Lynnwood Duct Cleaning

Facebook Slider

Legal Service Delivery In Ghana – Legal Aid Holds Workshop For Lawyers

WP 20150818 047

 LEGAL SERVICE DELIVERY IN GHANA

 LEGAL AID HOLDS WORKSHOP FOR LAWYERS

 DATE: 17TH AUGUST – 22ND AUGUST, 2015

 VENUE: ANITA HOTEL, EJISU, ASHANTI REGION

 SPONSOR: UNDP GHANA

 

 

BACKGROUND TO THE WORKSHOP

The Executive Director of Legal Aid Scheme, Ghana, Mr Alhassan Yahaya Seini gave the welcome address and background to the workshop. He said the objectives of the workshop were to equip management and leadership skills of all Managers and Lawyers of the Scheme for efficient and effective services delivery guided by professional standards and harmonising the Scheme’s operations in all its offices across the country.

He touched on issues of staff orientation and training, staff motivation, professional ethics, overview of the Legal Aid Scheme (past, present, future), understanding the importance of LAS services to its clients as mandated by the constitution, adding that the Scheme has moved on to provide legal aid services in various aspect now than it was done in the past.

According to him, plans were underway to engage the services of two consultants (one to map out its operations and the other for communication strategies) across the country. Mr Seini said it has become necessary to employ personnel to handle strategic positions including accounting and material acquisition/management, adding the Scheme has two of its staff who went for further studies sponsored by the LAS to man its Human Resource department, and Conflict Resolution roles.

He tasked participants to deliberate on; how to resource the Scheme in collaboration with other stakeholders, the possibility of employing non-trained lawyers to provide “first-aid” services to clients before lawyers come in.

 

 

UNDERSTANDING LEGAL AID/THE LAW ON LEGAL AID IN GHANA

  • Although lawyers stood in as friends of the court to defend people who needed legal aid but could not afford or have access, it was not until 1987 when the Legal Aid Scheme was formally established by law as an institution to provide free legal aid services to all citizens with focus on vulnerable and less privileged people.
  • The Legal Aid Scheme has a Board constituted by various institutions.
  • Although Article 7 of the Universal Declaration of Human Rights says that all human beings are born free and equal in dignity and rights, therefore everyone is equal and so must be treated as such, in reality, inequalities for legal right exist.
  • The Legal Aid Scheme’s mandate is to provide free legal aid services for ‘reasonable, fair, just’ procedure to vulnerable and less privileged people in the country.
  • The scheme’s services cover all citizens (nationals and foreigners in Ghana) who have a need to act on or respond to any constitutional matter.
  • It provides legal aid on all criminal matters and some selected civil cases.
    • Participants were taking through various steps and items to consider in designing a work plan particularly for LAS duties and activities.
    • The managers are expected to set targets with subordinates, supervise, provide authorisation or direction to subordinates to act, and coordination with other departments to achieve overall goal of LAS.
    • The items in implementation template such as; Activities, By When, By Whom, Expected Output, Indicators, Reasons for not meeting expected output were explained to participants.
    • Reviews in discussions and assessment of achievements in relations to set targets should be part of the work plan..
    • Regional Director/Leaders are mandated for appraisal of the staffs in their regions. The appraisal should be done together with the appraisee and room created for the appraisee to (comment, disagree or accept) the outcome of the appraisal.
    • Key result areas, targets, resources and performance evaluation must be reviewed and if necessary changes should be made accordingly
    • Reviews and appraisal should be done regularly to ensure targets are met.
    • Stakeholders are individuals, groups or organisations who support LAS or benefit from its services.
    • Plan and manage stakeholder requirements, expectations, influence, engagement and how to communicate to them.
    • Every Legal Aid staff should create cordial relationships and networks with its stakeholders in order to achieve its goals and targets successfully.

 

WP 20150818 109

DEALING WITH OTHER STAKEHOLDERS (COURTS, LAWYERS, LITIGANTS ETC)

This presentation focused on strategic overview of stakeholder identification, analysis and management and communication.

Identifying stakeholders and stakeholder Management:

Stakeholder Analysis and how to Develop Stakeholder Register:

 

QUALITY ASSURANCE, FEEDBACK AND RESPONSE

Quality assurance:

  • Providing quality service delivery to clients in the performance of LAS duties using specified requirements.
  • Increase client’s confidence through quality service delivery.
  • Making sure services provided is consistent in all LAS office in accordance with the Constitution and the Guide to LAS Delivery in Ghana.
  • Take detailed information during crosschecking to ensure proper understanding of the clients issue in order to provide acceptable standard of service.
  • Assess the quality assurance process through mechanisms such as Peer review, Self-Evaluation, Performance indicators, Client satisfaction, Feedback, Procedural compliance.

Feedback and Response:

  • The Scheme can get feedback of its service delivery by means of feedback boxes, open channels of communication and reaching out directly to clients.
  • It is important to respond to feedback. Acknowledge the feedback and take appropriate action if required.
  • Management was defined as the task of determining the objectives of an organization and guiding people and other resources in the successful achievement of those objectives. Supervision is the act or process of directing an individual or group as to what is to be done, watching what is being done and how it is being done. Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Ref: (Marvin Bower, 1966), (Northouse’s 2007,p3)
  • Technical competency – professional knowledge and skills in a particular field.
  • Personality competency – this cuts across the personality traits of manager/supervisor such as interpersonal skills, knowledge, and confidentiality etc.
  • Managerial competency – knowledge and skills in the key functions of management.
  • Knowledge
  • Trust
  • Integrity
  • Standards
  • Decisiveness
  • Assertiveness
  • Results
  • Decision making
  • Planning
  • Organizing
  • Communication
  • Motivating
  • Controlling
  • Referent Power – based on followers’ identification and liking for the leader.
  • Expert Power – based on followers’ perceptions of the leader’s competence.
  • Legitimate Power – associated with having status or formal job authority.
  • Reward Power – derived from having the capacity to provide rewards to others.

 

MANAGEMENT/SUPERVISORY AND LEADERSHIP SKILLS TRAINING

This session focused on; the overview of management/supervision and leadership, competency for effective management, functions of management, leadership styles, leadership traps and leadership qualities. Two separate group works was done to help participants get a better understanding of the presentation and coaching.

            Overview of Management, Supervision and Leadership:

Competencies required manage/supervise people:

Leadership Qualities:

General Functions of Management/Supervision:

Leadership and Power (five sources of Power)

Management and Leadership activities are different but both are essential for organizational success:

Levels of Employee Maturity and Leadership Styles:

Leadership Traps, Effects, Overcoming the Traps:

Leadership Traps

  • Micromanagement – leaders work as individuals, avoiding teamwork, collaboration and shared goals, important requirements for success.
  • Arrogance/self-importance/over-confidence - leaders who exhibit poor interpersonal skills create negative environment that impedes creativity.
  • Temperance/self-restraint in action – the leader restricts existing resources from employees, hindering performance, thus success of the entire organization.
  • Closeness – with this, the leader rejects exploring new ideas, suggestions, innovations etc on the basis that they know best.
  • Absence of teamwork
  • Bad organisational reputation
  • Lack of efficient use of resources
  • Lack of creativity and innovation
  • No job satisfaction
  • Feedback from subordinates and colleague leaders is key as a self-collecting mechanism.
  • Demonstrate the qualities of successful leadership
  • It is person to person, informal techniques designed to develop individual skills, knowledge and attitudes through guidance, questioning, listening, probing, summarising, and feedback. The coach must be in close proximity to the person being coached.
  • Coaching is personalized, customised and done over a period of time with specific individual objectives.
  • Involves the provision of guidance, experienced trusted advice and building relationship to assist the individual’s personal growth, development and future career prospects.
  • Mentoring aims at complimenting both on the job and formal learning by providing mentees with individual guidance from experienced managers.

 

WP 20150819 082


WP 20150821 039 - Copy

Hits: 478

Facebook: Connect with us

   APPLY ONLINE, CLICK HERE