ECOWAS Court Launches Advanced Organizational Culture Development Programme for staff

The ECOWAS Court of Justice has started a a ten-day capacity building program in Nigeria’s Nassarawa State with the objective of strengthening their organizational development skills for greater efficiency in the service of the Court.

Launching the Advanced Value-Based Organizational Culture Development Programme on Monday 8 April, 2024, Justice Edward Amoako Asante, President of the Court said the training initiative came in the wake of a transformative pilot phase executed last year geared towards repositioning the Court’s image to global prominence.

In the address read by Dr. William Deiyan Towah, Director of Administration and Finance, the President underscored the programme’s necessity following the 2023 annual capacity building systemic evaluation impact report.

“Management is quite optimistic,” said the President, “ that this Advanced phase will be able to totally transform the Court of our collective dream, as well Produce a Code of Conduct for the Court, which the Management will later ratify.”

Underlining the far-reaching potential of the advanced programme that encompasses all court personnel, with the exclusion of judges, directors and heads of division, he called on participants to engage earnestly with the programme and achieve results that match the anticipated transformative impact.

The comprehensive programme is designed around twelve targeted modules, each crafted to build upon the Court’s foundational values and to enhance overall operational effectiveness. Furthermore, it is tailored to enhance inter-departmental cooperation, utilize technology to expedite justice delivery, and foster systemic corporate image and reputation consciousness. By its conclusion, staff should be well-equipped to establish a value-based organizational culture, integrate the four core values of the Court into their daily work, and embody its vision, mission and mandate.

While Module one focuses on implementing ethical codes aligned with the court’s core values to maintain stakeholder confidence, the second module emphasizes the role of court staff as custodians of judicial symbols, instilling strategies to uphold justice, equity, fairness, and the rule of law.

Further modules delve into empowering the workforce as agents of efficient justice delivery and systemic change, and scrutinizing the court’s reputation, corporate image, and public confidence in the justice administration process.

A pivotal part of the training, module five, will address value re-orientation to rekindle commitment to the corporate mandate. Module six outlines effective performance management, encouraging staff to identify key performance indicators and leverage them for career progression.

Later modules bring innovative strategies to the fore, with module seven focusing on new corporate culture institutionalization. Module eight tackles motivational reward systems, module nine introduces data analytics for decision-making, and module ten prioritizes cybersecurity for the protection of corporate assets.

Modules eleven and twelve look at optimizing digital platforms for collaboration and applying artificial intelligence within court operations, respectively, marking a significant leap towards digitization and efficiency.

Later in the year, three additional groups of staff members are scheduled to participate in the same training program.