constitution of Nepal, 1990 has been replaced by the Interim Constitution, 2007 as a result of the
mass movement 2006. It has clearly acknowledged and vested in the people of Nepal the sovereign
power and state authority. The Interim Constitution has expressed full commitment to civil liberties,
fundamental rights, free press, and democratic norms and values with the independence of the Judiciary
and concept of rule of law at its core. Echoing the 1990 Constitution, it has vested the judicial power in the
courts and other judicial bodies which are required to exercise it in accordance with the provisions of the
constitution, other laws and "recognized principles of justice". It is further provided that the Judiciary by
pursuing the concept , norms and values of the independent Judiciary, and also bearing in mind the
aspiration of the people's movement and democracy, shall be committed to this Constitution.
3
CHAPTER
CONTEXTUAL ANALYSIS
30
The Constitution has entrusted the Supreme Court to be the highest court in the Judiciary hierarchy and
all other courts and judicial institutions of Nepal, other than the Constituent Assembly Court to be under
the Supreme Court.
3.1.2 Appointments of Judges
The Interim Constitution has provisioned that the Prime Minister appoints the Chief Justice of the Supreme
Court on the recommendation of the Constitutional Council. All other judges are appointed by Chief
Justice on the recommendation of the Judicial Council. The constitution has also provided for a
parliamentary hearing of the Chief Justice and other justices of the Supreme Court.
3.1.3 Budget Allocation
Resource availability is the prime condition for actualizing the desired results. The Strategic Plan has
estimated budget for the plan period. Budget allocation, except in the first year, remains low in all other
years. It retarded the speed and spirit of intended activities during the plan period.
3.2. Opinions and Attitudes

The opinions and attitudes expressed in the consultative meetings and through the questionnaires have
been broadly categorized as follows:
3.2.1 Strategic Plan-Implementation Lag
The participants of the workshops remarked repeatedly that the pace of implementation of the Strategic
Plan is lagging behind and has not been seen encouraging. They however also noted that well begun is
half done. They also mentioned that the umbrella type of Strategic Plan insulating the plan and activities
of all the remaining courts without building weild-up with them have created such situation. They suggested
for the preparation of action plan associated with operational Plan for each courts.
3.2.2 Execution Problem
Most of the participants have raised the voice that there is slackness in the execution of the decisions
made by courts. They viewd that long period that was consumed in the execution of the decisions will
build a low-trust and credibility in the court. The situation is noticed more serious in the case of public
interest litigations. They asserted that not only the judges, but the lower staff of the court, Secretary of the
Village Development Committee should be responsible for performance while delivering justice. There
is an acute need to coordinate with other related institutions.
It is advised that the focus of transformation and improvement should be at the lowest level of cadre for
the implementation of the court decisions.
3.2.3 Focus on Human Resource Development
There must be an effective human resource development plan with transparent human resource policies.
Courts should be well equipped with trained and skillful human resources. The court administrative
structure should be synchronized with its work load status.
People need timely, speedy and competent justice. For this, there is a need to improve the capacity and
competence of human resources and to improve the system and mechanism guiding their activities.
A gap that has been noticed in court management is the lack of legal and judicial knowledge among the new
management support staff as there is no formal academic course available prior to their appointment in the
courts. In earlier times, there was a certificate level in law which provided formal courses to the support staff of
the court as well. In order to avail well informed support staff for the Judiciary, it is necessary to provide basic
training in law. As such those who aspire to join management support staff need to have special training. This
has to be linked with the Public Service Commission which needs to introduce such traininings.
The skill should be disseminated to lower level too, and then the quality of judgment will be improved.
The quality of service will be increased if the lower staffs are trained. Behavioral change in the lower staff
is a must to cater better service to the consumer of justice.
3.2.4 Court Users' Grievances

During the consultative meetings, court users posited a number of accusations ranging from the unmindful
behaviour of court personnel and lawyers to the fees charged by professionals that have been negating
the image of the Judiciary. They remarked the responsibilities and roles of lawyers in enhancing the role
of Judiciary for ensuring the rights of the people. They suspected that due to high fee charged by lawyers,
the justice is becoming expensive and out of reach for many people. They also plead for initiating
mechanism and transparent procedure for determing the lawyers' fees.
3.2.5 Traditional Court Hearing System
Participants stressed that the court proceedings are too much stereotyped and suggested for time
management of pleading. They suggested that case hearing should be done in a planned manner. They
also mentioned that there should be a joint commitment of lawyers and judges for this purpose.
3.2.6 Private Sector Partnership
It was suggested by the participants that most of the activities which required the involvement of other
actors such as serving of court summons, notices, and information sharing could be done through partnering
with private sector.
3.2.7 Declining Employees' Morale
The court employees expressed that they are being frustrated in the absence of a systematic human
resource policy and planning. They asserted that it has decreased their morale. They suggested for the
formulation of a concerned policy and Act backed by a code of conduct.
3.2.8 Performance of Legal Aid
Since court appointed lawyers work on behalf of the underprivileged people, it is natural to expect more
from these lawyers. Their performance affects the court's reputation and trust. So their performance
should be reviewed periodically and their emoluments and benefits should also be made competitive.
3.2.9 Changes in Working Attitude
Judges and court personnel admitted that there have been changes in their working styles. They keep in
mind the target set out in the plan and try to meet it. Similarly, judges and employees have felt that it is a
good idea to develop a calendar system for speedy disposal of case. Some have even tried it. The credit
goes to the Strategic Plan.
3.2.10 Performance Standards
Participants stressed that in order to improve the judicial service as per the expectation of the people,
standards on court activities should be determined. Court performance standard needs to be introduced.
3.2.11 Survey of Court Users' Response
Public faith in the Judiciary should be the indicator of success and it should be surveyed from time to time.
Trust towards the court is becoming a crucial issue in judicial sector for which judicial impact analysis has
to be conducted to obtain feedback for its correction
3.2.12 Concerns for Quasi-judicial Sector
It was also pointed out during the consultative meeting that the performance of quasi-judicial bodies also
affected the overall performance of the judicial sector. A mechanism needed to be created which could
monitor and streamline the decisions of these agencies. The Strategic Plan should focus on it.
3.2.13 Vertical Autonomy
It is commented that the prevailing judicial administration seems to be centralized. There are some
instances where even for maintenance of electronic items and procurements of office equipment, one
has to look towards the center (Kathmandu). This needs to be reviewed.
Participants have also suggested that the lower courts should be given additional power like the power to
issue writs. They specifically mentioned the need to vest the court of appeals with the power to issue
certiorari, and similarly vest the district court with the power to issue haveus corpus and injunction along
with the power and authority to visit police custody and jails.
31
32
3.2.14 Performance Based Budget Allocation

Participants have also suggested allocating the budget in accordance to the performance of the activities.
They asserted that budget must be related to the intended performance and results.
3.2.15 Networking with other Institutions
In order to enhance the judicial effectiveness, there should be a strategy to develop coordination with
other institutions such as the Law Commission, Judicial Council, Prime Minster Office, Parliament, Public
Service Commission, Bar Association, etc. As there is no direct communication between the Judiciary
and the Parliament the issue of Judiciary is hardly debated and discussed in the Parliament
3.2.16 Financial Incentives
Participants have mentioned the need to introduce the provision of financial incentives to lower level
staff in order to increase their efficiency. They also stressed that the present emoluments and benefits of
judges and court administrative personnel show that these two groups are quite different. Such a huge
difference creates misunderstanding between these two groups which might erode the spirit of ownership
among the court administrative personnel. Therefore, a thorough review of the compensation package
needs to be made.
3.2.17 Monitoring and Supervision
Participants have mentioned the need to have a well developed supervision and monitoring system to
monitor and supervise the courts, tribunals and quasi-judicial bodies which should by followed by directives
and guidelines. They stressed that it will help to increase the effectiveness of these courts and agencies.
As mentioned in the previous chapter, during the regional consultation the stakeholders expressed broad
agreement to the mission, vision and values of the Strategic Plan. They however emphasized that the Plan
should embrace emergent constitutional values and aspiration of the people. In view of this, while the
mission and vision have been retained, a slight change has been made in the values.
4.1. Mission
To impart fair and impartial justice in accordance with the provisions of the Constitution, the laws and the
recognized principles of justice.
4.2. Vision
To establish a system of justice which is independent, competent, inexpensive, speedy, accessible and
worthy of public trust and thereby to transform the concept of the rule of law and human rights into a
living reality and thus ensure justice to all.
4.3. Values
Allegiance to the constitution: Commitment to the realization of socio-economic and political
justice as enshrined in the Constitution will guide the administration of justice.
Independence and Autonomy: The judiciary believes in independence to perform its duties without
any interference and pursues autonomy to deliver its services.
Duty towards Society: The judiciary is mindful of its responsibility to the society within the purview
of law, and furthers collaboration with external actors in line with the expectations of the society.
Consensus building, pluralism and values of an open society will be the guiding principles for that
purpose.
Accessibility of Justice: The judiciary will strive for providing increased accessibility of the people
including disempowered, minorities and indigents to judicial services at the most local level.
Competent Justice: The judiciary underlines the need to continuously improve the capacity of judicial
institutions in order to provide quality services to the people in a dedicated and professional manner.
High Ethical Standard: Morality, ethics, integrity, accountability, transparency and honesty will guide
the judicial process in order to enhance the public trust.
Representation and inclusiveness: The judiciary will be guided by the principle of fair demographic
representation, promote inclusive institutional culture and carry out its duties without compromising
the merit and quality of justice.
4
CHAPTER
MISSION, VISION AND VALUES
CHAPTER
OPERATIONAL PLAN
5.1. CORE FUNCTIONS, KEY RESULT INDICATORS AND STRATEGIES

Core functions are major focused area of the Judiciary that it strives to achieve. Its overall performance is
judged from the extent of achievement of these areas. Key result indicators of each of these core
functions have been formulated in order to assess its achievement during the planned period. The past
performance of these core functions as presented in the stocktaking has showed a need for improvement.
It must have well grounded strategies on how these core functions will be carried out and how results
could be achieved. Hence, in this section each core function will be described in terms of key result
indicators and the relevant strategies to achieve it.
Core Functions
Key Result Indicators
Strategies
1.1: Review of the constitutionality

of laws
Disposal of all cases relating to

the constitutionality of laws within
one year
1.2: Writ jurisdiction for the

protection of fundamental or
legal rights and matters of
public interest
Disposal of all writ petitions within

one year from the date of
registration
Reduction of backlog of writ
petitions by 30% at the end year
of the strategic plan (each year
by 15%)
1.3: Original and Appellate

Jurisdiction
Disposal of all cases within the

stipulated time period, in any
event not exceeding two years
Reduction of backlog of cases by
20% at the end year of the
strategic plan (each year 10%)
Set performance standard of the

judges (Caseload Measures
System)
Introduce performance standard
system
Time standards for all cases
Case management including
Calendar system
Procedural management
Identify required number of
human resources and placement
accordingly (case-weighted
staffing model)
Use of information technology
Available of required financial
resources
1.4: Execution of judgment
Applications for execution of court

decisions disposed of within six
months, in any event not
exceeding one year
Reduction of backlog of petitions
by 30% at the end year of the
strategic plan (15% each year)
1. Adjudication Function
Implement with major indicators of :

(i) the Execution Manual Guidelines
recommended by the Committee
to prepare Judgment Execution
Manual
Effective implementation of
incentive mechanism
Use IT
Explore public private
partnership modalities where
possible
Law reform based on research
Create conducive environment
for effective implementation
ii) Committee to oversee the
execution of decision
2. Supervision and Monitoring Function
Subordinate courts, tribunals,

quasi-judicial bodies and prisons
inspected every year
Recommendations are
implemented and reported back
within six months
Prepare a calendar of operation

for supervision and monitoring
( Monitoring Plan)
Develop self monitoring tools
through the use of IT
Supervision and Monitoring
Division should execute the
monitoring plan and create a
data base system
3. Court Management
Case processing (registration to
decisions) within the stipulated
time according to plan
Ensure access and services to
court users and stakeholders
without delay
Judicial information system in place
Record system in place
Fulfill the entire vacant human
resource requirements within 3
months
Obtain financial requirement
Enhance the capacity of human
resources
Mechanism to ensure proper
relationship with stakeholders in
place
Strengthen the Strategic Plan

Implementation Committee and its
Secretariat
Initiate Performance Management
Framework in every level
Develop strategic plan of each
court and tribunals
High level interaction for financial
arrangement
Introduce organizational policies,
system & mechanism concerning
property, information, record,
external relations, organizational
innovation (research and studies)
The strategies assumed to adopt for the accomplishment of the key results of the different core functions
are translated into strategic intervention. The following chapter describes the strategic interventions and
its associated activities.
36
5.2. OPERATIONAL PLAN FOR STRATEGIC INTERVENTIONS

SI 1. To streamline and strengthen the management capacity of the Judiciary
Achievements till 2007
Related Outputs
ACHIEVEMENTS
Organizational policy needs

identified and developed
Recommendations extended by (i)

O&M Study and (ii) Review the laws
pertaining to administration of justice.
Status of the Achievements

Policies based on the
recommendations to be developed
TNA yet to be done
Organizational structure reviewed

Training needs identified
Trained managers
Operational Plan for 2007/8-9

Activities
Strengthen" Strategic
Plan Implementation"
secretariat
Related Outputs
Secretariat
strengthened &
functionional
O & M Implementation
Review the O & M
survey and formulate plan developed
O & M implementation
plan
Performance Indicators
Time Frame
Responsibilities
Fully-equipped office with

sufficient and efficient
required human
resourses, system and
mechanism in place
March 2008
Registrar
Clear description of
structure, process and
roles
April 2008
Administration
Division
Structure and related

people in place
July 2008
Administration
Division
Aug. 2008
CJ, Registrar
Implement the O & M

plan
O & M plan
implemented
Introduce
Performance
measurement system
Performance standards Performance standards

of judicial and nondeveloped
judicial personnel in
place
"Performance stabnards" are also commonly known as: achievement levels, classification scores, criterion
levels, cut scores, passing scores, and performance levels. Standard setting process need to include:
Select the appraisers
Teach/ train appraiser about perfrormance standards
Define 'borderline'
Setting performance standards requires a great deal of subjective input from the judges. While no method
appears to be superior they all rely on the subjective decisions. Identifying and selecting quality judges
are extremely important.
Performance standards for judges may include:
Administration of justice fairly, ethically, uniformly, promptly and efficiently;
Being free from personal bias when making decisions and decide cases based on the proper application of law;
Issue prompt rulings that can be understood and make decisions that demonstrate competent legal
analysis;
Act with dignity, courtesy and patience; and
Effectively manage their courtrooms and the administrative responsibilities of their office.
And others
SI 2. To pursue for increased budgetary allocation and secure financial autonomy in

disbursement and expenditure
Related Outputs
ACHIEVEMENTS
Strategy and budget presented to

the Ministry of Finance
Policy and modalities for financial
autonomy developed and
implemented
Recommendations extended by (i)

O&M Study and (ii) Review the laws
pertainingRecommendations made by
Committee on financial and judicial
autonomy

Policy and modalities on financial
autonomy need to be developed
Approach developed for dealing with
donor
Recommendation to determine the

approach of the judiciary with donors
to deal independently
Independence in dealing with

donors pursued

Activities
Related Outputs
Performance Indicators Time Frame
Responsibilities
Effective and functional

Financial Management
Committee in place
Feb. 2008
Chief Justice
Financial Management
Committee
Committee constituted
Networking and
interaction with
parliamentary committee
and other stakeholders
for budgetary
effectiveness
Decision and actions on Discussion in Parliament

budgetary effectiveness and other stakeholders
about budgetary
made
effectiveness
June 2008
CJ/ Committee
Establish a High Level

Judicial Budgetary
Disbursement Committee
Judicial Budgetary
Disbursement
Committee formed
Participation from highly

responsible sectors
achieved
Feb. 2008
Chief Justice
Prepare budget on the

basis of operational and
action plan with priority
setting
Performance based
budget prepared
Performance indicators of
each budget line and its
outputs developed
June 2008
JBDC/ Registrar
and Account
Section
Initiate judicial financial

reform as per the
direction of the above
Committee
Judicial financial reform

initiated
Clear ToR, meetings

and concerned
discussion
March 2008
Registrar
37
38
SI 3. To develop infrastructure and logistical support for creating congenial working

environment in the court
Related Outputs
ACHIEVEMENTS
Assessment of existing
infrastructure and logistical facilities
made
Three Year Program of Action

Implementation of the plan
Plan and programme prepared

and implemented

Activities
Related Outputs
Responsibilities
April 2008
Infrastructure
Committee
Clear activities and

completion period
July 2008
Committee
Plan developed
Land procured for
residence
Residence constructed
for judges
Number of residence for

judges
2008-09
Committee/
Registrar
Formulate
property management
policy
Policy and information

mechanism developed
Status of property and its

management made
transparent
July 2008
Committee/
Registrar
Implementation of the
infrastructure plan with
priority
Plan implemented
Infrastructure and
logistical support facilities
in place
2008-9
Revisit of the three year

program of actions
prepared by
Intrastructure Committee
according to the plan
Prioritization of actions Clear priorities of

infrastructure developed
concerning
infrastructure according according to the Plan
to the plan determined
Infrastructure plan with

priority to be developed
Plan and programme

prepared and
implemented
Include security of courts/

judges/employees etc in
the infrastructure
development plan
Registrar
SI 4. To pursue for the streamlining of the number and geographical distribution of courts
and review the existing jurisdiction
Related Outputs
Study on the existing jurisdiction
completed
Consultation conducted
Draft amendment Bill prepared
ACHIEVEMENTS
Recommendation made by two
Committees related to review the
geographical distribution, and the
review of jurisdiction of courts
forwarded to the Judicial Council for
needful actions.

Follow up to promulgate the Act

Activities
Related Outputs
To follow up with the

Judicial Council for
needful action on the
draft relating to
geographical distribution
of courts and their
existing jurisdiction
Bill drafted
Clear jurisdiction on the

operation of different
courts made
June 2008
To organize forum for

discussion with
parliamentarian and
other stakeholders on it
Consensus building on
the jurisdiction made
Clarity on jurisdiction of
courts achieved
August 2008
Responsibilities
Registrar
Chief Justice,
Registrar
Since the Interim Constitution has embraced Federalism, the number and geographical distribution of the courts are
likely to be determined only after the Constituent Assembly election in the new constitution, and as such this subhead
is put on hold for now.
SI 5. To strengthen the capacity of the Judiciary to execute decisions

Related Outputs
ACHIEVEMENTS
Need identified
Policy developed by holding
national conference of execution
officers
A Manual for effective execution of the

judgments on the ageis of Central
Level Justice Sector Coordination
Committee prepared

Awaits formal adoption by the Full
Court

Activities
Related Outputs
Responsibilities
April 2008
Monitoring and
Inspection
Division/ District
Courts
Type, place, nature and

number of training and
trainees determined and
participants trained
July 2008
Research and
Planning Division
Incentive mechanism
developed
Performance based
incentive to execute the
decisions in place
July 2008
Registrar
Networking with
Justice Sector
Coordination Committees
Consensus for easing

out the execution
function made
Roles and cooperation

identified
April 2008
JSCC/ Monitoring
and Inspection
Division/ District
Courts
Study on the possibility of

introducing PPP in
judgement execution
Policy developed
Policy in place
Aug. 2008
SPIC/ Secretariate/
Monitoring and
Inspection
Division/ District
Courts
Implementation of the
judgment execution
manual for effective
execution
Manual adopted by the Disseminated and

Implemented
Full Court
Capacity enhancement
plan
Training Plan
(in coordination with
NJA for implementing
manual )
Initiate incentive
mechanism
39
40
SI 6. To develop and implement strategic human resource management

Related Outputs
ACHIEVEMENTS
Draft legislation regulating

recruitment and promotion of court
personnel submitted to Ministry
Law, Justice and Parliamentary
Affairs
Draft legislation regulating recruitment

and promotion forwarded to the Nepal
Law Commission

Implementation awaits
In the interim, the Supreme Court has

prepared a "calendar of transfer for
non-gazetted staff" and implemented.
Human Resource needs identified O&M study of the Judiciary sent to the
Ministry of Law, Justice and
Parliamentary Affairs
Committee to study the human
resource development in the Judiciary
has finished the study
Salary and other condition of

service reviewed
Training need identified , submitted High level committee also reviewed

the salary and other conditions of
to National Judicial Academy
service of judges and the report is
now in the process of being
introduced before the Cabinet
Training needs analysis of the judges
and other personnel by NJA completed

Activities
Related Outputs
Responsibilities
To constitute a strategic
human resources
management committee
Human Resource
Management
Committee constituted
ToR clarified , Meetings,

minutes
Feb 2008
Chief Justice
Prepare human
resource planning (Case
load analysis, job
analysis etc.)
Strategic Human
Resource
management plan
developed
Comprehensive human
resource planning
integrating present and
future perspectives in
place
July 2008
Committee
Formulate human
resource policies
(attraction, retention,
successive planning,
structure analysis)
Human Resource
Policy developed
Clear human resources

provisions implemented
September
2008
Committee
Develop human
resource development
plan( incl. training need
analysis of judicial and
non-judicial human
resources)
Training need identified Type, nature, number of

training and trainees
and recommended to
identified
NJA
Oct. 2008
Committee
Organize training
Training completed
Officials trained
2008-9
(Departing from conventional court management to modern management= contextual analysis)
Research and
Planning Division
(in coordination
with NJA)
SI 7. To review relevant laws and to simplify the court procedures in order to improve the
quality of legal and judicial service
Related Outputs
Review of Acts and Rules made
Policy, Acts and Rules related to
the regular works of courts and
tribunals in place
ACHIEVEMENTS
Recommended for the development of

procedural rules on bail, limitation,
mediation, information technology
Area identified and suggestions

forwarded to Nepal Law Commission
Recommended amendments in at least

a dozen Acts and Rules for making the
court procedure speedy
The draft law on Limitation and Bail
and Remand forwarded to the Nepal
Law Commission for further action
Draft Law circulated for discussion

Activities
Related Outputs
Responsibilities
Follow up with Nepal

Law Commission for
needy actions in areas
identified
To pursue for necessay Effective representation

for enactment
laws
2008-9
Registrar
Organize stakeholder
discussion on relevant
laws
the court procedures
Consensus developed
on the draft laws
2008-9
Registrar
Organize experience
sharing session with
parliamentary committee
the law for court
procedures
Discussion on court
procedures in Parliament
2008-9
CJ / Registrar
To pursue for
promulgation of relevant
laws
Separate penal, civil

and procedural codes
finalized
Codes in place
2008-9
Registrar
SI 8. To strengthen institutional linkages with stakeholders

Related Outputs
ACHIEVEMENTS
Information windows established
Information windows established
All the Committees are functioning,
Management committee for

coordination and interaction
strengthened
Court Management Committee at each

level constituted
Information windows functioning in

many courts
Judicial sector forum initiated at

central and district level
Media policy developed and
implemented
Partnership policy with NGOs
and donors developed and
implemented
Justice Sector Coordination Committee

at all level constituted
Committee to deal with donors
constituted.
41
42

Activities
Related Outputs
To organize and facilitate Consensus on the

the interaction/ discussion judicial effectiveness
forums with stakeholders developed
(Parliamentarians, Bar,
academics, civil society ,
donors etc) to enhance
judicial effectiveness

Issues on judicial
effectiveness identified
June 2008
Responsibilities
Chief Justice ,
Registrar
To facilitate Justice Sector

Coordination Committee at
the central, appellate and
district levels so as to
increase judicial efficiency
Activities of Justice
Sector Coordination
Committee strenthened
Norms , codes of ethics

and mechanism clarified
August 2008
JSCC/Registrar
To develop and
implement media policy
Media policy in place
Clarity in media
interaction and
information dissemination
Feb 2008
Registrar/
Spokesperson
Clarity on the area,

scope, nature and type
of partnership and
partners
March 2008
To implement partnership Partnership policy

implemented
policy with formal and
informal sectors and to
increase in partnership in
substantive issue
Donor
Coordination
Committee/
Registrar
SI 9. To strengthen the court users service delivery

Related Outputs
ACHIEVEMENTS
A draft Charter prepared for
consultation.
Draft court users' charter

prepared

Awaits formal approval by Full Court

Activities
Related Outputs
Final Charter prepared Information required for

To finalize Court User's
court users' mentioned
Charter regarding judicial
services
Responsibilities
March 2008
Registrar
To implement Court
users' charter in all level
courts
Court Users' Charter

displayed in courts
Use of Court Users'

charter
March 2008
Registrar (All
courts)
To introduce coupon and

queuing system
Coupon and queuing

system operated
Service flow as per

coupon
March 2008
Registrar (All
courts)
To operationalize
information window
One window system in

place
Service flow easy
June 2008
Registrar (All
courts)
Organize discussion with

concerned stakeholders
including Bar Associations
for improving service
delivery for the Court
users and for aligning
legal expenses
Consensus building on Indicators and codes

explored
the service
effectiveness (Court,
Bar, Lawyers' concern,
etc)
2008-09
Registrar (All
courts)
SI 10. To strengthen the investigative and disciplinary mechanism within the judicial system
so as to make it more transparent and accountable
Related Outputs
ACHIEVEMENTS
Policy and laws on the control of

administrative and financial
irregularities implemented
Interaction with Auditor General

Seminar cum workshop conducted
An in-depth study of the problems, the

Registrar instructed to develop
suitable policies and laws to check
irregularities.

Activities
Related Outputs
Responsibilities
Judicial Budgetary
Disbursement
Committee,
Registrar and
Account Section
Establish a financial
standard for common
activities for the courts
(logistic/ stationery)
Financial/ expenditure
norms developed
Performance based
expenditure
Initiate officer oriented

system in courts
Officer oriented system

developed
Officers shouldering
manor responsibilities in
courts
2008-09
CJ/ Registrar
Constitute high level

complaint handling
committees led by a
judge in the SC and all
other courts
Complaint handling
policy and mechanism
developed
Information disseminated
promptly
June 2008
CJ/ACCJ/DJ
Introduce high level

complaint handling
mechanism
Complaint handling
mechanism placed
Increase in complaint
redressal
2008-09
CJ/Committee
March 2008
SI 11. To strengthen mediation and encourage consensus building in the justice sector
Related Outputs
Legal framework for
institutionalizing conciliation and
mediation prepared
ACHIEVEMENTS
Amendment in the Court Rules of all

the three tiers of the court creating
space for mediation in cases (both civil
and criminal)
Need to assess the responses and

result on implementation of the Court
Rules
Training needs identified

The capacity building exercise is
being undertaken by the Supreme
Court as well as the NJA
43
44

Activities
Related Outputs
Responsibilities
Pursue for the framing of

law on mediation
Law on mediation
developed
Law on mediaiton
enacted
June 2008
CJ/Registrar/
Mediation
Committee
Develop and implement

the mediation and
consensus building
directives/guidelines
Mediation and
consensus building
Guidelines developed
and implemented
Use of mediation
significantly increased
March 2008
CJ/Registrar/
Mediation
Committee,
Institutionalize mediation,
arrange resources,
create facilities and
necessary logistics
Facilities created in
courts
Mediation centers in
each court established
and functional
June 2008
Registrar/
Committee
June 2008
Committee
Identify training needs

and capacity on
mediation
Training provided to
mediators
A number of skilled
mediators available for
the job
Mainstream capacity
building on mediation
Coordinated initiatives
on capacity building
Larger pool of mediators

available in courts
July 2008
CJ/Registrar/
Mediation
Committee
Assess its effectiveness
Impact assessed
Success and failures

identified
June 2009
Mediation
Committee
SI 12. To improve the security situation in the courts and for judges, court employees and
court users
Related Outputs
Policy on security of the court
judges, court staff and court users
prepared
Security Committee formed
ACHIEVEMENTS
Committee inter alia recommended for
the creation of a security apparatus as
recommended by the O&M Committee
for the security of the court, and for
creation of the post of Marshal to
maintain security and order in the
bench. Recommendation for the
creation of Judicial Police

Submitted to the Supreme Court for
needful action

Activities
Related Outputs
Responsibilities
To develop a
comprehensive security
plan (fostering a security
culture, reviewing
security risks,
strengthening roles and
responsibilities of the
concerned officials,
improving security
policies and procedures
inside and outside the
courts and residence)
Security plan
developed
Security issues are

addressed
June 2008
Security
Committee/
Registrar
Implement security plan

in sensitive issues/places
Security system in
place
Threats minimised
June 2008
Registrar/
Administrative
Division
Incorporate security plan

for judges in the
infrastructure plan
Security plan
incorporated in the
infrastructure plan
Incidence of risks
declined
June 2008
Construction
Committee,
Registrar
Introduce victim/witness
protection scheme
Security of victim/
Policy and plan on
victim/witness protection witnesses
subsequently increased
developed
June 2008
CJ/Registrar
SI 13. To develop a record management and scientific archive system for the courts
Related Outputs
Policy on the creation of scientific
central archive developed
Legal framework and guidelines
developed
Computer programme developed
ACHIEVEMENTS
With regard to Central Archive System
the Committee recommended for a two
layer system, one at the central and
the other at the respective courts and
tribunals. The Committee also
developed an organogram for the
Central Archive System.

Recommendation under consideration
45
46

Activities
Related Outputs

May 2008
CJ/Registrar
June 2008
CJ/Registrar
Constitute a Committee to
develop a
comprehensive archive
plan (two-layers
mechanism)
Plan in place
Comprehensive
archive plan developed
Develop rules for

archieving
Rules developed

the record retention
schedule for filing,
purging, boxing and
integration with IT
Record retention and

Matters relating to the
creation and disposal of disposal plan in place
records addressed
Establish separate
central archive unit
Central archive unit

established
Central archives system

functional
Aug. 2008
Identify training needs

and organize training for
effective
operationalization of the
archive system
Training need identified Number of trained

and training conducted human resource on the
job
2008-09
Rules in place and

implemented
Responsibilities
2008-09
Registrar/
Monitoring and
Inspection
Division/
concerned courts
Registrar
Research and
Planning Division
in coordination
with NJA
SI 14. To develop and implement effective case management system to reduce delay and
case congestion
Related Outputs
ACHIEVEMENTS
Policy for effective case

management, reduction of case
congestion developed
An unified numbering system at the

entry point in each court has been
introduced
Court Rules amended
A computer based system for case

entry, verification, preparation of
weekly and daily cause list, quota
refining, day- to-day status, monthly
report and data retrieval has been
introduced at the Supreme Court.
Computer programes developed

for case tracking system
Case management introduced
Filing system improved

ICT system is beginning to work

Activities
Related Outputs
Responsibilities
June 2008
CJ
Case management plan Efficiency in case

linked with ICT plan in processing and
management increased
place
June 2008
Committee
Date and time identified
July 2008
CJ, Registrar
July 2008
CJ, Registrar
July 2008
Registrar/AC/DC
Case management
system and performance
standard of the the court,
judges and case
enhanced
Constitute a committee to
develop case
management system and
performance standard of
court and judges
Comprehensive case
management system
and performance
standard developed
and the calendar
system in place
Develop comprehensive
case management
system
Introduce calendar
system
Calendar system in
place
Streamlining the court

calendar/ judge calendar
and /case calendar
Synchronized calendar Case processing

regularized and
available
enhanced
Interaction with the Bar/

and other justice sector
actors on case
management system and
the calendar system
Interaction at all level

held
Support for the case

management and
calendar introduction
achieved
Orientation to judges/staff
for preparing, managing
and implementing
calendar
Calendar system
functionalized
Calendar system
introduced and
implemented
August 2008
CJ,Registrar
Start from Pilot Court for

calendar system
Calendar system
tested
Case congestions and

delay effectively reduced
August 2008
Case and writ

Division, Concern
Court
Time standards for all

cases
Prediction for case

processing
Case processing on time
September
2008
Concerned courts/
Judge/ Committee
Impact study of the case

management and
calendar system
Study completed
Success or failures
identified
June 2009
Research Division
in coordination
with NJA
47
48
SI 15. To institutionalize the legal aid program for the indigent and disadvantaged groups
Related Outputs
Information on legal aid
disseminated
ACHIEVEMENTS
Committee suggested for a broader

mandate, inclusive appointment and
respectable beneifits.
The court rules have been amended

where upon the courts are required to
provide a ToR to these lawyer and
there is a mechanism for periodic
reporting of their activities is in place
Attractive emoluments and benefits

created and linked to the service
provided
Report of the Committee under

consideration
Service of court appointed lawyers

made wider
Logistic support provided and
record maintained

Activities
Related Outputs
Review and pursue for

implementation of
recommendations of the
committee
Implement legal aid

policy
Legal aid effectively

implemented
Periodic review of
performance
Assess the
performance of legal
aid
Successes or areas for

improvement and areas
for cooperation identified
Conduct the impact study

of legal aid
Report submitted
Impact assessed
March 2008
Responsibilities
Registrar
2008-9
Administrative
Division,
Concerned courts
June 2009
Research and
planning Division
SI 16. To institutionalize information system in judicial activities

Responsibilities
Judicial Information
Management Plan
developed and
implemented
Increase in the use of

judicial information
Registrar
Use of IT in various
judicial activities
IT system initiated and

placed
Use of IT for judicial

information increased
2008-9
Update and
standardization of
website
Strengthen the
dissemination of judicial
information
Use of web site

significantly increased
July 2008
Improvement of the
quality of existing
publication and get wider
dissemination
Quality of SC publication
Quality Improvement
and better dissemination improved and enhanced
strategy developed
Readership of the
publications significantly
increased
Activities
Prepare and introduce
Judicial Information
Management Plan
Related Outputs
April 2008
Management plan in
place
2008-9
IT Committee
IT Section
Research and
Planning Division
SI 17.
To establish and strengthen the monitoring and supervision system

Activities
Related Outputs
Strengthen the
Monitoring and
Inspection Division
Monitoring and
Inspection Division in
place and functional
with well-equiped office
and staff
Information, records
available on time

calendar of monitoring
plan for all courts,
tribunals and quasijudicial bodies
Calendar for monitoring

and inspection of all
courts, tribunals and
quasi-judicial bodies
developed and
implemented
Monitoring and
inspection schedule in
place
Develop mechanism for

linking performance with
career development
Performance enhanced
Modality for linking
performance with career
development in place
March 2008
April 2008
Responsibilities
Registrar
Registrar/
Monitoring and
Inspection Division
Monitoring and
inspection plan
implemented
2008-09
CJ/Registrar
SI 18. To strengthen the library system

Activities
Related Outputs
Responsibilities
Registrar
Develop a library policy
Library policy
developed
Use of library increased
Initiate to separate
building for library
Integrate with
infrastructure plan
Library location and

layout identified
2008-09
Construction
Committee
Nature, type, norms and

scope of networking
identified
2008-09
Library and IT
Section
Accessibility of library
uses increased
2008-9
Library/IT Section
Initiate networking among Mechanism for

Networking among law
law libraries
libraries identified
Introduce IT in library
management
IT mechanism and
system introduced
March 2008
SI 19. To strengthen institutional capacity of courts and tribunals

Activities
Related Outputs
Judges, court
Organize trainings to
personnel acquainted
develop strategic,
operational and action plans with the strategic plan
Prepare strategic,
operational and action plan
Operational Plan of
courts available
Strategic Plan for new

Conduct strategic plan
terminal review and initiate for cycle developed
the next strategic plan cycle
Responsibilities
Operational and action

plan of each courts
implemented
March 2008
Secratariat
Operation and action plan

prepared and sent to the
Plan Implementation
Secreatariat
March 2008
Research and
Planning Division/
respective courts
Strategic intervention and

activities identified
Jan 2009
CJ/Registrar
49
50
SI 20. To introduce and strengthen Commercial Bench

Activities
Related Outputs
Responsibilities
Review of laws
pertaining to the
establishment of
commercial bench
Laws reviewed, study

on the amendement
carried out and pursue
for necessary
amendment
Amended laws in place
March 2008
CJ
Frame court rules for

commercial bench
Court rules for

commercial bench
developed
Court rules framed and

implemented
March 2008
CJ
Establish Commrcieal
Bench
Commercial bench
established
Commercial bench
functional
June 2008
CJ
Deploy human
resources
Human resources
fulfilled
Efficient human
resources on the job
June 2008
CJ/Registrar
Develop court
procedures and
guidelines
Court procedures and

guidelines developed
Court prodcedures and

guidelines implemented
March 2008
CJ/Registrar
Organize training for

judges and court staff
Training course
identified and
conducted
Number of judges and

court staffs trained
May 2008
Registrar in
coordination with
NJA
SI 21. To strengthen Juvenile Justice System

Activities
Related Outputs
To pursue the enactment

of new Child Act
New Child Act

promulgated
New Act in place and

implemented
Strengthen the physical

infrastructure of the
juvenile bench/court
Juvenile bench/court
set up and functional
Consumer begin to use

the upgraded facilities
2008-9
Organize training to
stregthen capacity of
judges and staff on
juvenile justice
Training needs
identified, curriculum
developed and
trainings conducted
Number of judges and

court staff trained
June 2008
2008
Responsibilities
CJ/Full Court
Registrar
Registrar in
coordination with
NJA
iii
iv
v
vi
vii
viii
1b
i
ii
12 Months
1 time
12Months
12Months
12 Months
12 Months
12 Months
x
x
x
x
x
x
x
24
24
24
24
24
24
24
Nos
Nos
Nos
Nos
Nos
Nos
Nos
24 Nos
3,715,200
619,200
691,200
3,672,000
576,000
1,601,280
1,324,800
8,792,640
1,423,340
31,800
258,000
171,600
148,850
97,370
144,560
119,600
451,560
22,415,660
x
x
x
x
x
x
x
1 No
1 No
1 No
1 No
1 No
2 Nos
2 Nos
1 No
Sub Total Supreme Court Chief Justice and Justices
12,900
25,800
2,400
12,750
2,000
5,560
4,600
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x 14.2 Months
x 14.2 Months
x
wii be provided by GoN
x
1 time
x
x
12 Months
x
x
13 Months
x
x
13 Months
x
x
13 Months
x
x
13 Months
x
x
13Months
x
2008
24,096,835
22,566,744
3,993,840
665,640
743,040
3,947,400
619,200
1,721,376
1,424,160
9,452,088
1,530,091
485,427
34,185
277,350
184,470
160,014
104,673
155,402
128,570
2009
46,512,495
43,559,064
7,709,040
1,284,840
1,434,240
7,619,400
1,195,200
3,322,656
2,748,960
18,244,728
2,953,431
936,987
65,985
535,350
356,070
308,864
202,043
299,962
248,170
2008-2009
Total
CHAPTER
Amount
20,992,320
25,800
31,800
21,500
13,200
11,450
7,490
5,560
4,600
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
31,800
Rs.
Descriptions
Sub Total Justices
Supreme Court Justices

Salary
House Rent ( to be provided only to Justices
who are living in rental resisdence)
Reserve Leave
Utilities
Fuel for vehicle (Petrol+Mobil)
Maintenance for Vehicle
Driver
Helper
Sub Total Chief Justice
Chief Justice
Salary
House Rent
Reserve Leave
Fuel for vehicle (Petrol+Mobil)
Personal Secretary ( Gzt. II)
Assistant (Gzt. III)
Computer Operator (Non Gzt I)
Driver
Helper
1a
i
ii
iii
iv
v
vi
vii
viii
ix
Salary and Personal Benefits(7.5%

Annual Increment)
Chief Justice, Justices, Chief Judges,
Judges and Members
Supreme Court
Particulars
CORE FUNCTIONS (CF 1-3)
Budget Details
S.NO.
FINANCIAL PROJECTION
The activity-wise financial Projection for the remaining Period of the Plan is Presented as follows:
2b
i
ii
iii
iv
v
vi
vii
viii
2
2a
i
ii
iii
iv
v
vi
vii
viii
S.NO.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
80
80
80
80
80
80
80
80
Nos
Nos
Nos
Nos
Nos
Nos
Nos
Nos
16 Nos
4 Nos
16 Nos
4 Nos
16 Nos
16 Nos
16 Nos
16 Nos
25,900,800
10,944,000
1,824,000
1,152,000
6,864,000
1,440,000
5,337,600
4,416,000
10,483,680
5,520,960
583,200
388,800
72,000
1,680,000
288,000
1,067,520
883,200
68,362,080
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
Sub Total Appellate Court Chief Judges and Judges
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
24,300
12,150
24,300
1,500
8,750
1,500
5,560
4,600
2008
Amount
57,878,400
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Judges
Judges
Salary
House Rent
Reserve Leave
Utilities
Fuel for vehicle (Petrol +Mobil)
Driver
Helper
Sub Total Chief Judges
Appellate Court
Chief Judges
Salary
House Rent (12 will get Gvt Quarter)
Reserve Leave
Utilities
Driver
Helper
Particulars
73,489,236
62,219,280
27,843,360
11,764,800
1,960,800
1,238,400
7,378,800
1,548,000
5,737,920
4,747,200
11,269,956
5,935,032
626,940
417,960
77,400
1,806,000
309,600
1,147,584
949,440
2009
141,851,316
120,097,680
53,744,160
22,708,800
3,784,800
2,390,400
14,242,800
2,988,000
11,075,520
9,163,200
21,753,636
11,455,992
1,210,140
806,760
149,400
3,486,000
597,600
2,215,104
1,832,640
2008-2009
Total
52
2
i
ii
iii
iv
v
vi
vii
viii
3
3a
1
i
ii
iii
iv
v
vi
vii
viii
S.NO.
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2,225,040
x
x
x
x
x
x
x
x
Sub Total Special Court Chair Person and Members
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x 12 Months
1,446,960
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
Sub Total Members
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
2,391,918
1,555,482
696,084
294,120
49,020
30,960
184,470
38,700
143,448
118,680
647,520
273,600
45,600
28,800
171,600
36,000
133,440
110,400
No
No
No
No
No
No
No
No
Members
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
1
1
1
1
1
1
1
1
836,436
x
x
x
x
x
x
x
x
778,080
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x 12 Months
x
12 Months
x
12 Months
x
12 Months
2009
Sub Total Chair Person
24,300
12,150
24,300
1,500
8,750
1,500
5,560
4,600
2008
Amount
370,940
156,735
26,123
19,350
112,875
19,350
71,724
59,340
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
345,060
145,800
24,300
18,000
105,000
18,000
66,720
55,200
Other Courts and Tribunals

Special Court
Chair Person
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Particulars
4,616,958
3,002,442
1,343,604
567,720
94,620
59,760
356,070
74,700
276,888
229,080
1,614,516
716,000
302,535
50,423
37,350
217,875
37,350
138,444
114,540
2008-2009
Total
53
3c
1
i
ii
iii
iv
v
vi
vii
viii
3b
1
i
ii
iii
iv
v
vi
vii
viii
S.NO.
Sub Total Chair Person
Administrative Court
Chair Person (One)(eqv. to AC Chief Judge)
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Sub Total Labor Court Judge
Labor Court
Adjudication Officer (eqv. to AC Judge)
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Particulars
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
24,300
12,150
24,300
1,500
8,750
1,500
5,560
4,600
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12Months
x
12 Months
x
12 Months
x
12 Months
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
778,080
345,060
145,800
24,300
18,000
105,000
18,000
66,720
55,200
723,480
323,760
136,800
22,800
14,400
85,800
18,000
66,720
55,200
2008
Amount
836,436
370,940
156,735
26,123
19,350
112,875
19,350
71,724
59,340
777,741
348,042
147,060
24,510
15,480
92,235
19,350
71,724
59,340
2009
1,614,516
716,000
302,535
50,423
37,350
217,875
37,350
138,444
114,540
1,501,221
671,802
283,860
47,310
29,880
178,035
37,350
138,444
114,540
2008-2009
Total
54
i
ii
iii
iv
v
vi
vii
viii
3d
1
2
i
ii
iii
iv
v
vi
vii
viii
S.NO.
Sub Total Presiding Judges
24,300
12,150
24,300
1,500
8,750
1,500
5,560
4,600
x
x
x
x
x
x
x
x
4 Nos.
4 Nos.
4 Nos.
4 Nos.
4 Nos.
4 Nos.
4 Nos.
4 Nos.
647,520
273,600
45,600
28,800
171,600
36,000
133,440
110,400
3,112,320
1,380,240
583,200
97,200
72,000
420,000
72,000
266,880
220,800
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12Months
x
12 Months
x
12 Months
x
12 Months
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
2 Nos
Revenue Tribunals ( Four)

Presiding Judges (One in each)
(eqv. to AC Chief Judge)
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
x
x
x
x
x
x
x
x
2,225,040
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
Sub Total Administrative Court Chair Person and Members
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
2008
Amount
1,446,960
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Members
Members (Two)(eqv. to AC Judge)

Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Particulars
3,345,744
1,483,758
626,940
104,490
77,400
451,500
77,400
286,896
237,360
2,391,918
1,555,482
696,084
294,120
49,020
30,960
184,470
38,700
143,448
118,680
2009
6,458,064
2,863,998
1,210,140
201,690
149,400
871,500
149,400
553,776
458,160
4,616,958
3,002,442
1,343,604
567,720
94,620
59,760
356,070
74,700
276,888
229,080
2008-2009
Total
55
3e
1
i
ii
iii
iv
v
vi
vii
viii
2
i
ii
iii
iv
v
vi
vii
viii
S.NO.
24,462,141
22,755,480
4,176,504
1,764,720
294,120
185,760
1,106,820
232,200
860,688
712,080
Sub Total Tribunal and Others Courts/Benches
3,885,120
1,641,600
273,600
172,800
1,029,600
216,000
800,640
662,400
9,567,672
6,221,928
2,784,336
1,176,480
196,080
123,840
737,880
154,800
573,792
474,720
9,332,892
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
12 Nos
12 Nos
12 Nos
12 Nos
12 Nos
12 Nos
12 Nos
12 Nos
2,590,080
1,094,400
182,400
115,200
686,400
144,000
533,760
441,600
8,681,760
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
x
x
8 Nos
8 Nos
8 Nos
8 Nos
8 Nos
8 Nos
8 Nos
8 Nos
2009
Sub Total Judges
Commercial Bench (6 Benches)

Judges (Two in each)
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
x
x
x
x
x
x
x
8,900,160
x 14.2 Months
x
12 Months
x
1 time
x
12 Months
x
12 Months
x
12 Months
x
12 Months
x
12 Months
Sub Total Revenue Tribunal Presiding Judges and Members
22,800
11,400
22,800
1,200
7,150
1,500
5,560
4,600
2008
Amount
5,787,840
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Members
Members (Two in each)(eqv. to AC Judge)

Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Particulars
47,217,621
18,014,652
8,061,624
3,406,320
567,720
358,560
2,136,420
448,200
1,661,328
1,374,480
18,467,832
12,009,768
5,374,416
2,270,880
378,480
239,040
1,424,280
298,800
1,107,552
916,320
2008-2009
Total
56
1.2
1.2a
1
i
ii
iii
iv
4
1
i
ii
iii
iv
v
vi
vii
viii
S.NO.
Sub Total SC Registrar General
Court Personnel
Supreme Court
Registrar General
Salary
Utilities
Rs.
Rs.
Rs.
Rs.
22,800
1,000
8,750
1,500
x
x
x
x
14.2 Months
12 Months
12 Months
12 Months
x
x
x
x
1 No
1 No
1 No
1 No
135 Nos.
135 Nos.
135 Nos.
135 Nos.
135 Nos.
135 Nos.
135 Nos.
135 Nos.
36,039,600
15,228,000
2,538,000
1,620,000
10,546,200
2,430,000
9,007,200
7,452,000
38,742,570
16,370,100
2,728,350
1,741,500
11,337,165
2,612,250
9,682,740
8,010,900
458,760
323,760
12,000
105,000
18,000
493,167
348,042
12,900
112,875
19,350
213,273,787
x
x
x
x
x
x
x
x
198,394,220
14.2 Months
12 Months
1 time
12 Months
12 Months
12 Months
12 Months
12 Months
Total All Judges/Members All Courts/Tribunals/Benches
x
x
x
x
x
x
x
x
2009
91,225,575
18,800
9,400
18,800
1,000
6,510
1,500
5,560
4,600
2008
Amount
84,861,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Judges
District Court
Judges
Salary
House Rent
Reserve Leave
Utilities
Driver
Helper
Particulars
951,927
671,802
24,900
217,875
37,350
411,668,007
176,086,575
74,782,170
31,598,100
5,266,350
3,361,500
21,883,365
5,042,250
18,689,940
15,462,900
2008-2009
Total
57
13
14
15
16
17
4
5
6
7
8
9
10
11
12
i
ii
iii
iv
2
i
ii
iii
iv
S.NO.
x
x
x
x
x
x
24 Nos
29 Nos
2 Nos
2 Nos
1 No
1 No
8,945,574
10,809,235
745,465
745,465
372,732
372,732
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
4,398,373
3,052,279
149,400
972,594
224,100
1,735,779
1,255,209
49,800
356,070
74,700
4,634,454
5,599,965
386,205
386,205
193,102
193,102
x
x
x
x
x
x
2,278,675
1,581,301
77,400
503,874
116,100
899,259
836,520
1,470,978
72,000
468,720
108,000
650,289
25,800
184,470
38,700
604,920
24,000
171,600
36,000
4,311,120
5,209,270
359,260
359,260
179,630
179,630
12,650
12,650
12,650
12,650
12,650
12,650
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
15 Nos
54 Nos
1 No
1 No
1 No
1 No
1 No
2 Nos
6 Nos
6 Nos
6 Nos
6 Nos
2 Nos
2 Nos
2 Nos
2 Nos
6,351,181
22,864,251
423,412
423,412
423,412
423,412
423,412
715,626
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
3,290,371
11,845,335
219,358
219,358
219,358
219,358
219,358
370,746
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
14.2 Months
12 Months
12 Months
12 Months
14.2 Months
12 Months
12 Months
12 Months
2008-2009
3,060,810
11,018,916
204,054
204,054
204,054
204,054
204,054
344,880
14,370
14,370
14,370
14,370
14,370
14,370
14,370
14,370
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
2009
Total
Deputy Registrar (Gtz II)

Bench Officers (Gtz II)
Editor
Personal Assistant (Registrar General)
Chief Account Comptroller
Divisional Engineer(Civil)
Senior Forensic Expert
Court Appointed Lawyer
Bench Research Officer Cum Secretary
(Gtz III)
Section Officer (Judicial )
Personal Secretary (Registrar)
Accounts Officer
Library Officer
Forensic Officer
17,265
1,000
6,510
1,500
21,300
1,000
7,150
1,500
2008
Amount
2,119,698
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total SC Joint Registrar
Joint Registrar Gzt I (Avg with Grade)

(SC JR -5 and CJ's Sec 1 = 6 Nos)
Salary
Utilities
Sub Total SC Registrar
Registrar (Special Class)

Salary
Utilities
Particulars
58
25
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
xii
xiii
xiv
xv
xvi
xvii
xviii
xix
xx
xxi
xxii
18
19
20
21
22
23
24
S.NO.
Clerks
Clerk (Judicial )Non Gzt I
Surveyor (Amin)
Accountant
IT Assistant
Computer Operator
Overseer (Civil, Electric, Draft, Sanitary)
Library Assistant
Proof Reader
Sr, Electrician (Service in contract)
Sr, Telephone Operator
Sr, Photocopy Operator
Sr, Press Person
Designer (Printing)
Mechanics (Printing)
Camera Person
Cartographer
Plate maker
Sr, Compositor
Sr, Mistri
Court Marshall
Court Security Personnel (SI)
PSO(Personal Security Officer, SI)
Sub Total SC Officers
Printing Officer
IT Officer (H/S ware)
Structural Engineer
Architect Engineer
Archive Officer (Expert)
Linguist Officer
Court Marshal In -charge
Particulars
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
x
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x
12 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x
12 Months
8,510
x
12 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x 14.2 Months
8,510
x
12 Months
8,510
x 14.2 Months
will be provided by GoN
12,650
12,650
12,650
12,650
12,650
12,650
12,650
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
80 Nos
2 Nos
4 Nos
4 Nos
49 Nos
4 Nos
2 Nos
1 No
1 No
1 No
1 No
1 No
1 No
1 No
1 No
1 No
1No
1 No
1 No
14 Nos
1No
24 Nos
1 No
2 Nos
1 No
1 No
1 No
1 No
1 No
9,667,360
241,684
483,368
483,368
5,921,258
483,368
241,684
120,842
102,120
120,842
120,842
120,842
102,120
102,120
120,842
120,842
120,842
120,842
102,120
1,691,788
27,480,086
179,630
359,260
179,630
179,630
179,630
179,630
179,630
2008
Amount
10,392,412
259,810
519,621
519,621
6,365,352
519,621
259,810
129,905
109,779
129,905
129,905
129,905
109,779
109,779
129,905
129,905
129,905
129,905
109,779
1,818,672
29,541,092
193,102
386,205
193,102
193,102
193,102
193,102
193,102
2009
20,059,772
501,494
1,002,989
1,002,989
12,286,610
1,002,989
501,494
250,747
211,899
250,747
250,747
250,747
211,899
211,899
250,747
250,747
250,747
250,747
211,899
3,510,460
57,021,178
372,732
745,465
372,732
372,732
372,732
372,732
372,732
2008-2009
Total
59
70 Nos
4 Nos
1 No
1 No
2 Nos
1 No
3 Nos
4 Nos
2 Nos
2 Nos
1 No
1 No
10 Nos
1 No
2 Nos
4 Nos
35 Nos
8 Nos
4 Nos
64 Nos
6 Nos
4 Nos
337,534
5,400,544
427,860
285,240
517,306
4,146,223
1,008,910
89,602
7,062,370
403,564
100,891
85,260
201,782
85,260
302,673
403,564
201,782
201,782
100,891
72,847,196
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total Supreme Court Personnel
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x
12 Months
7,105
x 14.2 Months
7,105
x
12 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
Rs.
7,105
x 14.2 Months
Rs.
6,310
x 14.2 Months
Rs.
9,108
x 14.2 Months
Rs.
8,343
x 14.2 Months
Rs.
5,943
x 14.2 Months
Rs.
5,943
x 14.2 Months
Rs.
5,943
x
12 Months
Rs.
5,943
x
12 Months
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
2008
Amount
41,952,132
Clerk (judicial )Non Gzt II

Sub Accountant
Asst. Telephone Operator
Jr. Electrician
Photocopy Operator
Plumber
Compositor
Jr. Book binder
Helper
Press Person
Mick Operator
Court Security Personnel (ASI)
Notice Server-III
Asst. Mick Operator
Court Security Personnel (Head Constable)
Driver (Heavy)
Driver (Light)
Court Security Personnel (Constable)
Helper (Vehicle)
Helper
Swipper (Contract)
Gardener (Contract)
xxiii
xxiv
xxv
xxvi
xxvii
xxviii
xxix
xxx
xxxi
xxxii
xxxiii
xxxiv
xxxv
xxxvi
xxxvii
xxxviii
xxxix
xxxx
xxxxi
xxxxii
xxxxiii
xxxxiv
Descriptions
Sub Total SC Clerks
Particulars
S.NO.
78,310,735
45,098,541
362,849
5,805,585
459,950
306,633
556,104
4,457,189
1,084,578
96,322
7,592,048
433,831
108,458
91,655
216,916
91,655
325,373
433,831
216,916
216,916
108,458
2009
151,157,931
87,050,673
700,383
11,206,129
887,810
591,873
1,073,410
8,603,412
2,093,488
185,924
14,654,418
837,395
209,349
176,915
418,698
176,915
628,046
837,395
418,698
418,698
209,349
2008-2009
Total
60
3
i
ii
iii
iv
v
vi
vii
viii
x
xi
xii
xiii
xiv
xv
xvi
2
i
ii
iii
iv
v
vi
Clerks
Clerk (Judicial) Non Gzt I
PA to Registrar
Accountant
Surveyor (Amin)
IT Assistant (Patan AC)
Computer Operator
Court Marshall
PSO to Chief Judges
Clerk (Judicial) Non Gzt II
Telephone Operator
Jr. Electrician
Court Marshall
Notice Server-Non Gzt. III
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
7,105
x 14.2 Months
8,510
8,510
8,510
8,510
8,510
8,510
8,510
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
135 Nos
16 Nos
23 Nos
10 Nos
1 No
78 Nos
16 Nos
16 Nos
125 Nos
1 No
16 Nos
52 Nos
34 Nos
16 Nos
64 Nos
17 Nos
88 Nos
41 Nos
16 Nos
16 Nos
16 Nos
16 Nos
16 Nos
16 Nos
16 Nos
3,922,608
192,000
1,249,920
288,000
17,537,195
2,078,482
2,987,818
1,299,052
129,905
10,132,602
2,078,482
13,557,228
108,458
1,735,325
5,639,807
3,687,566
16,313,670
1,933,472
2,779,366
1,208,420
120,842
9,425,676
1,933,472
12,611,375
100,891
1,614,256
5,246,332
3,430,294
6,076,468
4,216,804
206,400
1,343,664
309,600
37,429,509
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
14.2 Months
x
x
x
x
34,818,148
Sub Total AC Officers
x
x
x
x
x
x
14.2 Months
12 Months
12 Months
12 Months
3,729,087
16,992,998
7,917,192
3,089,636
2,610,960
3,089,636
14,370
12,650
12,650
12,650
12,650
12,650
x
x
x
x
3,468,918
15,807,440
7,364,830
2,874,080
2,428,800
2,874,080
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
17,265
1,000
6,510
1,500
2009
Officers
Dy. Registrar (Gzt II)
Bench Officers (Gzt III)
Section Officer (Gzt III)
PA to Chief Judge (Gzt III)
Accounts Officer (Gzt III)
Rs.
Rs.
Rs.
Rs.
2008
Amount
5,652,528
Appellate Court
Registrar Gzt I (Avg with Grade)
Salary
Utilities
Maintenance for Vehicles
1.2b
1
i
ii
iii
iv
Descriptions
Sub Total AC Registrar
Particulars
S.NO.
26,168,603
209,349
3,349,581
10,886,139
7,117,860
33,850,865
4,011,954
5,767,184
2,507,472
250,747
19,558,278
4,011,954
72,247,657
7,198,005
32,800,438
15,282,022
5,963,716
5,039,760
5,963,716
11,728,996
8,139,412
398,400
2,593,584
597,600
2008-2009
Total
61
b
1
i
2
i
3
i
4
i
1.2c
1
a
i
ii
iii
iv
v
Sub Total Officers
Officers
Allowances (25% of Basic
Section Officer
PA to Chair Person
Sub Total Registrar
Salary)
Salary)
Salary)
Salary)
Tribunals and Other Courts

Special Court
Salary
Allowances (25% of Basic Salary)
Utilities
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
14,370
3,593
12,650
3,163
12,650
3,163
12,650
3,163
17,265
4,316
1,000
6,510
1,500
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
12 Months
12 Months
12 Months
14.2 Months
14.2 Months
12 Months
12 Months
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
2 Nos
2 Nos
2 Nos
2 Nos
1 No
1 No
1 No
1 No
1 No
1 No
1 No
1 No
1 No
42 Nos
185 Nos
38 Nos
27 Nos
4,964,732
15,610,948
2,709,780
1,925,370
438,716
92,687
386,205
81,593
193,102
40,796
193,102
40,796
1,466,997
1,364,648
435,459
263,550
55,680
12,900
83,979
19,350
131,579,539
88,073,562
5,337,087
16,781,769
2,913,014
2,069,773
2009
408,108
86,220
359,260
75,900
179,630
37,950
179,630
37,950
405,078
245,163
51,795
12,000
78,120
18,000
122,399,571
8,325
5,943
5,943
5,943
Sub Total of Appellate Court Personnel
Rs.
Rs.
Rs.
Rs.
2008
Amount
81,928,895
Driver (Light)
Helper
Swipper
Gardener
xvii
xviii
xix
xx
Descriptions
Sub Total AC clerks
Particulars
S.NO.
2,831,645
846,824
178,907
745,465
157,493
372,732
78,746
372,732
78,746
840,537
508,713
107,475
24,900
162,099
37,350
253,979,110
170,002,458
10,301,818
32,392,716
5,622,794
3,995,143
2008-2009
Total
62
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Nos
12 Nos
1 No
1 No
1 No
1 No
4 Nos
4 Nos
1 No
1 No
4 Nos
4 Nos
1 No
1 No
2 Nos
2 Nos
4 Nos
4 Nos
4 Nos
4 Nos
4 Nos
4 Nos
1 No
1,450,104
306,360
120,842
25,530
120,842
25,530
483,368
102,120
120,842
25,530
403,564
85,260
100,891
21,315
201,782
42,630
403,564
85,260
472,860
99,900
337,534
71,316
71,310
1,558,862
329,337
129,905
27,445
129,905
27,445
519,621
109,779
129,905
27,445
433,831
91,655
108,458
22,914
216,916
45,827
433,831
91,655
508,325
107,393
362,849
76,665
76,658
7,469,079
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
14.2 Months
12 Months
12 Months
6,947,980
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total of Special Court Personnel
8,510
2,128
8,510
2,128
8,510
2,128
8,510
2,128
8,510
2,128
7,105
1,776
7,105
1,776
7,105
1,776
7,105
1,776
8,325
2,081
5,943
1,486
5,943
2009
5,566,623
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
2008
Amount
5,178,254
Clerks
PA to Registrar
Accountant
Computer Operator
Court Marshall
Sub Accountant
Court Marshall
Notice Server
Driver
Helper
Swipper (Service in Contract)
c
1
i
2
i
3
i
4
i
5
i
6
i
7
i
8
i
9
i
10
i
11
i
12
Descriptions
Sub Total clerks
Particulars
S.NO.
14,417,059
10,744,877
3,008,966
635,697
250,747
52,975
250,747
52,975
1,002,989
211,899
250,747
52,975
837,395
176,915
209,349
44,229
418,698
88,457
837,395
176,915
981,185
207,293
700,383
147,981
147,968
2008-2009
Total
63
3
a
i
ii
iii
iv
b
1
2
3
4
5
6
7
8
9
10
11
2
a
1
2
S.NO.
Sub Total Registrar
Salary
Utilities
Rs.
Rs.
Rs.
Rs.
17,265
1,000
6,510
1,500
x
x
x
x
14.2 Months
12 Months
12 Months
12 Months
x
x
x
x
1 No
1 No
1 No
1 No
353,283
245,163
12,000
78,120
18,000
379,779
263,550
12,900
83,979
19,350
3,270,249
519,621
259,810
129,905
259,810
433,831
108,458
216,916
127,081
362,849
362,849
76,658
3,042,092
4 Nos
2 Nos
1 No
2 Nos
4 Nos
1 No
2 Nos
1 No
4 Nos
4 Nos
1 No
412,460
219,358
193,102
Sub Total of Labor Court Personnel
x
x
x
x
x
x
x
x
x
x
x
204,054
179,630
2,857,789
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
1 No
1 No
2,658,408
x
x
x
x
x
x
x
x
x
x
x
x
x
2009
Sub Total clerks
8,510
8,510
8,510
8,510
7,105
7,105
7,105
8,325
5,943
5,943
5,943
14.2 Months
14.2 Months
483,368
241,684
120,842
241,684
403,564
100,891
201,782
118,215
337,534
337,534
71,310
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
Clerks
Bench Assistant
Accountant
Computer Operator
Court Marshall
Notice Server
Driver
Court Marshall
Helper
Swipper
14,370
12,650
2008
Amount
383,684
Rs.
Rs.
Descriptions
Sub Total Officers
Labor Court
Officers
Registrar (Gzt II)
Section Officer
Particulars
733,062
508,713
24,900
162,099
37,350
6,312,341
5,516,197
1,002,989
501,494
250,747
501,494
837,395
209,349
418,698
245,296
700,383
700,383
147,968
796,144
423,412
372,732
2008-2009
Total
64
4
a
i
ii
iii
iv
c
1
2
3
4
5
6
7
8
9
10
11
b
1
2
3
4
S.NO.
Sub Total Registrar
Revenue Tribunals
Salary
Utilities
Rs.
Rs.
Rs.
Rs.
17,265
1,000
6,510
1,500
x
x
x
x
14.2 Months
12 Months
12 Months
12 Months
x
x
x
x
1 No
1 No
1 No
1 No
2 Nos
1 No
1 No
2 Nos
1 No
3 Nos
2 Nos
1 No
4 Nos
4 Nos
1 No
1 No
2 Nos
2 Nos
1 No
259,810
129,905
129,905
259,810
129,905
325,373
216,916
108,458
508,325
362,849
76,658
1,184,869
1,102,204
241,684
120,842
120,842
241,684
120,842
302,673
201,782
100,891
472,860
337,534
71,310
219,358
386,205
386,205
193,102
204,054
359,260
359,260
179,630
353,283
245,163
12,000
78,120
18,000
379,779
263,550
12,900
83,979
19,350
4,072,563
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
3,788,431
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
Sub Total of Administrative Court Personnel
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
2009
2,507,915
8,510
8,510
8,510
8,510
8,510
7,105
7,105
7,105
8,325
5,943
5,943
14,370
12,650
12,650
12,650
2008
Amount
2,332,944
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Clerks
Clerks
PA to Registrar
Accountant
Computer Operator
Court Marshall
Court Marshall
Notice Server
Driver
Helper
Sub Total Officers
Officers
Section Officer
PA to Chair Person
Particulars
733,062
508,713
24,900
162,099
37,350
7,860,994
4,840,859
501,494
250,747
250,747
501,494
250,747
628,046
418,698
209,349
981,185
700,383
147,968
2,287,073
423,412
745,465
745,465
372,732
2008-2009
Total
65
5
a
1
2
3
c
1
2
3
4
5
6
7
8
9
10
11
12
b
1
2
3
4
S.NO.
Sub Total Officers
Commercial Benches (6 Benches)

Officers
Section Officer
English Linguist/Translator
Rs.
Rs.
Rs.
12,650
12,650
12,650
x
x
x
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
6 Nos.
6 Nos.
6 Nos.
12 Nos
1 No
1 No
5 Nos
4 Nos
3 Nos
9 Nos
5 Nos
8 Nos
4 Nos
13 Nos
4 Nos
1 No
1 No
6 Nos
4 Nos
3,233,340
1,077,780
1,077,780
1,077,780
3,475,841
1,158,614
1,158,614
1,158,614
10,481,085
7,757,823
1,558,862
129,905
129,905
649,526
519,621
389,715
976,120
542,289
867,663
508,325
1,179,259
306,633
2,343,483
2,179,984
1,450,104
120,842
120,842
604,210
483,368
362,526
908,019
504,455
807,128
472,860
1,096,986
285,240
219,358
193,102
1,158,614
772,409
2009
204,054
179,630
1,077,780
718,520
9,749,847
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total of Revenue Tribunals Personnel
8,510
8,510
8,510
8,510
8,510
8,510
7,105
7,105
7,105
8,325
5,943
5,943
14,370
12,650
12,650
12,650
2008
Amount
7,216,580
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total Clerks
Clerks
PA to Registrar
Accountant
Computer Operator
Court Marshall
Sub Accountant
Notice Server
Court Marshall
Driver
Helper
Sub Total Officers
Officers
Section Officer
PA to Chair Person
Particulars
6,709,181
2,236,394
2,236,394
2,236,394
20,230,931
14,974,402
3,008,966
250,747
250,747
1,253,736
1,002,989
752,241
1,884,139
1,046,744
1,674,791
981,185
2,276,245
591,873
4,523,467
423,412
372,732
2,236,394
1,490,929
2008-2009
Total
66
1.2d
a
1
2
3
4
5
6
b
1
2
3
4
S.NO.
23 Nos
1 No
52 Nos
22 Nos
9 Nos
75 Nos
33,530,955
x
x
x
x
x
x
31,191,586
Sub Total Officers
14.2 Months
14.2 Months
14.2 Months
14.2 Months
14.2 Months
12 Months
5,045,235
219,358
10,041,317
4,248,250
1,737,920
12,238,875
x
x
x
x
x
x
4,693,242
204,054
9,340,760
3,951,860
1,616,670
11,385,000
14,370
14,370
12,650
12,650
12,650
12,650
District Courts
Officers
Registrar (Gzt II)
Execution Officer
Registrar (Gzt III)
Execution Officers
Section Officer
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
32,846,403
1,558,862
779,431
650,747
1,088,547
30,554,794
1,450,104
725,052
605,346
1,012,602
Sub Total Others Courts and Tribunals Personnel
12 Nos
6 No
6 No
12 Nos
7,553,427
x
x
x
x
7,026,444
14.2 Months
14.2 Months
14.2 Months
14.2 Months
Sub Total of Commercial Benches Personnel
x
x
x
x
2009
4,077,587
8,510
8,510
7,105
5,943
2008
Amount
3,793,104
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total clerks
Clerks
Computer Operator
Notice Server
Helper
Particulars
64,722,541
9,738,477
423,412
19,382,077
8,200,110
3,354,590
23,623,875
63,401,197
14,579,871
7,870,691
3,008,966
1,504,483
1,256,093
2,101,149
2008-2009
Total
67
362,599,925
337,302,256
563,103,816
761,498,036
Sub Total of District Court Personnel
Sub Total All Courts Personnel
Sub Total Salary and Personal Benefits All Judges and Personnel
818,610,389
605,336,603
329,068,970
306,110,670
Sub Total clerks
1,580,108,425
1,168,440,419
699,902,181
635,179,640
47,829,872
79,318,380
13,169,174
11,837,460
x
x
x
x
24,779,331
41,092,655
6,822,584
6,132,660
Rs.
Rs.
Rs.
Rs.
23,050,541
38,225,726
6,346,590
5,704,800
396 Nos
52 Nos
196 Nos
21 Nos
7 Nos
23 Nos
140 Nos
21 Nos
491 Nos
7 Nos
92 Nos
135 Nos
77 Nos
480 Nos
75 Nos
192 Nos
195 Nos
453 Nos
89 Nos
80 Nos
99,295,871
13,038,852
49,146,441
5,265,690
1,755,230
5,767,184
35,104,601
5,265,690
102,790,273
1,465,442
19,260,092
28,262,091
16,119,860
100,487,436
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
x 14.2 Months
8,325
x 14.2 Months
5,943
x 14.2 Months
5,943
x
12 Months
5,943
x
12 Months
8,510
8,510
8,510
8,510
8,510
8,510
8,510
8,510
7,105
7,105
7,105
7,105
7,105
7,105
51,442,439
6,755,068
25,461,409
2,728,008
909,336
2,987,818
18,186,721
2,728,008
53,252,792
759,205
9,978,120
14,641,806
8,351,253
52,059,756
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Total
47,853,432
6,283,784
23,685,032
2,537,682
845,894
2,779,366
16,917,880
2,537,682
49,537,481
706,237
9,281,972
13,620,285
7,768,607
48,427,680
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
2008
Amount
2008-2009
Clerks
Judgment Executor
Bench Assistant
Accountant
IT Assistant
Surveyor
Computer Operator
Court Marshall
Telephone Operator
Surveyor (Amin)
Court Marshall
Sub Accountant
Notice Server-Non Gzt. II
Driver (Light)
Helper
Gardener (Service in Contract)
b
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Descriptions
2009
Particulars
S.NO.
68
e
i
ii
f
i
g
i
ii
h
i
ii
ii
ii
iii
d
i
c
i
ii
ii
b
i
1
a
i
S.NO.
Operational Cost (7.5% Annual

Increment)
Supreme Court
Stationeries
Stationeries for Office (including Printing
materials)
Stationeries for Cases
Archive Management
Purging,Repairing,Filing,Boxing etc( Total
40,000 Case Files)
Treatment, retention, integration( Total 70,000
Case Files)
Other Office Goods
Other Office Goods Dustbin, Towel, Electrics
Goods(Supplies) etc
Postal Service Charge
Newspaper, Gazette , Books etc
Insurance
Insurance for building
( Rs 340,000,000,Premium = 0.3% of value)
Insurance for Vehicle
( Rs 370,000,000,Premium =2% of value)
Publications/Printings
Notice/Summon etc.
Law Journals etc.
Utilities
Electricity & Water
Fuel
Fuel for Office Vehicle
Fuel (Petrol, Diesel, Mobil for Off, and Gas etc)
Communications
Telephone
Web Hosting, Running
Particulars
66,775
200,000
200,000
80
14,000
100,000
50,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
7,400,000
1,020,000
Rs.
Rs.
11,100
95,000
30,000
Rs.
Rs.
Rs.
15
Rs.
Rs.
170,000
500
Rs.
Rs.
12 Months
1 Yr
x
x
x
x
x
x
x
x
x
12 Months
12 Months
12 Months
12 Months
12 Months
12 Months
12 Months
1 time
1 time
12 Months
12 Months
12 Months
x 35000 Cases
x 20000 Cases
x
x
Descriptions
x
x
x
x
x
x
x
x
x
x
x
1 Qty
1 Qty
1200 Lt.
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 yr
1 yr
1 Qty
13000 Qty
1,200,000
600,000
1,152,000
168,000
2,400,000
801,300
2,400,000
7,400,000
1,020,000
133,200
1,140,000
360,000
175,000
300,000
2,040,000
6,500,000
2008
Amount
1,290,000
645,000
1,238,400
180,600
2,580,000
861,398
2,580,000
7,955,000
1,096,500
143,190
1,225,500
387,000
188,125
322,500
2,193,000
6,987,500
2009
2,490,000
1,245,000
2,390,400
348,600
4,980,000
1,662,698
4,980,000
15,355,000
2,116,500
276,390
2,365,500
747,000
363,125
622,500
4,233,000
13,487,500
2008-2009
Total
69
c
i
d
i
ii
e
i
ii
iii
iv
ii
2
a
i
ii
b
i
iv
v
vi
ii
iii
i
j
k
l
i
S.NO.
Appellate Courts
Stationery
Other Office Goods
Archive Management
Purging,Repairing,Filing,Boxing etc
(excluding AC Patan) (Total 8000 Case Files)
Treatment, retention, integration (Total 8000
Case Files)
Utilities
Electricity & Water
Fuel
Fuel (Kerosene, Petrol, Diesel, Mobil & Gas etc)
Other Ofiice Cost
Newspaper, Gazette, Books
Telephone
Maintenance for Office, Equip. Furniture etc
Miscellaneous Expenses
Sub Total Supreme Court Operation Cost
Maintenance for Eqp. Vehicle, Furniture etc

Program Visiting Expenses
Uniform for Helper and Bench Marshal
Program Expenditure
Supreme Court Judges & AC Chief Judges
Conference
Appellate & District Court Judges Conference
Supreme & Appellate Court Registrar
Seminar
District Court Registrar Seminar
Judgment Executors Seminar
Law Day
Particulars
70,000
20,000
25,000
15,000
30,000
45,000
15,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
15
Rs.
700,000
1,700,000
1,600,000
200,000
Rs.
Rs.
Rs.
Rs.
35,000
500
500,000
1,500,000
Rs.
Rs.
Rs.
Rs.
100,000
100,000
5,000
Rs.
Rs.
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Months
12 Months
12 Months
12 Months
12 Months
12 Months
12 Months
4000 Cases
4000 Cases
12 Months
600 Cases
1 time
1 time
1 time
1 time
1 time
4 Regn
12 Months
1 Months
100 Nos
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
16 Courts
16 Courts
Courts
16 Courts
16 Courts
16 Courts
16 Courts
16 Courts
16 Courts
15 Courts
16 Courts
16 Courts
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
15 Qty
1 Qty
2,880,000
5,760,000
8,640,000
2,880,000
3,840,000
4,800,000
13,440,000
320,000
900,000
6,720,000
4,800,000
41,689,500
700,000
1,700,000
1,600,000
200,000
500,000
6,000,000
1,200,000
1,500,000
500,000
2008
Amount
3,096,000
6,192,000
9,288,000
3,096,000
4,128,000
5,160,000
14,448,000
344,000
967,500
7,224,000
5,160,000
44,816,213
752,500
1,827,500
1,720,000
215,000
537,500
6,450,000
1,290,000
1,612,500
537,500
2009
5,976,000
11,952,000
17,928,000
5,976,000
7,968,000
9,960,000
27,888,000
664,000
1,867,500
13,944,000
9,960,000
86,505,713
1,452,500
3,527,500
3,320,000
415,000
1,037,500
12,450,000
2,490,000
3,112,500
1,037,500
2008-2009
Total
70
ii
d
i
ii
iii
e
i
ii
f
g
h
i
j
i
ii
iii
3
1
a
b
i
ii
c
i
Transfer Visiting Expenses

Postal Service Charge
Office Rent
v
vi
vii
viii
ix
Rs.
Rs.
Rs.
Rs.
Rs.
Sub Total Special Court Operational Cost

Special Court
Other Office Goods
Stationeries
Stationeries for Office (including office materials)
Archive Management
Purging,Repairing,Filing,Boxing etc (Total
200 Cases)
Treatment, retention, integration (Total 400 Cases)
Utilities
Electricity & Water
Telephone
Fuel
Fuel(Kerosene, Petrol, Diesel, Mobil for Off.& Gas)
Maintenance for Office Equip. Furniture etc
Rent for Office
Postal Service
Uniform for Helper and Bench Marshall
Other Expenses
70,000
125,000
500
15
5
30,000
25,000
15,000
20,000
15,000
20,000
30,000
20,000
5,000
20,000
20,000
10,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
20,000
20,000
15,000
35,000
5,000
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Months
10 Nos
15 Nos
12 Months
12 Months
12 Months
12 Months
12 Months
15 Nos
12 Months
12 Months
12 Months
100 Cases
200 Cases
12 Months
350 Cases
12 Months
50 Nos
50 Nos
12 Months
12 Months
350 Nos
Descriptions
Rs.
Sub Total of Appellate Courts Operational Costs
Particulars
S.NO.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 yr
1 yr
1 Qty
1 Qty
1 Qty
16 Courts
16 Courts
16 Courts
16 Courts
1 Court
1,613
1,075
387,000
322,500
193,500
258,000
193,500
258,000
387,000
258,000
80,625
258,000
215,000
161,250
1,500
1,000
360,000
300,000
180,000
240,000
180,000
240,000
360,000
240,000
75,000
240,000
200,000
150,000
5,678,688
1,612,500
188,125
1,500,000
175,000
5,282,500
903,000
105,704,750
17,200,000
17,200,000
3,096,000
7,224,000
1,881,250
2009
840,000
98,330,000
16,000,000
16,000,000
2,880,000
6,720,000
1,750,000
2008
Amount
10,961,188
498,000
415,000
311,250
498,000
373,500
498,000
747,000
498,000
155,625
747,000
622,500
373,500
3,113
2,075
3,112,500
363,125
1,743,000
204,034,750
33,200,000
33,200,000
5,976,000
13,944,000
3,631,250
2008-2009
Total
71
f
g
h
i
j
i
ii
iii
d
i
ii
iii
e
i
ii
ii
2
a
b
i
ii
c
i
S.NO.
Sub Total Labor Court Operational Cost
Labor Court
Other Office Goods
Stationeries
Stationeries for Office (including office materials)
Archive Management
500 Case Files)
Case Files)
Utilities
Electricity & Water
Telephone
Fuel
Fuel(Kerosene, Petrol, Diesel, Mobil,
Gas etc)
Maintenance for Office Equip etc
Rent for Office
Postal Service
Uniform for Helper and Bench Marshall
Other Expenses
Particulars
15
Rs.
15,000
15,000
7,000
10,000
15,000
20,000
50,000
15,000
5,000
7,000
20,000
10,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
13,500
500
Rs.
Rs.
Rs.
13,500
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Months
1 time
1 time
12 Months
12 Months
12 Months
12 Months
1 time
12 Months
12 Months
12 Months
12 Months
250 Cases
250 Cases
12 Months
1 times
12 Months
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
1 Qty
5 Qty
10 Qty
1 Qty
1 Qty
1 Qty
1 Qty
6 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 yr
1 yr
1 Qty
400 Cases
1 Qty
2,607,000
84,000
100,000
100,000
180,000
240,000
600,000
180,000
30,000
120,000
180,000
180,000
84,000
1,250
3,750
162,000
200,000
162,000
2008
Amount
2,802,525
90,300
107,500
107,500
193,500
258,000
645,000
193,500
32,250
129,000
193,500
193,500
90,300
1,344
4,031
174,150
215,000
174,150
2009
5,409,525
174,300
207,500
207,500
373,500
498,000
1,245,000
373,500
62,250
249,000
373,500
373,500
174,300
2,594
7,781
336,150
415,000
336,150
2008-2009
Total
72
d
i
ii
iii
e
i
ii
f
g
h
i
i
ii
iii
ii
ii
c
i
3
a
b
i
S.NO.
Sub Total Administrative Court

Operational Cost
Other Office Goods
Stationeries
Stationeries for Office (including office
materials)
Archive Management
500 Case Files)
Case Files)
Utilities
Electricity & Water
Telephone
Fuel
Fuel(Kerosene, Petrol, Diesel, Mobil, Gas etc)
Postal Service
Other Expenses
Particulars
15
Rs.
15,000
7,000
20,000
27,000
15,000
20,000
15,000
5,000
7,000
20,000
10,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
13,500
500
Rs.
Rs.
Rs.
13,500
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Months
1 time
1 time
12 Months
12 Months
12 Months
12 Months
1 time
12 Months
12 Months
12 Months
250 Cases
250 Cases
12 Months
1 times
12 Months
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
1 Qty
5 Nos
10 Nos
1 Qty
1 Qty
1 Qty
1 Qty
7 Qty
1 Qty
1 Qty
1 Qty
1 yr
1 yr
1 Qty
100 Cases
1 Qty
4,411,450
174,300
207,500
207,500
90,300
107,500
107,500
84,000
100,000
100,000
2,285,450
672,300
373,500
498,000
373,500
72,625
348,300
193,500
258,000
193,500
37,625
324,000
180,000
240,000
180,000
35,000
2,126,000
373,500
174,300
498,000
193,500
90,300
258,000
180,000
84,000
240,000
2,594
7,781
4,031
3,750
1,344
336,150
103,750
174,150
53,750
162,000
50,000
1,250
336,150
2008-2009
174,150
2009
Total
162,000
2008
Amount
73
f
g
h
i
j
i
ii
iii
d
i
ii
iii
e
i
ii
ii
ii
c
i
4
a
b
i
S.NO.
Sub Total of Revenue Tribunals

Operational Costs
Revenue Tribunals
Other Office Goods
Stationeries
materials)
Archive Management
1,000 Case Files)
Treatment, retention, integration (Total 1,000
Case Files)
Utilities
Electricity & Water
Telephone
Fuel
Fuel(Kerosene, Petrol, Diesel, Mobil, Gas
etc for Off. )
Rent for Office
Postal Service
Other Expenses
Particulars
15
Rs.
15,000
7,000
15,000
10,000
10,000
20,000
25,000
15,000
5,000
7,000
20,000
10,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
13,500
500
Rs.
Rs.
Rs.
25,000
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
12 Months
5 Nos
10 Nos
12 Months
12 Months
12 Months
12 Months
1 time
12 Months
12 Months
12 Months
12 Months
500 Cases
500 Cases
12 Months
1200 Cases
12 Months
Descriptions
x
x
x
x
x
x
x
x
x
x
x
x
x
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
22 Nos
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
4 tribunals
32,250
30,000
516,000
1,032,000
1,290,000
774,000
118,250
361,200
430,000
430,000
480,000
960,000
1,200,000
720,000
110,000
336,000
400,000
400,000
11,986,250
516,000
480,000
11,150,000
774,000
361,200
774,000
720,000
336,000
720,000
10,750
696,600
2,580,000
648,000
2,400,000
10,000
1,290,000
2009
1,200,000
2008
Amount
23,136,250
697,200
830,000
830,000
996,000
1,992,000
2,490,000
1,494,000
228,250
996,000
1,494,000
697,200
1,494,000
20,750
62,250
1,344,600
4,980,000
2,490,000
2008-2009
Total
74
ii
c
i
ii
iii
d
i
e
f
g
h
i
ii
iii
5
a
b
i
S.NO.
9,352,500
32,105,413
8,700,000
29,865,500
Sub Total of Commercial Benches

Operation Costs
Sub Total Operation Costs other Courts

and Tribunals
x
x
x
12 Months
2 Nos
8 Nos
12 Months
12 Months
12 Months
1 time
x
x
x
x
x
x
x
x
x
x
6 Benches
6 Benches
6 Benches
6 Benches
6 Benches
6 Benches
24 Nos
6 Benches
6 Benches
6 Benches
6 Benches
6 Benches
387,000
258,000
516,000
5,000
20,000
10,000
Rs.
Rs.
Rs.
x
x
x
x
12 Months
12 Months
12 Months
x
x
360,000
240,000
480,000
10,000
10,000
5,000
5,000
Rs.
Rs.
Rs.
Rs.
x
x
x
12 Months
100 Cases
774,000
774,000
387,000
129,000
15,000
10,000
10,000
Rs.
Rs.
Rs.
x
x
720,000
720,000
360,000
120,000
15,000
500
Rs.
Rs.
1,161,000
774,000
774,000
6 Benches
1,080,000
720,000
720,000
25,000
Rs.
1,161,000
322,500
2009
1,080,000
300,000
12 Months
2008
Amount
1,935,000
Descriptions
1,800,000
Commercial Benches
Other Office Goods
Stationeries
materials)
Utilities
Electricity & Water
Telephone
Newspaper, Gazette, Books etc
Fuel
Postal Service
Other Expenses
Particulars
61,970,913
18,052,500
747,000
498,000
996,000
1,494,000
1,494,000
747,000
249,000
2,241,000
1,494,000
1,494,000
2,241,000
622,500
3,735,000
2008-2009
Total
75
d
i
ii
iii
e
i
ii
f
g
h
i
j
i
ii
iii
ii
ii
c
i
4
a
b
i
S.NO.
15
Rs.
x
x
x
12 Months
5 Nos
15 Nos
12 Months
12 Months
12 Months
12 Months
12 Months
13 Nos
x
x
x
x
x
x
x
x
x
x
x
x
x
x
75 Courts
75 Courts
75 Courts
75 Courts
75 Courts
75 Courts
75 Courts
60 Courts
75 Courts
75 Courts
75 Courts
75 Courts
75 Courts
73 Courts
75 Courts
75 Courts
75 Courts
8,828,438
8,212,500
9,675,000
9,675,000
9,675,000
6,772,500
7,740,000
5,240,625
4,837,500
8,062,500
12,093,750
9,000,000
9,000,000
9,000,000
6,300,000
7,200,000
4,875,000
4,500,000
7,500,000
11,250,000
TOTAL CF 1-CF3
1,099,833,036
1,182,320,514
363,710,125
181,083,750
9,675,000
4,837,500
6,772,500
9,000,000
4,500,000
6,300,000
3,023,438
9,675,000
40,312,500
9,000,000
37,500,000
2,812,500
24,187,500
2009
22,500,000
338,335,000
5,000
20,000
10,000
Rs.
Rs.
Rs.
x
x
x
x
x
x
12 Months
12 Months
12 Months
7500 Cases
7500 Cases
12 Months
1000 Cases
12 Months
Total Operation Cost of All Courts
10,000
10,000
10,000
7,000
10,000
5,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
2008
Amount
168,450,000
10,000
5,000
7,000
Rs.
Rs.
Rs.
10,000
500
Rs.
Rs.
Rs
25,000
Rs.
Descriptions
Sub Total of District Courts Operation Costs
District Courts
Other Office Goods
Stationeries
materials)
Stationeries for Cases (Case in avarage)
Archive Management
Purging,Repairing,Filing,Boxing etc
(excluding Lalitpur and Parsa)
(Total 15,000 Case Files)
Treatment, retention, integration
(Total 15,000 Case Files)
Utilities
Electricity & Water
Telephone
Fuel
Fuel Office Vehicle
Postal Service
Rent for Office
Other Expenses
Particulars
2,282,153,550
702,045,125
349,533,750
9,337,500
15,562,500
23,343,750
18,675,000
18,675,000
18,675,000
13,072,500
14,940,000
10,115,625
18,675,000
9,337,500
13,072,500
5,835,938
17,040,938
18,675,000
77,812,500
46,687,500
2008-2009
Total
76
i
ii
iii
iv
i
ii
iii
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
Sub Total
5,000
25,000
15,000
25,000
x
x
x
x
3 Days
1
1
1
x
x
x
x
2 Nos
1
30 Nos
1Nos
2 Nos
2 Nos
2Nos
x
x
x
x
x
x
x
1
1
1
1
1
9 Dists.
9 Dists.
300,000
270,000
189,000
530,000
30,000
25,000
450,000
25,000
Rs.
Rs.
Rs.
Rs.
6 Months x
2 Ways x
7 Days x
1,728,900
150,000
240,000
240,000
110,400
405,000
283,500
180,000
120,000
Conduction of National Conference for

Needs Assessment
Resource Persons
Conference Preparation
Participants Cost including transportation
Report Preparation
25,000 x
7,500 x
1,500 x
1 No
2 Nos
1 each yr
1 each yr
1
1
9 Dists.
9 Dists.
1
10 Nos
2008
Amount
759,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
will be provided by the Supreme Court

25,000 x 6 Months x
1 Nos
x
20,000 x 6 Months x
2Nos
x
10,000 x 12 Months x
2 Nos
x
4,600 x 12 Months x
2 Nos
x
7,500 x
2 Ways x
3 Nos
x
1,500 x
7 Days x
3 Nos
x
15,000 x 12 Months x
1
x
1,000 x 12 Months x 1 Mtgs.
x
Descriptions
Sub Total
Need Assessment Study for

Organizational Policies
Researchers (incl. Report preparation)
Transportation
DSA,Field Research
Sub Total
To streamline and strengthen the

management capacity of the Judiciary
Strengthen Strategic Plan
Implementation Secretariat
Coordinator
Planning Officers
Planning Expert (Part -time)
Researchers
Support Staffs including Computer Operator
Helpers
Transportation
DSA Field Research
Misc Expenditure
Plan Implementation Committee Meetings costs
Office and Other Logistic Support
SI.1
Particulars
S.NO.
STRATEGIC INTERVENTIONS (SI 1-21)
1,858,568
161,250
258,000
258,000
118,680
435,375
304,763
193,500
129,000
2009
530,000
30,000
25,000
450,000
25,000
759,000
300,000
270,000
189,000
3,587,468
311,250
498,000
498,000
229,080
840,375
588,263
373,500
249,000
2008-2009
Total
77
ii
iii
iv
ii
a
i
SI.2
d
i
ii
iii
iv
v
S.NO.
x
x
x
1
1
1
63,000
288,500
1
25
1
Sub Total SI 2
x
x
x
138,000
63,000
75,000
87,500
1Time
1 Time
1 Time
7 Nos
1
1
120,000
150,000
50,000
900,000
50,000
Sub Total
25,000 x
1,500 x
25,000 x
x
x
5 Trns.
5 Reg.
5 Trns.
5 Trns.
5 Trns.
25,000
37,500
25,000
Rs.
Rs
Rs
6 Mtgs.
7 Nos
25 Nos
x
x
x
x
x
Consultation Meeting for Developing

Financial Autonomy
Consultaion Meeting Preparation
Participants Cost including Local Transportation
Report Preparation
1,500 x
x
x
4 Nos
5 Nos
1
30 Nos
1 Nos
63,000
Rs.
1,500 x 6 Mtgs.
1,500 x 2 Times
x
x
x
x
x
Sub Total
High Level Judicial Budgetary

Disbursement Committee
Committee Cost (Meeting Allowances +
Meetings Cost)
Sub Total
To pursue for increased budgetary and

secure financial autonomy
Financial Management Committee
Meetings Cost)
Interaction with Stakeholders
Rs.
Rs
3 Days
2 Ways
1
1
1
4,287,900
x
x
x
x
x
Sub Total SI 1
5,000
7,500
25,000
15,000
25,000
2008
Amount
1,270,000
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total
Management Training
Resource Persons
Transportation for RP + Mgmt Staff
Training Preparation
Report Preparation
Particulars
288,500
87,500
25,000
37,500
25,000
63,000
63,000
138,000
63,000
75,000
3,763,568
1,905,000
180,000
225,000
75,000
1,350,000
75,000
2009
577,000
175,000
50,000
75,000
50,000
126,000
126,000
276,000
126,000
150,000
8,051,468
3,175,000
300,000
375,000
125,000
2,250,000
125,000
2008-2009
Total
78
1
a
b
i
c
i
ii
iii
iv
i
ii
iii
c
d
Sub Total
Implementation of the Infrastructure

and Facilities Plan (entries/estimation/rates
are based on the survey report)
Land Acquisition/Purchase
Supreme Court
Appellate Courts
Jumla
District Courts
Dolpa
Rolpa
Illam
Sub Total
To develop infrastructure and logistical

support
Infrastructure and Facilities Committee
Meetings Cost)
Review of Existing Infrastructure
Documentation
Infrastructural Needs Assessment Study
Infrastructural Consultation Meeting at
National Level
Development of Infrastructure and
Facilities Plan
Technical Experts (Part -time)
Transportation
Drawing, Designing Estmation ,approval etc
of Judges resisdence
Development of Model Design (Miniature)
(1 SC, 3 AC & 3 Dist.)
SI.3
a
i
Particulars
S.NO.
1 Time x
1 Time x
1 Time x
1 Time x
1 Time x
Rs. 960,000 x
Rs. 500,000 x
Rs. 650,000 x
Rs. 650,000 x
1 Time x
1 Time x
1
1
1
6 Months x
1
2 Ways x 4 Places
Report is in place
Report is in place
Report is in place
6 Mtgs. x
Rs.4,800,000 x
Estimation/ Rate
50,000 x
500,000 x
Rs
Rs
25,000 x
7,500 x
1,500 x
Rs.
Rs
Rs.
Descriptions
x
x
x
x
x
5 Ropani
5 Ropani
5 Ropani
5 Ropani
50 Ropani
7 Nos
1 No
2 Nos
2 Nos
10 Nos
240,000,000
1,306,000
350,000
500,000
300,000
120,000
36,000
2008
Amount
9,000,000
2,500,000
3,250,000
3,250,000
4,800,000
36,000
36,000
2009
9,000,000
2,500,000
3,250,000
3,250,000
4,800,000
240,000,000
1,342,000
350,000
500,000
120,000
300,000
72,000
2008-2009
Total
79
2
a
i
ii
iii
iv
d
i
ii
iii
iv
v
S.NO.
Partial Land Acquisition/Purchase

Appellate Courts
Rajbiraj
Hetauda
Nepalgunj
Tulsipur
Sub Total Land Acquisition All Courts
Sub Total

Labor Court
Revenue Tribunal -Biratnagar
Revenue Tribunal -Kathmandu
Revenue Tribunal - Pokhara
Revenue Tribunal -Nepalgunj
Particulars
Rs.
Rs.
Rs.
Rs.
500,000
600,000
500,000
300,000
Rs. 4,800,000
Rs. 714,286
Rs. 4,800,000
Rs. 1,866,667
Rs. 714,286
x
x
x
x
x
x
x
x
x
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
Descriptions
x
x
x
x
x
x
x
x
x
1 Qty
1 Qty
1 Qty
1 Qty
1
1 Qty
1 Qty
1 Qty
1 Qty
x
x
x
x
x
x
x
x
x
9 Kattha
8 Kattha
10 Kattha
15 Kattha
6 Ropani
7 Kattha
6 Ropani
6 Ropani
7 Kattha
240,000,000
2008
Amount
4,500,000
4,800,000
5,000,000
4,500,000
18,800,000
18,800,000
332,600,000
78,800,000
28,800,000
5,000,000
28,800,000
11,200,000
5,000,000
2008-2009
4,500,000
4,800,000
5,000,000
4,500,000
92,600,000
78,800,000
28,800,000
5,000,000
28,800,000
11,200,000
5,000,000
2009
Total
80
District Courts
Bhojpur
Siraha
Dhankuta
Saptari
Khotang
Mahottari
Sindhuli
Bara
Parsa
Bhaktapur
Lalitpur
Dhading
Gorkha
Lamjung
Tanahu
Palpa
Kapilbastu
Arghakhachi
Myagdi
Mugu
Humla
Salyan
Dang
Banke
Bardia
Bajura
Achham
Darchula
Rasuwa
b
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
xii
xiii
xix
xx
xxi
xxii
xxiii
xxiv
xxv
xxvi
xxvii
xxviii
xxix
xxx
xxxi
xxxii
xxxiii
xxxiv
Sub Total Partial Acquisition/Purchase AC+DC
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1Time
1 Time
1 Time
1 Time
1Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
Descriptions
Rs. 666,667
Rs. 300,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 300,000
Rs. 300,000
Rs. 300,000
Rs. 300,000
Rs. 4,800,000
Rs. 4,800,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 600,000
Rs. 600,000
Rs. 300,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 300,000
Rs. 500,000
Rs. 300,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Rs. 500,000
Sub Total Partial Land Acquisition/Purchase DC
Particulars
S.NO.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1 Qty
1 Qty
1Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
1 Qty
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
3 Ropani
14 Kattha
3 Ropani
3 Kattha
5 Ropani
10 Kattha
5 Kattha
3 Kattha
8 Kattha
5 Ropani
5 Ropani
1 Ropani
2 Ropani
4 Ropani
2 Ropani
1 Ropani
3 Kattha
2.5 Ropani
2.5 Ropani
1 Ropani
1 Ropani
2 Ropani
5 Kattha
5 Kattha
5 Kattha
1.5 Ropani
2.5 Ropani
2.5 Ropani
5 Ropani
2008
Amount
108,250,000
89,450,000
2,000,000
4,200,000
1,500,000
1,500,000
2,500,000
3,000,000
1,500,000
900,000
2,400,000
24,000,000
24,000,000
500,000
1,000,000
2,000,000
1,200,000
600,000
900,000
1,250,000
1,250,000
500,000
500,000
1,000,000
1,500,000
2,500,000
1,500,000
750,000
1,250,000
1,250,000
2,500,000
2009
108,250,000
89,450,000
2,000,000
4,200,000
1,500,000
1,500,000
2,500,000
3,000,000
1,500,000
900,000
2,400,000
24,000,000
24,000,000
500,000
1,000,000
2,000,000
1,200,000
600,000
900,000
1,250,000
1,250,000
500,000
500,000
1,000,000
1,500,000
2,500,000
1,500,000
750,000
1,250,000
1,250,000
2,500,000
2008-2009
Total
81
c
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
xii
xiii
xiv
xv
xvi
xvii
xviii
xix
xx
b
i
ii
ii
3
a
S.NO.
District Courts
Taplejung (1,117 Sq.m)
Tehrathum (1,117 Sq.m)
Khotang (1,117 Sq.m)
Rasuwa (1,117 Sq.m)
Baglung (1,117 Sq.m)
Dolpa (1,117 Sq.m)
Mugu (1,117 Sq.m)
Ilam (1,117 Sq.m)
Sarlahi as per actual
Bara (2,887 Sq.m)
Rukum (1,117 Sq.m)
Rolpa (1,117 Sq.m)
Doti (1,117 Sq.m)
Parbat, as per actual
Dailekh ,as per actual
Kathmandu, as per actual
Pyuthan , as per actual
Sindhuli ,as per actual
Jhapa , as per actual
Siraha Annex, as per actual
Sub Total Building Construction SC,AC
Building Construction Needs based on

Infrastructure Study & Survey Report
Supreme Court
Supreme Court (15,414 Sq.m) as per
survey report
Residence for Justices ( Projection of the
plan Rs.00) will be spent as per the
decission of construction committee
Appellate Court
Biratnagar , as per actual
Jumla Appellate Court (2,050 Sq.m)
Particulars
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
41,286,000
46,596,000
17,221,500
17,221,500
17,221,500
30,700,000
32,498,000
265,000,000
28,643,000
30,700,000
56,817,636
17,057,558
44,000,000
33,087,000
249,357,000
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Descriptions
1 Time
1Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
x 1
x 1
x 1
x 1
5,000,000
7,000,000
30,000,000
5,000,000
7,000,000
27,548,000
5,000,000
15,000,000
24,000,000
24,000,000
2008
20,000,000
33,087,000
20,000,000
249,357,000
2009
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
20,000,000
46,596,000
17,221,500
17,221,500
17,221,500
20,000,000
18,000,000
70,000,000
20,000,000
23,700,000
322,444,000
Amount
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
17,221,500
35,000,000
46,596,000
17,221,500
17,221,500
17,221,500
25,000,000
25,000,000
100,000,000
25,000,000
30,700,000
27,548,000
5,000,000
346,444,000
44,000,000
33,087,000
20,000,000
249,357,000
2008-2009
Total
82
ii
iii
iv
v
b
i
d
i
ii
Saptari Annex, as per actual

Dhanusa, as per actual
Sindhupalchok, as per actual
xxi
xxii
xxiii
Appellate Court
Ilam (Total projected amount for 5
yrs.Rs.25,00,000.)
Dhankuta ( do 25,00,000)
Rajbiraj ( do Rs 25,00,000)
Janakpur ( do Rs 83,60,520)
Hetauda ( do Rs 88,72,072)
Sub Total
Extension and Renovation Costs

(Approx. 20% of 5yr's projected amount
of Survey Report for each year )
Supreme Court
Supreme Court ( Projection of the plan
Rs.00) will be spent as per decision of
construction committee (Boundry wall in
Manmaiju, Completion of Conference Hall,
Electronic Entrance and other works)
Sub Total of Buildings Constructions
Sub Total

Labor Court (1,005 Sq. m)
Revenue Tribunals -4 (1,025 Sq. m each)
Sub Total Building Construction DC
Particulars
S.NO.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs
500,000
500,000
500,000
1,672,104
1,774,414
16,219,500
68,436,000
22,386,370
42,834,000
17,300,000
x
x
x
x
x
x
x
x
x
x
Descriptions
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
x
x
x
x
x
1
1
1
1
1
x1
x 1
x 1
x 1
x 1
x 1
60,000
770,000
80,000
14,366,500
14,366,500
144,948,000
120,948,000
10,000,000
7,000,000
2,400,000
2008
84,655,500
16,219,500
68,436,000
407,732,500
2009
420,000
1,672,104
1,774,414
440,000
1,064,189,000
Amount
500,000
770,000
500,000
1,672,104
1,774,414
14,366,500
14,366,500
1,209,137,000
84,655,500
16,219,500
68,436,000
528,680,500
10,000,000
7,000,000
2,400,000
2008-2009
Total
83
ii
iii
iv
v
vi
vii
viii
ix
x
xii
xiii
xiv
xv
xvi
xvii
xviii
xix
xx
c
i
Patan ( do Rs 11,778,800)
Pokhara ( do Rs 25, 00,000)
Butwal ( do Rs 110,86,480)
Tulsipur ( do Rs 62,05,744)
Jumla ( do Rs.10,00,000)
Surkhet ( do Rs 25,00,000)
Nepalgunj ( do Rs 1,30,29,736) (as per actual)
Dipayal ( do Rs 25,00,000)
Mahendra Nagar ( do Rs 85,33,132)
vi
vii
viii
ix
x
xi
xii
xiii
xiv
District Court
Panchthar ( Projection of the plan Rs
63,58,140)
Morang ( do Rs 41,12,472)
Bhojpur ( do Rs 40,98,540)
Sankhuwasabha ( do Rs 57,93,240)
Solukhumbu ( do Rs 42,93,240)
Okhaldhunga ( do Rs 40,98,540)
Udayapur ( do Rs 72,39,384)
Siraha ( do Rs 63,04,284)
Saptari ( do Rs 71,26,404)
Mahottari ( do Rs 58,52,364)
Rautahat ( do Rs 57,84,576)
Parsa ( do Rs 55,13,424)
Makwanpur ( do Rs 41,12,472)
Bhaktapur ( do Rs 52,73,532)
Nuwakot ( do Rs 30,50,460)
Dhading ( do Rs 45,50,460)
Gorkha ( do Rs 40,98,540)
Lamjung ( do Rs 46,63,440)
Syangja ( do Rs 15,00,000)
Sub Total
Particulars
S.NO.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs
1,271,628
822,494
819,708
1,158,648
858,648
819,708
1,447,877
1,260,857
1,425,281
1,170,473
1,156,915
1,102,685
822,494
1,054,706
610,092
910,092
819,708
932,688
300,000
2,355,760
500,000
2,217,296
1,241,149
200,000
500,000
9,500,000
500,000
1,706,626
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Descriptions
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
100,000
1,102,685
822,494
1,054,706
610,092
910,092
23,000
932,688
300,000
1,260,857
1,425,281
850,000
6,094,500
200,000
4,643,000
67,000
74,500
200,000
2008
Amount
819,708
1,158,648
858,648
819,708
1,447,877
1,260,857
1,425,281
1,170,473
1,056,915
1,102,685
822,494
1,054,706
610,092
910,092
796,708
932,688
300,000
1,271,628
17,842,850
2,355,760
500,000
2,017,296
1,241,149
200,000
300,000
4,857,000
433,000
1,632,126
2009
1,271,628
850,000
819,708
1,158,648
858,648
819,708
1,447,877
2,521,714
2,850,562
1,170,473
1,156,915
2,205,370
1,644,989
2,109,413
1,220,184
1,820,184
819,708
1,865,376
600,000
23,937,350
2,355,760
500,000
2,217,296
1,241,149
200,000
500,000
9,500,000
500,000
1,706,626
2008-2009
Total
84
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
44,900,378
41,757,914
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total Ext and Reno All Courts
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
27,057,529
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
21,296,914
100,000
610,092
300,000
300,000
910,092
1,045,668
300,000
632,688
519,708
300,000
300,000
819,708
1,190,282
610,092
632,688
777,302
200,000
-
2009
Sub Total
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
2008
Amount
100,000
610,092
300,000
300,000
910,092
1,045,668
300,000
632,688
519,708
300,000
140,000
819,708
1,190,282
610,092
632,688
627,302
200,000
Mustang ( do Rs 5,00,000)
Palpa ( do Rs 30,50,460)
Nawalparasi ( do Rs 15,00,000)
Kapilbastu ( do Rs 15,00,000)
Argakhachi ( do Rs 45,50,460)
Gulmi ( do Rs 52,28,340)
Humla ( do Rs 15,00,000)
Kalikot ( do Rs 31,63,440)
Surkhet( do Rs 25,98,540)
Bardiya ( do Rs 15,00,000)
Bajhang ( do Rs 15,00,000)
Bajura( do Rs 40,98,540)
Kailali ( do Rs 59,51,412)
Darchula ( do Rs 30,50,460)
Baitadi ( do Rs 31,63,440)
Kanchanpur ( do Rs 38,86,512)
Jumla ( do Rs 10,00,000)
Dolakha ( do Rs.00) as per actual
Rupandehi ( do Rs.00) as per actual
Rukum ( do Rs.00) as per actual
Dhankuta ( do Rs.00) as per actual
Sunsari ( do Rs.00) as per actual
Chitwan ( do Rs.00) as per actual
Bara ( do Rs.00) as per actual
Rasuwa ( do Rs.00) as per actual
Kaski ( do Rs.00) as per actual
xxi
xxii
xxiii
xxiv
xxv
xxvi
xxvii
xxviii
xxix
xxx
xxxi
xxxii
xxxiii
xxxiv
xxxv
xxxvi
xxxvii
xxxviii
xxxix
xxxx
xxxxi
xxxxii
xxxxiii
xxxxiv
xxxxv
xxxxvi
Descriptions
100,000
610,092
300,000
300,000
910,092
1,045,668
300,000
632,688
519,708
300,000
160,000
819,708
1,190,282
610,092
632,688
150,000
200,000
108,000
350,000
43,000
500,000
500,000
100,000
100,000
198,000
1,225,000
Particulars
S.NO.
86,658,292
48,354,442
200,000
1,220,184
600,000
600,000
1,820,184
2,091,336
600,000
1,265,376
1,039,416
600,000
300,000
1,639,416
2,380,565
1,220,184
1,265,376
777,302
400,000
108,000
350,000
43,000
500,000
500,000
100,000
100,000
198,000
1,225,000
2008-2009
Total
85
Supreme Court
Office of the Registrar General
Secretariat of the Plan Implementation
Other Furniture as per necessity
a
i
ii
iii
Sub Total
Furniture
(Approximately 35% of total projected budget
had already been allocated in the past three
years, remaining budget is proposed for two
years)
Sub Total
Transportation Facilities:
Cars/Jeeps
Appellate Courts
District Courts
Vehicles for District Court Judges
Buses
Supreme Court
Appellate Court Patan
Kathmandu District Court
Lalitpur District Court
Bhaktapur District Court
Motorcycles
Bicycles
Particulars
5
a
i
ii
iii
iv
b
i
ii
iii
iv
v
c
d
S.NO.
150,000
500,000
850,000
1,700,000
1,700,000
1,700,000
1,700,000
1,700,000
115,000
5,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
1,700,000
1,700,000
1,700,000
1,700,000
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
1 Time
Descriptions
1
1
1
x
2 Qty
x
2 Qty
x
2 Qty
x
1 Qty
x
1 Qty
x 19 Qty
x 146 Qty
x 41 Qty
x 58 Qty
x 135 Qty
x
6 Qty
x
x
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1,350,000
500,000
850,000
212,257,500
1,700,000
1,700,000
1,700,000
850,000
850,000
1,092,500
365,000
34,850,000
49,300,000
114,750,000
5,100,000
2008
Amount
1,000,000
850,000
150,000
212,257,500
1,700,000
1,700,000
1,700,000
850,000
850,000
1,092,500
365,000
34,850,000
49,300,000
114,750,000
5,100,000
2009
2,350,000
150,000
500,000
1,700,000
424,515,000
3,400,000
3,400,000
3,400,000
1,700,000
1,700,000
2,185,000
730,000
69,700,000
98,600,000
229,500,000
10,200,000
2008-2009
Total
86
Appellate Courts
(Tables, Chairs, File Cabinets, Book Racks,
Archive Shelves( preferably open racked),
Fumigation Chambers as per necessity in the
basis of minimum requirements, workload,
Human Recourses and standards of the
strategic plan)
Special Court
( Tables, Chairs, File Cabinets, Book Racks,
basis of workload, Human Recourses and
standards of the strategic plan)
Labor Court
(Tables, Chairs, File Cabinets, Book Racks,
basis of workload, Human Recourses and
standards of the strategic plan)
strategic plan)
Particulars
S.NO.
394,000
236,000
355,000
Rs.
Rs.
Rs.
Rs. 16,700,000
Descriptions
177,500
118,000
197,000
8,350,000
2008
Amount
177,500
118,000
197,000
8,350,000
2009
355,000
236,000
394,000
16,700,000
2008-2009
Total
87
District Courts
strategic plan)
Sub Total Furniture all courts
Revenue Tribunals
strategic plan)
Particulars
S.NO.
Rs. 1,317,000
Rs. 27,097,000
Descriptions
24,399,500
13,548,500
658,500
2008
Amount
24,049,500
13,548,500
658,500
2009
48,449,000
27,097,000
1,317,000
2008-2009
Total
88
SI 4
1 Qty
x
8 Qty
x 80 Qty
x
1 Qty
x
1 Qty
x
1 Qty
x
5 Qty
x 50 Qty
x
1 Qty
x 10 Qty
x 30 Qty
x
7 Qty
x 10 Qty
x 10 Qty
x
5 Qty
x
5 Qty
x
3 Qty
x 100 Qty
1
1
1
1
1
1
1
1
1
1
1
1
16 Courts
30 Courts
1 Courts
16 Courts
1
x 1
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total SI 4
To pursue for the streamlining the

existing jurisdiction
(Since the Interim Constitution has embraced Federalism, whose

number geographical distribution is likely to be determined only after the
Constituent Assembly election in the new constitution this sub head is put
on hold for now.)
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
5,000,000
750,000
6,000,000
5,625,000
500,000
2,400,000
2,000,000
500,000
1,500,000
160,000
6,000,000
70,000
1,000,000
500,000
150,000
500,000
2008
697,323,914
5,000,000
Rs.
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
Sub Total SI 3
20,000
150,000
70,000
1,000,000
500,000
30,000
10,000
300,000
100,000
100,000
100,000
75,000
75,000
75,000
100,000
100,000
40,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
25,025,000
2,400,000
2,000,000
6,000,000
5,625,000
300,000
500,000
1,500,000
700,000
6,000,000
2009
1,571,307,378
Amount
32,655,000
Equipments (All Courts)

Fax
Photocopy Machine
Camcorder DVD
Networking incl.Server
V-SAT
CC.Camera System
Metal Detectors
Forensic Lab Strengthening
EPABX for Appellate Courts
EPABX for District Courts
EPABX for others courts
Air Conditioners for SC
Air Conditioners for Appellate Courts
Air Conditioners for District Courts
Solar Panels for Appellate Courts
Solar Panels for District Courts
Euro Guard
Power backup Generator including civil
works
7
i
ii
iii
iv
v
vi
vii
viii
ix
x
xi
xii
xiii
xiv
xv
xvi
xvii
xviii
Descriptions
Sub Total
Particulars
S.NO.
2,268,631,292
57,680,000
5,000,000
160,000
12,000,000
70,000
1,000,000
500,000
150,000
500,000
300,000
1,000,000
3,000,000
700,000
750,000
12,000,000
11,250,000
500,000
4,800,000
4,000,000
2008-2009
Total
89
i
ii
iii
i
ii
iii
iv
v
i
ii
iii
2 Sess.
2 Sess.
2 Sess.
25,000
75,000
25,000
356,500
776,500
x
x
x
1
1
1
1
1
Sub Total SI 5
1 Days x
1 No
1 x 50 Nos
1 x
1 No
x
x
x
x
x
125,000
Rs. 25,000 x
Rs. 1,500 x
Rs. 25,000 x
x 2 Nos
x 2 Nos
x 3 District
x
1 No
x500 Copies
Sub Total
High level interaction/ discussion with

stakeholders on Judgment Execution
Program preparation/Coordinating Cost
Participants Cost including local transportation
Report Preparation
Sub Total
3 Months
2 Ways
7 days
1 Time
1 Time
120,000
25,000
150,000
120,000
30,000
31,500
25,000
150,000
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
Rs.
300 x
1
1
1
Study on possibility of introducing PPP

in judgment execution
Researchers
Transportation
DSA field visit
Report Preparation
Publication of Report
3 Months x 2 Nos
x
1 time x
1 No
x
1 time x500 Copies x
2008
Amount
295,000
Rs. 20,000 x
Rs. 25,000 x
Rs.
300 x
Descriptions
Sub Total
To strengthen the capacity of the

judiciary to execute decisions
Capacity Enhancemt Policy
Development Study
Researchers
Report Preparation
Publication of Report
SI 5
Particulars
S.NO.
125,000
125,000
25,000
75,000
25,000
2009
901,500
250,000
50,000
150,000
50,000
356,500
120,000
30,000
31,500
25,000
150,000
295,000
120,000
25,000
150,000
2008-2009
Total
90
a
i
ii
iii
iv
SI 7
b
i
ii
iii
iv
i
ii
iii
iv
v
Sub Total
To review relevant laws and to simplify

the court procedures in order to
improve the quality of legal and judicial
service
Stakeholder discussion on relevant laws
Report Preparation
Miscellaneous
1 Days
1
1
1
x 1 Nos
x 30 Nos
x 1 Nos
x
1
x
x
x
x
x
x
x
x
x
x
x
x
x
Trns.
Trns.
Trns.
Trns.
2 Disc.
2 Disc.
2 Disc.
2 Disc.
10
10
10
10
1
1
9 Dists
9 Dists
1
300,000
2,250,000
125,000
125,000
769,000
100,000
160,000
270,000
189,000
50,000
90,000
25,000
30,000
25,000
10,000
3,569,000
Rs. 25,000 x
Rs. 1,000 x
Rs. 25,000 x
Rs. 10,000 x
1 Nos
2 Nos
2 Nos
2 Nos
1 Nos
x 4 Nos
x 30 Nos
x 1 Nos
x
1
x
x
x
x
x
Sub Total SI 6
3 Days
1
1
1
4 Months
4 Months
2 Ways
7 Days
1 Time
2008
Amount
2,800,000
Rs. 5,000 x
Rs. 15,000 x
Rs. 25,000 x
Rs. 25,000 x
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 50,000 x
Descriptions
Sub Total
Trainings /workshops
Resource Persons
Report Preparation
Miscellaneous
Sub Total
To develop and implement strategic

human resource management
Study and Develop strategic human
resource plan and policies
Human Resource Planning Expert
Researchers
Transportation
DSA, Field Research
Report Preparation
SI 6
Particulars
S.NO.
90,000
25,000
30,000
25,000
10,000
2,800,000
2,800,000
300,000
2,250,000
125,000
125,000
2009
180,000
50,000
60,000
50,000
20,000
6,369,000
5,600,000
600,000
4,500,000
250,000
250,000
769,000
100,000
160,000
270,000
189,000
50,000
2008-2009
Total
91
i
ii
i
ii
iii
iv
SI 8
i
ii
iii
iv
S.NO.
Sub Total
Judicial sector coordination committees

in central, appellate and district levels
Committee Cost incl. Meeting costs
Interactions/Programs Cost
Sub Total
To strengthen institutional linkages with

stakeholders
Interaction/ discussion forums with
stakeholders
Report Preparation
Miscellaneous costs
Rs. 1,000 x
Rs. 20,000 x
Rs. 25,000 x
Rs. 1,500 x
Rs. 25,000 x
Rs. 25,000 x
x 1 Nos
x 50 Nos
x 1 Nos
x
1
6 Mtgs. x 10 Nos
2 times x 1 Prog
1 Days
1
1
1
x
x
x
x
x
x
x
x
x
x
92 Courts
92 Courts
2 Sess.
2 Sess.
2 Sess.
2 Sess.
2 Sess.
2 Sess.
2 Sess.
2 Sess.
25,000
45,000
25,000
25,000
9,200,000
5,520,000
3,680,000
150,000
25,000
75,000
25,000
25,000
210,000
x 1 Nos
x 30 Nos
x 1 Nos
x
1
Sub Total SI 7
1 Days
1
1
1
2008
Amount
120,000
Rs. 25,000 x
Rs. 1,500 x
Rs. 25,000 x
Rs. 25,000 x
Descriptions
Sub Total
Sharing session with parliamentary

committee
Report Preparation
Miscellaneous costs
Particulars
9,200,000
5,520,000
3,680,000
150,000
25,000
75,000
25,000
25,000
210,000
120,000
25,000
45,000
25,000
25,000
2009
18,400,000
11,040,000
7,360,000
300,000
50,000
150,000
50,000
50,000
420,000
240,000
50,000
90,000
50,000
50,000
2008-2009
Total
92
i
ii
iii
iv
SI 9
c
i
ii
iii
iv
S.NO.
300 x
20 x
5,000 x
x 1 Nos
x 1 Nos
x500 Copies
x 30 Nos
x
x
x
x
92 Courts
92 Courts
2,760,000
1,630,000
2,760,000
2,760,000
2,760,000
7,150,000
5,520,000
5,520,000
1,630,000
920,000
920,000
19,165,000
465,000
75,000
60,000
150,000
180,000
2008-2009
150,000
100,000
460,000
9,350,000
2009
Total
150,000
100,000
460,000
9,815,000
465,000
75,000
60,000
150,000
180,000
2008
4,390,000
1 Prog
1
1
92 Courts
1
1
1
6 Places
Sub Total SI 9
1 Time x
1 Time x
1 Time x500 Copies x

1 Time x 1 Display
x
3 Months
3 Months
1 Time
2 Time
Amount
2,760,000
Rs. 30,000 x
Rs. 10,000 x
Rs.
Rs.
Rs.
Rs. 25,000 x
Rs. 20,000 x
Rs.
300 x
Rs.
500 x
Descriptions
Sub Total
Interaction/discussion with
stakeholders incl. Bar for improving
service delivery for the court users and
for arranging legal expenses
Interaction/Program Cost
Sub Total
To strengthen the court users service

delivery
Display and Implement the court users
charter in all level courts
Publication of Court Users Charter
Publication of different brochures
Develop and display of Court Users Charter
Dissemination of Court Users Service
Information
Sub Total SI 8
Sub Total
Develop and implement media policy

Media Policy Expert
Researchers
Report Preparation and Publication
Dissemination of Media Policy
Particulars
93
i
ii
iii
iv
7 Nos
x
x
x
x
1
1
1
1
92 Courts
7,728,000
130,000
60,000
25,000
20,000
25,000
7,858,000
12 Mtgs. x
x 10 Nos
x 1 Time
x 1 Time
x 1 Time
Sub Total SI 10
1,000 x
6 Mtgs.
1 Month
1 Month
1 Time
2008
Amount
7,728,000
Rs.
Rs. 1,000 x
Rs. 25,000 x
Rs. 20,000 x
Rs. 25,000 x
Descriptions
Sub Total
High Level Complaint handling

committee led by a judge in all courts
Miscellaneous/Committee cost
Sub Total
To strengthen the Investigative and

Disciplinary Mechanism within the
judicial system so as to made it more
transparent and accountable
Establishment of financial standard for
common activities for the courts
(Logistic /Stationeries)
Expert
Researcher
Report preparation
SI 10
Particulars
S.NO.
7,728,000
7,728,000
7,728,000
2009
15,586,000
15,456,000
15,456,000
130,000
60,000
25,000
20,000
25,000
2008-2009
Total
94
i
ii
iii
iv
v
i
ii
iii
i
ii
iii
iv
Sub Total
Training on Mediation and Consensus

Building
Resource Persons
Transportation for RP + Mgmt Staff
Report Preparation
Sub Total
Rs. 5,000 x
Rs. 7,500 x
Rs. 25,000 x
Rs. 15,000 x
Rs. 25,000 x
5 Days
2 Ways
1
1
1
1 Nos
1 Nos
1
x 4 Nos
x 5 Nos
x
1
x 30 Nos
x 1 Nos
3 Months x
3 Months x
1 Time x
x
x
x
x
x
x
x
x
x
x
x
x
10 Trns.
8 Trns.
10 Trns.
10 Trns.
10 Trns.
1
1
1
1
1
1
6 Places
75,000
60,000
150,000
3,300,000
500,000
300,000
125,000
2,250,000
125,000
160,000
75,000
60,000
25,000
Rs. 25,000 x
Rs. 20,000 x
Rs. 25,000 x
x 1 Nos
x 1 Nos
x500 Copies
x 30 Nos
Training Need Assessment on Mediation

and Consensus Building
TNA Expert
Researchers
Report Preparation
3 Months
3 Months
1 Time
1 Time
2008
Amount
285,000
Rs. 25,000 x
Rs. 20,000 x
Rs.
300 x
Rs.
500 x
Descriptions
Sub Total
To strengthen mediation and encourage

consensus building in the Justice
Sector
Develop and Implement the mediation
and consensus building directives/
guidelines
Mediation Expert
Researchers
Report Preparation and Publication
Dissemination
SI 11
Particulars
S.NO.
3,300,000
500,000
300,000
125,000
2,250,000
125,000
90,000
90,000
2009
6,600,000
1,000,000
600,000
250,000
4,500,000
250,000
160,000
75,000
60,000
25,000
375,000
75,000
60,000
150,000
90,000
2008-2009
Total
95
i
i
ii
iv
SI 12
i
ii
iii
iv
v
S.NO.
Sub Total
To improve the security situation in the

courts and for judges, court employees
and court users
Develop and implement comprehensive
security plan
Expert
Researchers
Report Preparation
Sub Total SI 11
Sub Total
Assess effectiveness of mediation and

consensus building initiation
Expert
Researchers
Transportation for Expert and Researcher
DSA field visit
Report Preparation
Particulars
Rs.
Rs.
Rs.
Rs.
1,000
25,000
20,000
25,000
x
x
x
x
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
12 Mtgs.
1 Months
1 Months
1 Time
1 Months
1 Months
2 Ways
7 Days
1 Time
Descriptions
x
x
x
x
x
x
x
x
x
10 Nos
1 No
1 No
1
1 Nos
1 Nos
2 Nos
2 Nos
1
x
x
x
x
x
x
x
x
x
1
1
1
1
1
1
3 Places
3 Places
1
190,000
120,000
25,000
20,000
25,000
3,745,000
2008
Amount
3,613,000
223,000
25,000
20,000
90,000
63,000
25,000
2009
190,000
120,000
25,000
20,000
25,000
7,358,000
223,000
25,000
20,000
90,000
63,000
25,000
2008-2009
Total
96
i
ii
iii
iv
v
vi
a
i
ii
iii
iv
v
vi
SI 13
i
ii
iii
iv
v
vi
vii
b
c
S.NO.
Sub Total
Development of rules/guidelines for

Archiving
Expert
Researchers
DSA field visit
Report Preparation
Publication of rules/guidelines
Sub Total
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
Rs.
300 x
x
x
x
x
x
x
1 Months
1 Months
2 Ways
7 Days
1 Time
1 Time
1 Time
1 Months
1 Months
2 Ways
7 Days
1 Time
x
x
x
x
x
x
x
x
x
x
x
x
1 No
1 No
2 Nos
2 Nos
1
1
1 Com
1 No
1 No
2 Nos
2 Nos
1
x
x
x
x
x
x
x
x
x
x
x
x
1
1
3 Places
3 Places
1
500 Copies
1
1
1
3 Places
3 Places
1
21,000
12,500
10,000
45,000
31,500
12,500
186,500
12,500
10,000
45,000
31,500
12,500
75,000
323,000
100,000
25,000
20,000
90,000
63,000
25,000
100,000
25,000
20,000
7,500
1,500
25,000
92 Courts
1
1
1
3 Places
3 Places
1
To develop record management and

scientific archive system for the courts
Development of comprehensive Archive plan
Committee Cost incl. meeting cost
Expert
Researchers
DSA field visit
Report Preparation
x
x
x
x
x
x
322,500
7 Nos
1 No
1 No
2 Nos
2 Nos
1
Sub Total SI 12
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
1 Time x
6 Mtgs.
1 Months
1 Months
2 Ways
7 Days
1 Time
2008
Amount
132,500
Rs. 50,000 x
Rs. 1,000 x
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
Costs included in SI 3
Descriptions
Sub Total
Implement the security plan

Develop and Introduce victim/witness
protection scheme
Expert
Researchers
DSA field visit
Report Preparation
Introduce victim/witness protection scheme
(tentative)
Particulars
186,500
12,500
10,000
45,000
31,500
12,500
75,000
4,732,500
4,732,500
4,600,000
21,000
12,500
10,000
45,000
31,500
12,500
2009
373,000
25,000
20,000
90,000
63,000
25,000
150,000
323,000
100,000
25,000
20,000
90,000
63,000
25,000
5,055,000
4,865,000
4,600,000
42,000
25,000
20,000
90,000
63,000
25,000
2008-2009
Total
97
2
i
iii
iv
v
1
i
ii
iii
Establish a central judicial archive

Coordinator/In - charge
Archiving Officers
Archive Expert (Part -time)
Helpers
Misc Expenditure
c
i
ii
iii
iv
v
vi
vii
x
x
x
x
x
x
x
1
1
1
5
5
5
5
Trns.
Trns.
Trns.
Trns.
250,000
62,500
1,125,000
62,500
160,000
75,000
60,000
25,000
2,169,500
x 4 Nos
x
1
x 30 Nos
x
1
1 No
1 No
1
Sub Total SI 13
5 Days
1
1
1
3 Months x
3 Months x
1 Time x
2008
Amount
1,500,000
Rs. 5,000 x
Rs. 25,000 x
Rs. 15,000 x
Rs. 25,000 x
Rs. 25,000 x
Rs. 20,000 x
Rs. 25,000 x
will be provided by Supreme Court

1 No
2 Nos
Rs. 25,000 x 3 Months x
1 No
x
1
Rs. 10,000 x 12 Months x 4 Nos
x
1
x
1
1
x
1
Descriptions
Sub Total
Training to operate Archive System

Resource Persons
Report Preparation
Sub Total
Identify training needs to operate

archive system
Training Need Assessment
TNA Expert
Researchers
Report Preparation
Sub Total
Particulars
S.NO.
2,711,900
1,500,000
250,000
62,500
1,125,000
62,500
1,025,400
75,000
480,000
110,400
360,000
2009
4,881,400
3,000,000
500,000
125,000
2,250,000
125,000
160,000
75,000
60,000
25,000
1,025,400
75,000
480,000
110,400
360,000
2008-2009
Total
98
i
ii
iii
iv
v
vi
i
ii
iii
iv
v
vi
Sub Total
50,000
25,000
20,000
7,500
1,500
50,000
x
x
x
x
x
x
1 Time
1 Months
1 Months
2 Ways
5 Days
1 Time
1 Time
3 Months
3 Months
2 Ways
7 Days
1 Time
x
x
x
x
x
x
x
x
x
x
x
x
1 Com
1 Nos
1 Nos
2 Nos
2 Nos
1
1 Com
1 No
1 No
2 Nos
2 Nos
1
x
x
x
x
x
x
x
x
x
x
x
x
1
1
1
4 Places
4 Places
1
1
1
1
4 Places
4 Places
1
100,000
75,000
60,000
120,000
84,000
50,000
325,000
50,000
25,000
20,000
120,000
60,000
50,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
x
x
Preparation of performance standards

and calendar system of court and
judges
Expert
Researchers
DSA field visit
Report Preparation
100,000
25,000
20,000
7,500
1,500
50,000
2008
Amount
489,000
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total
To develop and implement effective case

management system to reduce delay
and case congestions
Develop comprehensive case
management system
Expert
Researchers
DSA field visit
Report Preparation
SI 14
Particulars
S.NO.
2009
325,000
50,000
25,000
20,000
120,000
60,000
50,000
489,000
100,000
75,000
60,000
120,000
84,000
50,000
2008-2009
Total
99
i
ii
iii
iv
iv
i
iv
v
iii
iv
v
Sub Total SI 14
Sub Total
Impact Assessment of Case

management and calendar system
Expert
Researchers
DSA field visit
Report Preparation
Sub Total
Orientation to Judge for preparing,

managing and implementing calendar
Resource Persons
Transportation for RP and Mgmt Staff
DSA field visit
Orientation Preparation
Report Preparation (Consolidated)
Interaction with the Bar and other

justice sector actors on case
management and calendar system (All
level courts)
Interaction/Program Cost
Particulars
S.NO.
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
Rs. 5,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 30,000 x
Rs. 10,000 x
Rs. 50,000 x
Rs. 30,000 x
1 Months
1 Months
2 Ways
7 Days
1 Time
3 Days
2 Ways
3 Days
1
1
1
1 Prog
x
x
x
x
x
1 Nos
1 Nos
2 Nos
2 Nos
1
x 1 Nos
x 2 Nos
x 2 Nos
x
1
x 30 Nos
x
1
1 Time x
Descriptions
x
x
x
x
x
x
x
x
x
x
x
1
1
3 Places
3 Places
1
8 Places
7 Places
7 Places
8 Places
8 Places
1 Places
92 Courts
6,657,000
3,083,000
120,000
210,000
63,000
240,000
2,400,000
50,000
2,760,000
2008
Amount
223,000
223,000
25,000
20,000
90,000
63,000
25,000
2009
6,880,000
223,000
25,000
20,000
90,000
63,000
25,000
3,083,000
120,000
210,000
63,000
240,000
2,400,000
50,000
2,760,000
2008-2009
Total
100
iii
ii
b
i
i
ii
iii
iv
SI 16
i
b
i
ii
iii
iv
v
100,000
25,000
20,000
25,000
x
x
x
x
x
x
x
x
x
x
x
x
x
10 Qty
1
1
1
1
1
1
3 Places
3 Places
1
500,000
320,000
100,000
75,000
120,000
25,000
820,000
x
x
x
x
x
x
x
x
x
Sub Total SI 16
1 Com
1 Nos
2 Nos
1
1 Nos
1 Nos
2 Nos
2 Nos
1
2008
Amount
500,000
1 Time x
1 Time
3 Months
3 Months
1 Time
1 Months
1 Months
2 Ways
7 Days
1 Time
Cost included in SI 3
Cost included in SI 3
Rs. 100,000 x
Rs.
Rs.
Rs.
Rs.
Rs. 25,000 x
Rs. 20,000 x
Rs. 7,500 x
Rs. 1,500 x
Rs. 25,000 x
cost included in SI 9 (Court service delivery)
Descriptions
Sub Total
Use of IT in various judicial activities

Software development as per
recommendation of the report
Networking within the courts and justice
sectors
Acquisition of hardware
Sub Total
To institutionalize the information

system in the judicial activities
Develop and implement the
comprehensive judicial information
management plan
Expert
Researchers
Report Preparation
Sub Total SI 15
To institutionalize the legal aid program

for the indigent and disadvantaged
groups
Implement the recommendations of the
committee's report
Prepare and disseminate the brochures
Undertake the impact study
Expert
Researchers
DSA field visit
Report Preparation
SI 15
Particulars
S.NO.
844,000
500,000
500,000
344,000
223,000
25,000
20,000
90,000
63,000
25,000
2009
1,664,000
1,000,000
1,000,000
664,000
100,000
75,000
120,000
25,000
223,000
25,000
20,000
90,000
63,000
25,000
2008-2009
Total
101
i
ii
iii
iv
v
vi
vii
i
ii
iii
iv
v
Sub Total
600,000
600,000
320,000
100,000
75,000
120,000
25,000
360,000
100,000
75,000
120,000
25,000
360,000
1
1
1
1
240,000
x
x
x
x
2008-2009
240,000
1 Time x 1 Com
3 Months x 1 Nos
3 Months x 2 Nos
1 Time x
1
Cost included in CF

1 No
4 Nos
x
1
4 Nos
will be provided by Supreme Court 2 Nos
1
x
1
x
x
x
x
2009
Total
Strengthen the Monitoring and

Inspection secretariat (Division)
Coordinator/In - charge
Monitoring/Inspection Officers
Researchers/Experts
Helpers
Misc Expenditure
100,000
25,000
20,000
25,000
2008
Amount
320,000
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total
To establish and strengthen monitoring

and supervision system
Develop and implement the manual and
calendar of Monitoring and inspection
plan for all courts, tribunals and quasi
judicial bodies
Expert
Researchers
Report Preparation
Implementation
SI 17
Particulars
S.NO.
102
SI 19
i
ii
iii
iv
v
vi
SI 18
a
i
ii
iii
vi
S.NO.
Sub Total SI 19
To strengthen institutional capacity of

courts and tribunals
Training to develop strategic, operational
and action plans
Prepare strategic, operational and action plan
in each level of courts
Conduct Strategic plan terminal review and
initiate for the next strategic plan cycle
Sub Total SI 18
To strengthen the library system

Develop and implement the library
policy
Expert
Researchers
Report Preparation
Books
Software and Networking
Sub Total SI 17
Sub Total
Develop Mechanism for linking

performance with career development
Expert
Researchers
Report Preparation
Particulars
100,000
25,000
20,000
25,000
x
x
x
x
1 Time
3 Months
3 Months
1 Time
Rs. 500,000 x
Rs. 20,000 x
Rs. 500,000 x
x
x
x
x
x
x
x
x
1 Time x
1 Time x
1 Time x
Rs. 100,000 x
1 Time
Rs. 25,000 x 3 Months
Rs. 20,000 x 3 Months
Rs. 25,000 x
1 Time
Cost included in CF
Cost included in SI 3 & 16
Rs.
Rs.
Rs.
Rs.
Descriptions
1 Com
1 Nos
2 Nos
1
1 Com
1 Nos
2 Nos
1
x
x
x
x
x
x
x
x
97 Courts
5 Regns.
1
1
1
1
1
1
1
1
4,440,000
1,940,000
2,500,000
320,000
100,000
75,000
120,000
25,000
1,240,000
320,000
100,000
75,000
120,000
25,000
2008
Amount
500,000
500,000
2009
4,940,000
500,000
1,940,000
2,500,000
320,000
100,000
75,000
120,000
25,000
1,240,000
320,000
100,000
75,000
120,000
25,000
2008-2009
Total
103
i
ii
iii
iv
v
Sub Total
Develop Rules, Procedures and

Guidelines
Expert
Researchers
Rules, Procedure and Guidelines preparation
Publication of Rules, Procedures and
Guidelines
Sub Total
To introduce and strengthen

Commercial Bench
Establishment of Commercial Benchs
Salary and Personal Benefits
Judges and other court personnel
Office Operational Cost
Furniture and Fixture
Library
Equipments
Construction/Extension
Maintenance/Renovation
SI 20
a
1
i
2
3
4
5
6
7
Particulars
S.NO.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
Rs.
x
x
x
x
300 x
200,000
50,000
40,000
100,000
375,000
250,000
865,000
20,000
700
x
x
x
x
1 Com
3 Nos
6 Nos
1
x
x
x
x
x
x
x
x
x
1 Time
6 Months
6 Months
1 Time
cost included in CF
cost included in CF
x
1 Time x
1
x
1 Time x
1
x
1 Time x
1
x
1 Time x248 Sq.m
x
1 Time x248 Sq.m
Descriptions
3 Items
1
1
1
1
6 Bencs.
6 Bencs.
6 Bencs.
6 Bencs.
6 Bencs.
6 Bencs.
3,540,000
900,000
200,000
900,000
1,440,000
100,000
38,700,000
2,250,000
1,500,000
5,190,000
29,760,000
2008
Amount
1,041,600
1,041,600
2009
3,540,000
900,000
200,000
900,000
1,440,000
100,000
39,741,600
2,250,000
1,500,000
5,190,000
29,760,000
1,041,600
2008-2009
Total
104
2
i
ii
iii
iv
d
1
i
iii
iv
v
i
ii
iii
iv
S.NO.
Sub Total SI 20
Sub Total
Court Staff
Resource Persons
Sub Total
Training to Judges and Court Staff

Judges
Resource Persons
Sub Total
Develop theTraining Manual for Judges

and Court staffs
Expert
Researchers
Manual Preparation
Publication of Manual
Particulars
Rs. 5,000 x
Rs. 25,000 x
Rs. 15,000 x
Rs. 25,000 x
Rs. 6,000 x
Rs. 25,000 x
Rs. 40,000 x
Rs. 25,000 x
Rs. 50,000 x
Rs. 40,000 x
Rs. 100,000 x
Rs.
300 x
7 Days
1
1
1
30 Days
1
1
1
3 Months
3 Months
1 Time
1 Time
Descriptions
x 4 Nos
x
1
x 25 Nos
x 1 Nos
x 4 Nos
x
1
x 30 Nos
x 1 Nos
x 1 Nos
x 2 Nos
x
1
x500 Copies
x
x
x
x
x
x
x
x
x
x
x
x
2 Trns.
2 Trns.
2 Trns.
1 Time
2 Times
2 Times
2 Times
1 Time
1
1
1
1
45,365,000
540,000
140,000
25,000
375,000
1,945,000
720,000
25,000
1,200,000
640,000
150,000
240,000
100,000
150,000
2008
Amount
3,592,100
580,500
140,000
25,000
375,000
25,000
1,970,000
720,000
25,000
1,200,000
25,000
2009
48,957,100
1,120,500
280,000
50,000
750,000
25,000
3,915,000
1,440,000
50,000
2,400,000
25,000
640,000
150,000
240,000
100,000
150,000
2008-2009
Total
105
2
i
ii
iii
iv
b
i
c
1
i
ii
iii
iv
Sub Total
Court Staffs
Resource Persons
Sub Total
Psychologists, Sociologists Costs

Allowances
Trainings
Judges
Resource Persons
Report Preparation
Sub Total
To strengthen Juvenile Justice System

Strengthen Physical Infrastructure
Office Operation Cost
Furniture and Fixture
Library
CC Camera including TV
Extension/Maintenance/Renovation of Court
Rooms
Miscellaneous Cost for developing child
friendly environment
SI 21
a
i
ii
iii
iv
v
vi
Particulars
S.NO.
700 x
2,000 x
Rs. 5,000 x
Rs. 25,000 x
Rs. 15,000 x
Rs. 25,000 x
Rs. 6,000 x
Rs. 25,000 x
Rs. 15,000 x
Rs. 25,000 x
Rs.
Rs. 100,000 x
Rs.
7 Days
1
1
1
7 Days
1
1
1
2 Nos
x 4 Nos
x
1
x 25 Nos
x
1 No
x 4 Nos
x
1
x 30 Nos
x
1 No
2 Cases x
1 Time x
x
x
x
x
x
x
x
x
x
x
1
1
1 Time x248 Sq.m
Rs. 50,000 x
1 Time x
Rs. 200,000 x
1 Time x
Cost included in CF
Rs. 50,000 x
1 Time x
Descriptions
6 Trns.
6 Trns.
6 Trns.
1 Time
5 Trns.
5 Trns.
5 Trns.
1
75 Courts
75 Courts
75 Bencs.
75 Courts
92 Courts
92 Courts
1,620,000
420,000
75,000
1,125,000
600,000
45,395,000
7,500,000
13,020,000
1,875,000
4,600,000
18,400,000
2008
Amount
1,645,000
420,000
75,000
1,125,000
25,000
3,240,000
840,000
125,000
2,250,000
25,000
600,000
13,975,000
7,500,000
1,875,000
4,600,000
2009
3,265,000
840,000
150,000
2,250,000
25,000
3,240,000
840,000
125,000
2,250,000
25,000
1,200,000
59,370,000
15,000,000
13,020,000
3,750,000
9,200,000
18,400,000
2008-2009
Total
106
i
ii
iii
vi
v
S.NO.
1 Time
3 Months
3 Months
1 Time
1 Time
x 1 Com
x 1 Nos
x 2 Nos
x
1 No
x1000 Copies
x
x
x
x
x
1
1
1
1
1
645,000
50,000
75,000
120,000
100,000
300,000
841,857,814
x
x
x
x
x
TOTAL SI 1- 21
50,000
25,000
20,000
100,000
300
2008
19,460,000
2009
1,634,231,946
Amount
48,260,000
Rs.
Rs.
Rs.
Rs.
Rs.
Descriptions
Sub Total SI 21
Sub Total
Review of Law concerning Juvenile

Justice
Expert
Researchers
Report Preparation
Report Publication
Particulars
2,476,089,760
67,720,000
645,000
50,000
75,000
120,000
100,000
300,000
2008-2009
Total
107
B
1
2
3
4
1.2
1.2a
1.2b
1.2c
1.2d
A
1.1
1
2
3
4
S.NO.
TOTAL CF 1-CF3
1,099,833,036
338,335,000
Total Operation Cost of All Courts
761,498,036
Sub Total Salary and Personal Benefits All Judges and Personnel
41,689,500
98,330,000
29,865,500
168,450,000
563,103,816
Sub Total All Courts Personnel
Operational Cost (7.5% Annual Increment)

Supreme Court
Appellate Courts
District Courts
72,847,196
122,399,571
30,554,794
337,302,256
198,394,220
22,415,660
68,362,080
22,755,480
84,861,000
2008
Court Personnel
Supreme Court
Appellate Court
Tribunals and Other Courts
District Courts
Total All Judges/Members All Courts/Tribunals/Benches
Salary and Personal Benefits(7.5% Annual Increment)

Chief Justice, Justices, Chief Judges, Judges and Members
Supreme Court
Appellate Court
District Court
Particulars
CORE FUNCTIONS 1-3
1,182,320,514
363,710,125
44,816,213
105,704,750
32,105,413
181,083,750
818,610,389
605,336,603
78,310,735
131,579,539
32,846,403
362,599,925
213,273,787
24,096,835
73,489,236
24,462,141
91,225,575
2009
2,282,153,550
702,045,125
86,505,713
204,034,750
61,970,913
349,533,750
1,580,108,425
1,168,440,419
151,157,931
253,979,110
63,401,197
699,902,181
411,668,007
46,512,495
141,851,316
47,217,621
176,086,575
Total
108
SI
SI
SI
SI
SI
SI
SI
SI
SI
SI
SI
11
12
13
14
15
16
17
18
19
20
21
SI 8
SI 9
SI 10
SI 5
SI 6
SI 7
Total CFs + SIs
Total SI 1-21
To streamline and strengthen the management capacity of the Judiciary

To pursue for increased budgetary and secure financial autonomy
To develop infrastructure and logistical support
To pursue for the streamlining the existing jurisdiction
(Since the Interim Constitution has embraced Federalism, whose number geographical distribution is likely to be
determined only after the Constituent Assembly election in the new constitution this sub head is put on hold for now.)
To strengthen the capacity of the judiciary to execute decisions
To develop and implement strategic human resource management
To review relevant laws and to simplify the court procedures in order to improve the quality of legal and
judicial service
To strengthen institutional linkages with stakeholders
To strengthen the court users service delivery
To strengthen the Investigative and Disciplinary Mechanism within the judicial system so as to made it
more transparent and accountable
To strengthen mediation and encourage consensus building in the Justice Sector
To improve the security situation in the courts and for judges, court employees and court users
To develop record management and scientific archive system for the courts
To develop and implement effective case management system to reduce delay and case congestions
To institutionalize the legal aid program for the indigent and disadvantaged groups
To institutionalize the information system in the judicial activities
To establish and strengthen monitoring and supervision system
To strengthen institutional capacity of courts and tribunals
To introduce and strengthen Commercial Bench
SI
SI
SI
SI
1
2
3
4
Particulars
S.NO.
STRATEGIC INTERVENTIONS 1-21
210,000
9,350,000
2,760,000
7,728,000
3,613,000
4,732,500
2,711,900
223,000
223,000
844,000
210,000
9,815,000
4,390,000
7,858,000
3,745,000
322,500
2,169,500
6,657,000
1,941,690,850
841,857,814
2,816,552,460
1,634,231,946
500,000
3,592,100
19,460,000
125,000
2,800,000
776,500
3,569,000
8a20,000
1,240,000
320,000
4,440,000
45,365,000
48,260,000
3,763,568
288,500
1,571,307,378
2009
4,287,900
288,500
697,323,914
2008
4,758,243,310
2,476,089,760
15,586,000
7,358,000
5,055,000
4,881,400
6,880,000
223,000
1,664,000
1,240,000
320,000
4,940,000
48,957,100
67,720,000
420,000
19,165,000
7,150,000
901,500
6,369,000
8,051,468
577,000
2,268,631,292
Total
109
To institutionalize the information system in the judicial activities

To establish and strengthen monitoring and supervision system
To strengthen institutional capacity of courts and tribunals
To introduce and strengthen Commercial Bench
SI 16
SI 17
SI 18
SI 19
SI 20
SI 21
Total SI 16-21
Particulars
S.NO.
NEW STRATEGIC INTERVENTIONS 16-21
100,445,000
820,000
1,240,000
320,000
4,440,000
45,365,000
48,260,000
2008
24,396,100
844,000
500,000
3,592,100
19,460,000
2009
124,841,100
1,664,000
1,240,000
320,000
4,940,000
48,957,100
67,720,000
Total
110

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STRATEGIC PLAN

Supreme Court, Nepal

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MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

1.2 Objectives of the review

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

STOCKTAKING OF THE STRATEGIC PLAN

2.2. Core Functions

STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

CF 1.3: Original and Appellate Jurisdiction

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

TABLE 3: Supreme Court: Original and Appellate Jurisdiction

Supreme Court: Average Disposal per Justice

Total Disposed Cases

Average Disposal per Justice

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

Appellate Courts: Original and Appellate Jurisdiction

TABLE 7: Appellate Courts: Average Disposal per Judge

Total Disposed Cases

Average Disposal per Judge

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

District Courts: Average Disposal per Judge

Total Disposed Cases

Average Disposal per Judge

Note: Total disposed cases number of judges worked in the year.

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

CF 1.4: Execution of Judgment

District Court: Statement of Execution of Judgment

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

Annex 4 & 5 of The Strategic Plan of the Nepali Judiciary 2004-2008

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

CF 4.8: Development and Maintaining of Relation with External Actors

2.3. Strategic Interventions

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

For budget allocation see the summary on CF 4.2

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

It is also discussed in CF 4.7.

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

SI 13: Improvement in the Security Situation

Hon. Badri Kumar Basnet, Justice, Supreme Court.

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

Hon Anup Raj Sharma, Justice, Supreme Court.

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

Disposed % of Total No.of Disposed % of Total No.of Disposed % of Total No.of

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9

TABLE 14: Status of the Reports of Various Committees:

Name of the Committee

High level steering

Hon. M.B. Rayamajhee

Hon. K.R. Regmi

Hon. M.B. Rayamajhee, 2061 Poush

MID-TERM REVIEW OF STRATEGIC PLAN OF THE NEPALI JUDICIARY 2004/5-2008/9