Justice 2030 is a common 10-year work plan, developed in co-governance, which promotes Rule of Law and access to justice as tools for the transformation of the country. A strategy for the transformation of the Public Justice Service.
The quality of the Rule of Law and an accessible and efficient Public Justice Service ensure rights and freedoms, promote economic development, inclusive growth and an adequate investment climate.
A transformation of this sort cannot be improvised, it requires time and a planned implementation that does not affect normal operation. It is carried out within the scope of one of the pillars of the Rule of Law and, due to its duration, it will be developed by different government teams, which means it is based on dialog, transparency and co-governance. The goal is that, by December 2030, all projects be implemented, performance indicators be within the expected parameters and the new public policies be a structural part of the Public Justice Service.
It is a transformation strategy that only affects those points that have the greatest impact on the system or that have become outdated and are no longer operational. It is not a matter of introducing changes in each of the components of the Public Justice Service, but of generating transformations in areas that have a systemic effect on the justice ecosystem.
The Justice 2030 projects have been underway since March 2020 and were launched together with the so-called "project 0", which included issues such as teleworking, prior appointment and the 3/2020 Law, of 18 September, on procedural and organizational measures to tackle CO- VID-19 in the field of the Administration of Justice. Once the diagnosis was made, and given the urgency of the pandemic, they have been progressively applied and constantly adapted to reality. It is not a linear strategic plan, but rather a strategy that begins when making the diagnosis and that is developed organically, involving other institutions - the General Council of the Judiciary, the Prosecutor General's Office, autonomous governments, ministries and civil society organizations. It is promoted by the Ministry of Justice, but it can only be fully developed within a logic of co-governance and co-responsibility where common goals blur the rigidity of distribution of powers.
Justice 2030 is the realization of the Recovery, Transformation and Resilience Plan for the Public Justice Service. The strategy stems from the diagnosis. The needs resulting from the pandemic accelerate it and make it part of the construction of the country project. Up until 2026, the strategy will be developed with a defined financial plan and with accountability requirements.
Justice 2030 has a first action plan until December 2023. It includes the necessary actions for the start-up, implementation and enforcement of many of the projects.
Co-governance - a central piece in the improvement of the Public Justice Service - is also central to the internal governance of the Plan.
Justice 2030 Project Office. This is the structure of the Ministry of Justice that is responsible for the implementation of the Plan and of financial management at the same time.
The Project Office is composed of a planning and economic management team.
The subproject work teams are made up of personnel from different areas of the Ministry of Justice. In each of the teams, the management is assumed by a management center, there is a project manager who is in charge of operational management and who is part of the Ministry's staff; and a liaison who ensures that the information is incorporated into the system and is tied to the rest of the planning. The liaison function is carried out by the advisors, who are also in the Projects Office structure.
The Projects Office, in addition to the functions of promoting the implementation of the Plan and of economic management, has the function of ensuring the project is transferred to the Ministry of Justice structure. The Project Office is born in association with the Plan and must cease its functions when the Plan ends. By 2030, the results of the projects and their functions should be transferred to the administrative structure.
At the head of the Project Office there is a collegiate leadership that monitors and ensures the adequacy of the implementation of projects to the programs and objectives established in the Action Plan and in the Recovery, Transformation and Resilience Plan, as well as the coordination and alignment between all of them.
Co-governance with the autonomous communities broadens the existing structures, expanding the spaces for dialogue and information.
The Sectorial Conference of the Administration of Justice is the body for cooperation between the General State Administration and the Autonomous Communities with competencies in the provision of the material, economic and personal means necessary for the functioning of the Administration of Justice.
Justice 2030 is going to be permanently presented and agreed upon in the Sectorial Conference with the CCAA.
The management of the digital ecosystem and the procedural management system will require a more robust and stable co-governance architecture that should be developed within the framework of the Sectoral Conference itself, based on the experience of the National Technical Committee on Electronic Judicial Administration (CTEAJE).
The Spanish Federation of Municipalities and Provinces (FEMP) is in the process of creating a Justice Commission. This Commission will be the space for co-governance of the Justice 2030 projects that have a direct impact on the municipal territory.
Governance with other Ministries will be carried out bilaterally in the case of shared effort projects.
It is also worth mentioning the implementation of an inter-ministerial working group, which ensures project coordination.
Justice 2030 is being gradually implemented. The first projects have been in development since the beginning of the pandemic and this progressiveness will be maintained throughout the ten years of the strategy.
For the implementation process, some aspects have to be taken into account:
- The normal functioning of the Public Justice Service cannot suffer negative consequences. This criterion is particularly significant for the implementation of digital developments.
- The nature of transformation is structural and the decisions that are made create structures. For example, the Trial Courts or the digital ecosystem; once a decision has been taken, investments and regulatory changes make it difficult for decisions to be put on hold, which is why dialogue and co-governance are key.
- Projects are built with extension models and not with pilots. The latter are applied in projects that serve as a test for later decision-making. Extension models are subsequent to decision-making and are used for learning in projects that are implemented little by little, following a plan.
The implementation is based on the financial and accountability constraints of the Next Generation EU fund. The evolution of the measurement indicators and of the investments will set the implementation rhythm.
In addition, the transfer process in the Justice Administration itself must be taken into account. Some of the projects reorient the normal performance of areas of the Administration of Justice. Another part deals with actions that until now had no structural support - Justice Offices, ADR. For the latter, a process of structure reorganization is necessary. A transfer process has to be designed for both of them. By 2030, all actions must have administrative backing in the institutional structures of both the Ministry of Justice and, in some cases, in the other administrations with jurisdiction in the field of Justice.