show demonstrated experience in communication, dispute resolution and relationship management skills. A key requirement having highly developed included in all terms of reference for external advisers and experts contracted by the MSC was communication and mediation high level interpersonal and communication skills, which was confirmed as part of the skills for addressing professional assessment and selection process. differences, to effectively resolve PJDP’s leadership ranked their overall satisfaction with the Programme’s Governance and issues that may arise and Leadership Workshops at over 93.33 %, and 96.97% found that the workshop enabled a very maintain relationships with a vast high level of interaction, exchange of experience and leadership building capacity. and diverse range of stakeholders See also the PJDP’s earlier activities in undertaking a comprehensive mid-Programme in the course of managing a assessment (Milestone Eighteen - Second Six Monthly Progress Report), where counterparts complex, regional programme of assessed the participatory nature of Adviser activity(-ies) undertaken in-country at over 86%. this nature. Effective management of Following the identification and selection preferred candidates for each advertised role, all MSC sub-contractor to ensure sufficient identified individuals accepted appointment and contract negotiations were successfully management capacity and capability to carry completed. To date nine advisers and several judicial officers as resource persons have been out services to the standards mobilised with the PJDP Management Team undertaking ongoing liaison with each while required. to ensure: proactive management of adviser resources; and the best quality outputs are achieved for each partner court. In a survey of the Programme’s leadership near the end of the 12-month extension period, respondents from all partner courts who had a toolkit piloted in their jurisdiction rated the quality and usefulness of PJDP/advised-supported local training or other activities undertaken in their country at over 89%. Earlier feedback from counterparts (see also the PJDP’s comprehensive mid-Programme assessment [Milestone Eighteen - Second Six Monthly Progress Report], where counterparts assessed the quality of individual Advisers and the outcomes achieved by the adviser at just under 94%), MFAT and the MTA has uniformly been positive on the quality and capacity of the Programme’s technical advisers.
show demonstrated experience in having highly developed communication and mediation skills for addressing professional differences, to effectively resolve issues that may arise and maintain relationships with a vast and diverse range of stakeholders in the course of managing a complex, regional programme of this nature. communication, dispute resolution and relationship management skills. A key requirement included in all terms of reference for external advisers and experts contracted by the MSC was high level interpersonal and communication skills, which was confirmed as part of the assessment and selection process. PJDP’s leadership ranked their overall satisfaction with the Programme’s Governance and Leadership Workshops at over 93.33 %, and 96.97% found that the workshop enabled a very high level of interaction, exchange of experience and leadership building capacity. See also the PJDP’s earlier activities in undertaking a comprehensive mid-Programme assessment (Milestone Eighteen - Second Six Monthly Progress Report), where counterparts assessed the participatory nature of Adviser activity(-ies) undertaken in-country at over 86%. MSC sub-contractor management Effective management of to ensure sufficient capacity and capability to carry out services to the standards required. Following the identification and selection preferred candidates for each advertised role, all identified individuals accepted appointment and contract negotiations were successfully completed. To date nine advisers and several judicial officers as resource persons have been mobilised with the PJDP Management Team undertaking ongoing liaison with each while to ensure: proactive management of adviser resources; and the best quality outputs are achieved for each partner court. In a survey of the Programme’s leadership near the end of the 12-month extension period, respondents from all partner courts who had a toolkit piloted in their jurisdiction rated the quality and usefulness of PJDP/advised-supported local training or other activities undertaken in their country at over 89%. Earlier feedback from counterparts (see also the PJDP’s comprehensive mid-Programme assessment [Milestone Eighteen - Second Six Monthly Progress Report], where counterparts assessed the quality of individual Advisers and the outcomes achieved by the adviser at just under 94%), MFAT and the MTA has uniformly been positive on the quality and capacity of the Programme’s technical advisers.