Table of Contents POLICE REFORM PROGRAMME PHASE II .................................................................................. 2 1. BACKGROUND ....................................................................................................................... 2

1.1 Project Results to Date ..................................................................................................... 2 1.2 Challenges and lessons learned....................................................................................... 3 1.3 Justification for Extension ................................................................................................. 5

2. SITUATION ANALYSIS ........................................................................................................... 6 2.1 The institutional and legal framework ............................................................................... 7 2.2 Stakeholder Analysis ........................................................................................................ 8

3. STRATEGY ............................................................................................................................ 11 3.1 Development Goal and Programme Purpose ................................................................. 13 3.2 Target beneficiaries ........................................................................................................ 13 3.3 Risk analysis and mitigation............................................................................................ 14 3.4 NARRATIVE DESCRIPTION OF OUTCOMES AND KEY OUTPUTS ........................... 15

3.4.1 OUTCOME 1: STRATEGIC DIRECTION AND ORGANISATIONAL REFORM ......... 15 3.4.2 OUTCOME 2: HUMAN RESOURCE MANAGEMENT AND TRAINING..................... 16 3.4.3 OUTCOME 3: INVESTIGATIONS, OPERATIONS AND PROSECUTIONS............... 17 3.4.4 OUTCOME 4: CRIME PREVENTION AND COMMUNITY POLICING....................... 18 3.4.5 OUTCOME 5: PROMOTING GENDER SENSITIVE POLICING ................................ 19 3.4.6 OUTCOME 6: INFORMATION, COMMUNICATIONS AND TECHNOLOGY ............. 20

3.5 RESULTS FRAMEWORK............................................................................................... 22 4. IMPLEMENTATION ............................................................................................................... 29

4.1 OUTPUTS AND ACTIVITIES.......................................................................................... 29 4.2 OFFLINE RISK LOG....................................................................................................... 36 4.3 MANAGEMENT ARRANGEMENTS............................................................................... 40

4.3.1 Project Steering Committee ........................................................................................ 40 4.3.2 National Project Director ............................................................................................. 41 4.3.3 Project Implementation Committee ............................................................................. 42 4.3.4 Project Assurance....................................................................................................... 42 4.3.5 Outcome Teams.......................................................................................................... 44 4.3.6 Project Management Team......................................................................................... 44

4.4 Monitoring Framework and Evaluation ........................................................................... 44 4.5 LEGAL CONTEXT .......................................................................................................... 47

5 ANNEXES .............................................................................................................................. 48

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POLICE REFORM PROGRAMME PHASE II

1. BACKGROUND

In 2003, a joint mission comprising of representatives from the Government of Bangladesh and UNDP undertook a comprehensive Needs Assessment Report on Strengthening Bangladesh Police. This report provided the foundation for the Police Reform Programme (PRP), which was conceived as a ten year phased initiative to build the capacity of Bangladesh Police to deliver efficient, effective rule of law to the people of Bangladesh. The overarching development goal was to create a conducive environment for poverty reduction through improved human security particularly for disadvantaged groups including poor, women and children.

The Project Document was for phase I was signed in January 2005. PRP gained significant momentum when the Caretaker Government assumed office in early 2007 recognising the need for rapid improvement of law and order to meet community expectations and improve national stability. Phase I lasted four and a half years and ended on 30 September 2009. PRP received development partner support from UNDP, DFID, and the European Commission.

In late 2008, the Ministry of Home Affairs (MoHA), Bangladesh Police, and external consultants contracted by UNDP and DFID undertook an evaluation/project revision mission to review achievements and formulate phase II of the programme. The Rapid Evaluation Report recommended that development partner support to PRP should be extended and increased for a further five to six years. The Project Document for Phase II was submitted to MoHA and the Economic Relations Division in July 2009.

1.1 Project Results to Date

The Rapid Evaluation Report concluded that the PRP has achieved very good results in a relatively short time frame. In particular, the reform programme gained considerable momentum with the support of the Caretaker Government and with the shift of the National Programme Director from MoHA to the Bangladesh Police in early 2007. These factors sharpened public focus on police reform, and encouraged greater direct responsibility for reform initiatives. The PRP Follow-up Survey to the baseline survey in December 2008 also captured encouraging results. The key achievements of Phase I include:

• Improvements in service delivery and as a result in Human Security, particularly for women and children:

PRP piloted new service delivery procedures in eleven model thana (six more model thana are being built). Evaluations highlighted stronger community-police engagement and a 70-90% increase in willingness to access to justice.1 The follow-up survey to the PRP baseline survey also recorded that victims where much more willing to report crime at a model thana (89%) over a non-model thana (40%) than they were two years earlier. The follow-up survey also noted a decrease in outside influence or pressure on police in model thana from 72% in 2006 to 55% in 2008 while in non model thana there was no appreciable change during the same period. Respondents also reported less difficulty in lodging complaints. The model Thana generally reported stronger performance across the board. The new “service delivery” concept is now being replicated across the country by the Bangladesh Police;

Through the introduction of a community policing philosophy nationwide, the project has supported beginning of the transition from a colonial style police ‘force’ to a democratic police ‘service’. Over 20,000 Community Police Forums have been established by the Bangladesh Police and evidence of closer working relationships between police and community has emerged. The project has played a valuable role providing technical

1 Based on measurements of General Diary and First Information Reports at a time when public perceptions indicated a decrease in crime.

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support on Community Policing and assisting the development of the National Community Policing Strategy;

Through project support Bangladesh Police have established a Bangladesh Police Women’s network. This internal body has started to assist gender initiatives such as the recruitment of an additional 3000 women police officers. Gender guidelines have been established and are being overseen by 168 gender committees;

A Trafficking in Human Beings Unit has been set up in Police Headquarters. The Bangladesh Police have carefully selected staff and systematically trained them to conduct effective investigations. The Unit has demonstrated capacity to undertake high level investigations. It also includes a number of female officers and serves as an important role model for women in the organisation;

The Bangladesh Police are strengthening relationships with NGO service providers and civil society. The Police have established the first Victim Support Centre for Women and Children. This centre provides improved services for victims of crimes. Although in its infancy, the partnership between 10 NGO partners, supported by a Memorandum of Agreement, is a promising start. The PRP Follow-up survey recognised that Police were now much more likely to refer victims of crime to legal aid or counselling than previously. In 2006, no respondents were referred to legal aid, however, in late 2008 that number rose to 30%;

PRP has contributed to an environment where public perceptions of the Police have improved, albeit from a very low base. Data suggests that the people of Bangladesh feel safer (BISS Human Security report, Asia Foundation perception reports, and Saferworld Human Security Assessment). The public also believe the performance of the Police has improved in 2007-2008 (Human Security Assessment, PRP follow-up survey, and research undertaken by Dhaka University). Overall the improvement in security and police performance has also been credited to the active role of law enforcement agencies under the Emergency Powers;

• Strategic Planning has been strengthened: A Strategic Plan for 2008- 2010 and a range of supporting documentation have been developed; including the National Strategy for Community Policing and Crime Prevention, Information Management Strategy and National Training and Human Resource Management Plan;

• Reduction in corruption through stronger internal oversight and accountability: An internal oversight unit with more than 400 officers has been established. Since 2007, the Unit has investigated more than 17,000 cases; and

• Enhanced capacity in Bangladesh Police for a shift to evidence based prosecutions rather than confession and coercion based: Approximately 3,000 police have participated in formal training programmes on operational, management and leadership topics. Building enhanced skills in investigative techniques and legislative reform will, in the longer term, produce a shift to evidence based investigations and prosecutions rather than those based on confession and coercion.

1.2 Challenges and lessons learned

The key challenges and lessons learned during phase I of PRP include:

• There is an impressive degree of national ownership at the top level of BP, but this is limited in depth: The Bangladesh Police and MoHA are driving the reform process through a National Project Director (NPD) who is a senior representative of the Bangladesh Police. Technical assistance from the PRP is respected and prepared under the leadership and guidance of the NPD and in close consultation with the Bangladesh Police. As an impressive sign of ownership, the Project Team shifted from UNDP to Police Headquarters in January 2009. Ownership of police reform at the mid and junior level is, however, quite low. At this level police morale is affected by low pay, long working hours, poor conditions and limited

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promotion prospects. While PRP cannot address poor wages and working conditions for the police it can and should pay significant attention to human resource reform which provide incentives and address issues affecting morale such as working hours. PRP can play an important role communicating reform messages to both the police and the public;

• Knowledge of and support for police reform also reduces as you move outside of the Bangladesh Police to other government justice sector agencies and is not consistent across civil society and elected institutions. Partnerships with other government agencies, civil society, community, media, small and big business leaders need to be strengthened. National and local level partnerships will help to improve service delivery, build community relations and better reflect the public’s strong views on the need to improve law and order. The scope for building stronger partnerships with human rights/legal aid NGOs is immense. Without stronger partnerships many barriers to reform will remain;

• Political will is critical: Evidence of improvements in human security and of progress in Police reform under the Caretaker Government period demonstrated that political will to drive and support police reform is critical. The government must genuinely want an improvement in law and order and to improve the efficiency and effectiveness of police for reform to be successful. Improving pay and conditions would help improve police performance and morale but insulating the police from corruption and external influence in operations is perhaps the most important factor. This is particularly essential at the Thana /service delivery level. Whilst Thana open days and community policing forums have increased community oversight and participation, members of the community are worried about interference by local Members of Parliament and other office bearers of political parties. This concern needs to be addressed in the structure of community policing and political support needs to be developed at all levels;

• Legislative reform remains a major hurdle to police reform: during the 2005-2009 period, some progress has been towards modernising legislation (such as the revised Evidence Act and draft Police Act), many key laws remain outdated and do not match the needs of contemporary Bangladesh. The Police Act in particular needs to be revised to promote greater accountability and oversight, merit based recruitment and limit outside interference on police operations. Likewise the Police Regulations of Bengal (1947) notes that Police Constables (who account for 75% of Thana personnel) “are not intended to perform duties requiring the exercise of much judgement and discretion.” Until the relevant legislation is amended, there will remain limitations as to how far police reform can progress;

• Oversight and accountability needs to be strengthened. The Bangladesh Police have taken important moves to strengthen internal oversight but more needs to be done. External oversight through a Police Complaints Commission and/or a Police Commission needs to be introduced, but would require supportive legal reforms. The newly established National Human Rights Commission could also play an increasingly robust role in regard to the protection of human rights issues raised at the Universal Periodic Review. Enhanced oversight and accountability is important to check police behaviour which is inconsistent with the rule of law and thereby undermines the reform process. Building political capital for reform and broader ownership of the reform agenda will be important to deliver results during this next five years;

• Police Reform needs to be supported by justice sector-wide reform: A lack of progress on building the capacity of the formal justice sector could undermine progress on police reform. If reform efforts over the next 5 years are successful in establishing a more service orientated and professional police service but continuing shortfalls in the formal justice sector are not addressed, many of the same access to justice issues and a lack of fair and equitable outcomes will undermine PRP success. To support sector wide linkages the future initiatives need to link and encourage debate and dialogue between justice sector institutions. The capacity and collaborative role of other security services, including Ansar, VDP, Dafidar and Chowkidars also needs to be better leveraged;

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• The project needs to build on its success targeting vulnerable and excluded groups: PRP has had success through targeted interventions, designed to directly support the most vulnerable (these include anti-trafficking, victim support, women and girls). Despite progress on all of these areas, the vast majority remain insecure and vulnerable. The targeting of impact and activities towards vulnerable and excluded groups needs to be scaled up. For example, PRP needs to support initiatives to address the low representation of women in the Police (currently 1.3% compared with a Least Developed Country average of 8.5%). The low rate of representation in senior decision making positions and limited awareness of gender issues has a negative impact on women’s ability to access justice. Increasing the numbers of women at all levels of the police will mean that the police better represent and are able to serve the community. PRP should also build on the initial success of the anti-trafficking unit, victim support centres and community policing;

• Sustainability must be monitored: The success of PRP initiatives is dependent upon the Bangladesh Police’s ability and willingness to meet the recurrent or operating costs of a particular activity. There have been some notable successes in this regard, particularly in the areas of victim support and tackling trafficking in human beings. In other areas (such as the repair, fuelling and maintenance of vehicles for Model Thana) this has not been addressed. The establishment of a sustainability framework between PRP and the Bangladesh Police will focus both parties on the need for sustainable reform. Future reform initiatives should be institutionalised to ensure sustainability;

• Corruption continues to be a significant barrier to reform: Corruption destroys trust and means that the poor and vulnerable cannot access justice. Although corruption can be linked, in part, to poor wages and inadequate support to the thana PRP can assist with efforts to tackle corruption for example through community policing forums, citizens charter and other procedural reforms;

• The PRP follow-up survey noted that greater awareness raising is required for victim support, community policing, and open house day initiatives to be more successful;

• Partnerships with civil society: although in its infancy, increased coordination with other actors, especially NGOs, operating in the justice sector is evident. Partnership with ten NGOs working in the area of victim support is an encouraging shift from the past. This model should be strengthened in other areas such as community policing; and

With these challenges in mind, despite the notable progress, there remains a long way to go. By mid-2009 press reporting and official police statistics suggested that crime was, however, increasing once more. This suggests that it may be difficult to sustain the results of the past two years. There is a general lack of confidence in police as expressed by members of the community, NGOs and business sector. The police still, in general, lack sensitivity for the plight of victims of crime. Civil Society partners do, however, acknowledge a shift in attitude towards working with NGOs and victims, especially women and children. The management and operations of police is adversely impacted by external influence.

1.3 Justification for Extension

An accountable, transparent and efficient policing service is essential to protect the human rights and the safety of all citizens, enhance national stability and create an environment conducive to longer term economic growth and development. An improvement in police service would, in particular, have a significant impact on the lives of disadvantaged groups, such as the poor, women and children, who have traditionally struggled to access justice in Bangladesh.

PRP supports national development goals. It is designed to assist the Bangladesh Police to improve safety, access to justice, and human rights particularly for disadvantaged and vulnerable groups to contribute to an environment where economic growth and poverty reduction can occur. The Programme also complements other governance and access to justice reforms which are critical enablers for the realisation of the MDGs. PRP also supports many of the initiatives spelt out in the 2008 Poverty Reduction Strategy paper such as strengthened governance, a more efficient justice sector and more effective police service.

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The achievements of PRP signal positive movement towards a more effective and service orientated police. However, in all areas further effort is required to consolidate the results. As such the basic rationale of the PRP remains valid:

• Significant problems exist with law and order, corruption, rule of law and access to justice in Bangladesh, and these issues adversely impact on the poor and vulnerable especially women and children;

• The problems are so profound that they have serious implications for the social and economic well being of the country; and

• The Police cannot solve these problems alone and need to work in close collaboration with the MoHA, relevant Ministries and agencies in the broader criminal justice sector, civil society, NGOs, development partners and the community.

2. SITUATION ANALYSIS

Bangladesh is a developing nation and a fledgling democracy. Steady economic growth since the early 1990s has resulted in rapid gains in Human Development. Bangladesh is currently on track to meet a number of the Millennium Development Goals. Despite impressive achievements in a variety of fields, Bangladesh suffers from weak governance, poverty and limited government capacity to deliver basic services. For example, access to justice, respect for the rule of law and knowledge of human rights are generally acknowledged as inadequate. The 2008 Poverty Reduction Strategy paper acknowledges that the vulnerable, particularly women and children, struggle to access justice from the Police and the formal and informal justice sector.

The parliamentary elections of December 2008 returned Bangladesh to a democratically elected government. The 2008 Poverty Reduction Strategy Paper noted that police traditionally have not served the country or the people, but rather the party in power.

Law and order, crime and corruption remain serious problems adversely affecting individual safety, national security and economic growth. There is broad acknowledgment that the justice sector needs to be strengthened. A Nielsen Poll in December 2008 identified law and order as the most pressing issue for government to tackle. Overall, crime remains underreported and inadequately investigated by the police, the court system is slow and prisons are overcrowded. There is a growing desire from the civil society, media, government ministries and international agencies to establish a more coordinated vision for the justice sector. UNDP is supporting coordination efforts for greater harmonization of support to the justice sector and is well placed to integrate PRP into these efforts.

The Police are generally considered to suffer from corruption and inefficiency. The 2007 Transparency International Household survey found law enforcement to be the most corrupt part of government. Many citizens remain hesitant to report crime or visit a Thana. Within this context the Bangladesh Police have taken important first steps to reform. Data gathered over the past two years suggests an improvement in policing and security, albeit from a low base. The transition from colonial and reactive policing to democratic and proactive policing, is a long term process which could take 20 years or more.

In order to meet the 2006-2010 UNDAF outcome of progressively fulfilling the human rights of women, children and the vulnerable, the Government of Bangladesh continues to require considerable support to strengthen the foundations of democratic governance. The PRP can provide Bangladesh Police with much needed technical and financial assistance to: undertake operational, organisational and legal reform; build training capacity; improve the quality of investigations, operations and prosecutions; consolidate community policing and crime prevention; make policing more pro-women and introduce cost effective and realistic information communication technology.

The global financial crisis and, in the longer term, the impact of climate change threaten to intensify the social, political and economic issues faced by the community. For example, a rise in

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unemployment could increase social frustration and crime rates leaving many young people open to politically motivated violence, drugs, organised crime and extremism. An efficient, effective and neutral police service is needed to alleviate the community’s sense of insecurity and to help tackle social issues.

The need for police reform is reflected in the media and public concern about the impact of crime, level of social unrest and frustration with the justice system. Corruption, extortion, violence against women, human trafficking, drug abuse, extremism and violent student politics are viewed by many as increasing problems for law and order. These issues have a fundamental impact on community safety, economic growth and in some cases national security.

2.1 The institutional and legal framework

The Government of Bangladesh places significant priority on improving human security and law and order. Improved law and order was a key plank in the Government’s pre-election manifesto. Meeting these pledges and improving law and order and reforming police depends to a significant degree on amending the legal framework. The legal and regulatory framework for the police is extensive and includes laws and regulations dating back more than 100 years as well as recent amendments and new acts. Outdated laws need to be amended and existing laws more appropriately applied.

Some critical initiatives on law reform have been undertaken in recent years. For example, the Judiciary has been separated from the Executive, an independent National Human Rights Commission and an Anti Corruption Commission have been established. These initiatives have contributed to a changing institutional and legal environment in which PRP is operating. Further changes such as to the Police Act, Police Regulations Bengal, and Criminal Procedure Code could create significant efficiency and performance gains for the Police. Realistically, however, such wide ranging legal reform will likely take some time. This could potentially be outside the duration of the Police Reform Programme.

The Police are part of a complex institutional framework which includes number of key actors including central government agencies, public safety organisations and justice sector agencies. The MoHA has primary responsibility for internal security, border protection, public order and public safety. In addition to the Police, MoHA administers Prisons, Fire and Civil Defence, Bangladesh Rifles, Ansars and Village Defence Party, Drugs and Narcotics, Passports and Immigration and the Coast Guard. MoHA is a key institution for PRP. MoHA has the opportunity of collaborating with UNDP and other development partners to obtain additional resources over and above the operational budget to support the investment into reforming the Bangladesh Police. As the administrating Ministry it can assist the Government and the Police to establish a vision and clear direction for the future and monitor progress towards this.

As the designated national institution for the PRP, the police are a key stakeholder. Bangladesh Police is a national organization with Police Headquarters in Dhaka. It comprises around 125,000 sanctioned positions of which 85,000 are at the constable rank. The Police have a number of branches and units including the Special Branch, Criminal Investigation Department, Armed Police Battalion, Training Institutions, Metropolitan Police and Range (including Railway Police). The Range and Metropolitan Police are structured into Districts, Circles, Police Stations (Thanas) and Outposts. All sections of the Bangladesh Police across operational, managerial and executive levels will benefit from the short, medium and longer-term strategies of the PRP. The primary focus will be however, on improving service delivery for the community, particularly the poorest and most vulnerable.

Although the PRP does not directly support the Ministry of Law, Justice and Parliamentary Affairs (MoLJPA), collaboration with this Ministry is important to establish appropriate linkages between the police and the judiciary. MoLJPA, for example, is working closely with the Monitoring Cell in MoHA to coordinate investigations and improve prosecution briefs. To strengthen this linkage PRP will support the Police to remain linked into efforts to harmonize development partners support to the justice sector.

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PRP will support the police to uphold the rule of law as well as strengthen enforcement and prevention. The Constitution of the People’s Republic of Bangladesh states that “to enjoy the protection of the law, and to be treated in accordance with law, and only in accordance with law, is an inalienable right of every citizen…and no action detrimental to the life, liberty, body, reputation or property of any person shall be taken except in accordance with law.” Other rights pertaining to human security are enshrined in articles 32,33,35 and 42 of the Constitution. Ensuring the respect of the laws and ordinances of the country is the primary responsibility of the police. Police are expected to be the primary protectors of human rights as well as human security. Regulation 33 of the Bangladesh Police Regulations (PRB – Police Regulations Bengal 1943), enjoins all ranks, while being firm in the execution of duty, to show forbearance, civility and courtesy towards all classes.

In the context of a newly established Human Rights Commission, whose monitoring functions will bring into sharper focus the obligation of Police to act in a manner that is consistent with international human rights standards, PRP will support the Bangladesh Police to establish structures to monitor internal compliance with Bangladesh law and international good practice and human rights standards (such as the Convention on the Elimination of All Forms of Discrimination against Women, Convention on the Rights of the Child, Universal Declaration of Human Rights, UN Code of Conduct for the law enforcement officers and the UN guidelines for the prevention of Crime). The Government of Bangladesh has ratified CRC, CEDAW, Optional protocols on the sale of children, child prostitution and child pornography and ILO convention 182 on Elimination of worst forms of child labour. Also Bangladesh has ratified the SAARC convention on preventing and combating in Trafficking in Women and Children prostitution on 2002.

2.2 Stakeholder Analysis

PRP is the result of the collaborative efforts of the Ministry of Home Affairs, Bangladesh Police and development partners. A joint evaluation mission comprising of representatives from the MoHA, Bangladesh Police and independent consultants hired by UNDP and DFID undertook a wide number of consultations with senior Bangladesh Police, bureaucrats, development partners, civil society and visited thana and community policing forums.

The Government of Bangladesh, through the MoHA and the Bangladesh Police, demonstrates a strong level of national ownership of PRP. Through the National Execution Modality (NEX) the Bangladesh Police implement PRP through the National Project Director. The Bangladesh Police and MoHA will also play a key role in the project Outcome Teams ensuring that all initiatives are in line with government objectives, across the various ministries, and are nationally owned. It is hoped that the MoHA and Bangladesh Police may ask personnel to work within PRP to provide knowledge transfer and support future initiatives. For example, personnel could benefit from knowledge transfer in the areas of research, planning, monitoring and evaluation. It is hoped that these staff could then go on to work in these areas for MoHA and Bangladesh Police. Both government agencies will also take steps to monitor and evaluate the impact of PRP and its success in meeting project targets and milestones.

The citizens of Bangladesh are also a key project stakeholder. The establishment of community policing and community policing forums, in particular has resulted in more meaningful interaction between the police and the community. As such the community has become a more interactive and powerful stakeholder in police reform. The police are now more accountable to the community and are also to address community concerns and meet expectations. For example, Officers in Charge of Police Stations are sometimes giving their phone numbers to members of the community. Efforts must still be made to ensure that the composition of community policing forums represents the interests of all of the community, including the vulnerable and disadvantaged.

Following the parliamentary election of December 2008, the Government of Bangladesh recognised that the rule of law needed to be strengthened by dealing with extremism, terrorism and extortion. The Government also recognised that: the police need to be modernised to meet the demands of the time; the police would be kept above political influence; human rights would be strictly enforced; and efficiency, seniority and merit would be the basis of appointment and promotion in the public service. There are positive signs that the Government wishes to follow

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through with these commitments. During her speech to the Universal Periodic Review in February 2008, the Honourable Foreign Minister, underlined the importance that the government attaches to Human Rights. The Foreign Minister noted that the government aims to institute comprehensive police reform and was taking steps to update and improve the Police Act of 1861. These commitments provide some reassurance to development partners that an ongoing investment in police reform is warranted.

Stakeholder Incentives/Interests/Expectations National Politicians

The need and justification for reform has not been equally communicated to all actors. As a result deep seated institutional reform (such as functional autonomy) in the police may conflict with some opinions amongst elected officials, who are concerned as to the ability of an elected government to retain control over law enforcement functions. For example, some opponents of police reform believe that a new police act means total independence for the police from the government, however, a good act would provide the police with ‘internal managerial and functional autonomy’ (such as to hire, fire, promote and transfer police). Control and direction from the political executive would remain in place. The newly established Human Rights Commission and increasingly vigilant role of the media and wider civil society may help communicate the reform agenda. The support that the project provides through capacity enhancement and modernization (technical, logistical) of the police force, also matches closely with the newly elected governments commitments to curb crime and terrorism and create an investment friendly environment.

Senior Level Police

Have a strong sense of ownership over PRP, linked to the positive role that PRP plays in supporting professionalism and the impact the reforms so far have had on a more positive image of the police, amongst the public.

Mid Level Police

Sense of ownership over the reform is relatively low since the major thrust of PRP is not related to salary and other pecuniary benefits of officials. There is a certain degree of sense of ownership over reform initiatives carried out at the local level. Implementation of community oversight and participation mechanism (open house day) has contributed to the better image of police officials which is gratifying to them. One indicator of ownership is that Superintendents of Police (SP) in model Thanas have distributed their mobile phone numbers to the general public to allow people to communicate with him/her on any pertinent issues as well as to complain against any wrongdoings of local police officials.

Junior Level Police officers and Constables

Sense of ownership over the reform is quite low since the major thrust of PRP is not related to salary and other pecuniary benefits of officials. Junior police officials frequently observe that they are being asked to be sensitive about human rights but there are few initiatives to support their dignity and rights. It is difficult to support a family on low wages despite very long working hours. Their work place accommodation is of a very low standard. Resource constraints are major challenges for the proper running of the Thana. Budgets for organizing events (including those arranged through PRP like open house day) are severely inadequate or do not exist at all. Often these expenditures have to be borne privately by the officer in charge.

Judiciary Since police reform and a revised police act would not see any functional autonomy from the Judicial Magistracy the Judiciary are sympathetic to the need for a revised police act as it will contribute to the concept and practice of functional autonomy, independence and separation of deserving actors within the state.

Politicians (Local)

Have little incentive to nurture and promote community oversight/involvement mechanisms (such as the open house day)

Civil Society and Media

Agree that significant positive developments have occurred at model Thanas in terms of police behaviour and quality of services being provided, but believe that such changes were only possible due to existence of non-political CTG. Not sufficiently supportive of police reform. Tend to simply provide criticism and independent monitoring. Provide a valuable service in generating public awareness regarding police reform,

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but have not given police reform the emphasis it deserves. Senior editors of the print media are not fully informed/aware of the difficulties around police reform, both at the national and local level. This should change if there is effective communication of the need for reform and as the media focus on law and order as the major issue for the voting public.

Local Community Leaders

Agree that significant positive developments have occurred at model Thanas in terms of police behaviour and quality of services being provided, but believes such changes were only possible due to existence of non-political CTG. Highly appreciate the formation of CPF. Expect government/police to continue with the CPF activities especially its night time patrol in the neighbourhood. Expressed concern that achievements of model Thana and CPF will be lost if these institutions cannot be protected from politicizations. Police must be given good salary and Thana should be given more vehicles so they have the right attitude and capacity to serve the public

Business Observes that police behaviour slightly improved in model Thana during the CTG period. Concerned about continuation during democratic regimes. Collective actions of small businesses, to protect themselves form extortionists, have received support form some model Thanas. Such policy of promoting and supporting collective forums is very productive. Observe that the idea of open house day is good.

General Community Members

View police behaviour and services as significantly better in model Thanas. Touts and dalals (middlemen) were hardly visible during the CTG period. CPF provided huge benefits through night patrol (urban areas) and dispute resolution (rural areas). Highly appreciate the idea of distributing mobile phone numbers of the police officers to the general public

Members of the Community Police Forum (CPF)

Since CPF is led and backed by the local police it has gained instant power and legitimacy as an arbitrator of local disputes. CPF was able to deliver effective services (dispute resolution, neighbourhood patrol during night) which has made such Forums very popular. The members of CPFs perceive that their legitimacy is contingent on police support. To ensure its sustainability, they want it to receive legal recognition by the authority (police, administration, local government). Although constituted by members, affiliated to different political parties (both formally and informally), the CPF actually functioned as non-partisan entity and treated people without political bias. Strong political commitment from the government and continued police support is needed to ensure the integrity and effectiveness of the CPF in future

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3. STRATEGY

Phase II of PRP will support the Bangladesh Police to improve safety, access to justice, and human rights particularly for disadvantaged and vulnerable groups to contribute to an environment where economic growth and poverty reduction can occur. PRP will support the transition from colonial style policing to democratic policing by providing technical support to improve the efficiency and effectiveness of the Bangladesh Police to carry out its roles and responsibilities in accordance with government objectives on strengthening the criminal justice system and meeting community expectations for more professional and accountable Police. The priorities for 2009-2014 will include:

1. Consolidating the Community Policing philosophy nationwide and encouraging the police to undertake a more proactive “crime prevention” role;

2. Improving police investigations, operations and prosecutions to enhance fair and equitable justice;

3. Building training capacity to produce quality police personnel; 4. Strengthening the organisational capacity of the Bangladesh Police to better plan,

budget, operate, and provide input into an updated legislative framework; 5. Making policing more gender sensitive; 6. Improving crime response and crime prevention through realistic and cost effective

Information Communications Technology; and 7. Strengthening linkages with the wider justice sector at both the policy and functional

levels.

In order to achieve this Bangladesh Police and the Ministry of Home Affairs will continue to exercise leadership of the PRP with technical assistance from the PRP project team and the support of development partners. PRP will consolidate the work undertaken and will assist with the implementation of the Bangladesh Police Strategic Plan 2008-2010 and future versions of the Strategic Plan. A community policing philosophy will underpin PRP. The Project Team is co-located with Bangladesh Police to transfer skills and enhance cooperation.

PRP will focus on software and technical support but will undertake some hardware and infrastructure capacity building. Hardware refers to the refurbishment of Model Thanas and other equipment purchases while soft capacity building refers to training and other process based activities. This strategy is built on the assumption that successful reform is incremental, PRP initiatives need to be mainstreamed into the police budget to be sustainable, other development partners are providing hardware support and the acknowledgement that improving police performance and changing police behaviour requires a change in both conditions and capability.

PRP will also continue its comprehensive approach to strengthen the Bangladesh Police at all levels from Headquarters to the Thana. All PRP activities will, however, ultimately be justified in terms of the impact at the point of service delivery. The focus on achieving results at the Thana level will contribute to an improvement in the human rights of women, children and vulnerable groups in the foundations of stable democratic governance (UNDAF Outcome 1). For example, Women and Children Support Centres, Community Policing Forums and capacity building at the Thana level, such as making police stations more women friendly, have enormous potential to contribute to improved human rights and police-community relations. Building trust and improving the public image of the police is critical to the success of the reform process.

Community policing is an important component of PRP. To support efforts to build better relationships between the police and the community, the police have undertaken to continue a variety of confidence building measures such as Thana open days, Community Policing Forums, and school programmes. Community policing initiatives will be coordinated through the Crime Prevention Cell in Police Headquarters and undertaken in line with the National Community Policing Strategy.

The Bangladesh Police need to address significant impediments to reform. Many of these are outside the control of PRP. For example, the police remain under-resourced with low pay, poor conditions, low morale and poor public image. Incentives are required to change behaviour and

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community policing is required to improve police-community relations and police performance. The legislative framework also needs to be updated to better reflect the interests of modern Bangladesh. For example, the Police Act 1861 underpins a colonial public order model which pits the police against the community and leaves the Police open to outside interference in operations. The 2008 Poverty Reduction Strategy Paper noted that Police traditionally have not served the country or the people, but rather the party in power. PRP will assist the Bangladesh Police to devise strategies to minimise outside influence in operational activities. This will be done through providing technical assistance to legislative reform, strengthening internal and external oversight, and strengthening community policing.

The low number of women police is also a significant impediment to reform. Currently only 1.3% of the total police service are women. This is well below the average for least developed countries which is around 8%. PRP will provide support to efforts to recruit, at least, an additional 3000 women police. PRP will also make efforts to make Model Thana more women friendly by introducing women’s toilets and barracks. Specialised training in operational and management skills will be given as per the Bangladesh Police training guidelines to ensure that women police are represented adequately at the higher ranks. The Women in Policing Strategy will be developed to give policy guidance to these initiatives and the Bangladesh Police Women’s Network will play a lead role in these initiatives with PRP in a support or technical assistance role. A key part of the community policing strategy will be to further enhance the involvement of women in community policing forums.

Strengthening the organisational capacity of the Bangladesh Police is critical to sustainable reform. Capacity building at Headquarters should enable all levels of the police to benefit. For example, strengthening planning, research, evaluation, and human resources capacity to plan and budget more effectively will position the Bangladesh Police to access, allocate and spend funds in a prioritised manner. Strengthened planning capability will also help build ownership of the reform process and enhance the impact that PRP can make. This is the foundation of an exit strategy for development partners.

UNDP is strategically positioned to assist the Bangladesh Government with police reform. UNDP is committed to strengthening national capacity to improve human security, justice and human rights in Bangladesh and has worked in partnership with the Government on police reform since 2003. UNDP will continue to assist the Government by providing support under a nationally executed modality (NEX) or any future agreement. In a partnership with Government, UNDP will foster national ownership and lower transaction costs by implementing a pooled fund arrangement. Drawing on significant global experience in human rights based safety and justice programmes UNDP can support PRP with necessary technical and procurement support. UNDP is also well positioned to link PRP to wider justice sector reform, especially through its work on Human Rights, greater justice sector harmonization, Access to Justice and activating Village Courts.

Linkages with the wider justice sector are critical to the longer term success of police reform. To achieve this PRP will support the Police to strengthen existing partnerships and establish new relationships. Where appropriate, PRP will assist to build closer partnerships to bring together the Bangladesh Police, relevant government agencies, the community, business forums, NGOs and the media to support police reform. In the area of community policing, in particular, there is much scope to engage in partnerships with civil society. The partnership between NGOs and the Police in the area of victim support is an excellent example of what can be achieved through collaboration.

PRP will work to strengthen the rule of law and integrate respect for international human rights law into the philosophy and standards of the Bangladesh Police. PRP will support the Bangladesh Police and other actors in the justice sector to review and prioritise legal amendments which are required for police reform.

Special attention shall also be given to clarifying the function of Constables, the largest rank level, and investigating options to maximise their performance.

Phase II builds on the earlier foundations of Phase I (December 2005-October 2009). By supporting the key areas required for sustainable reform PRP aims to introduce a gradual exit strategy for development partners. The capacity of national experts and key organisational

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structures will be built in a manner which will reduce the need for project support over time. Although Police Reform is a long term undertaking it is expected that the activities listed here will be achieved and that any further support to the Bangladesh Police will be decided on the basis mid-term and project completion capacity analysis to examine any future support in the form of a Phase III or any other capacity building initiatives.

Sustainability of the various initiatives is critical to programme success. The Bangladesh Police and the PRP project team will develop a sustainability framework to monitor and track sustainability. This is particularly for major areas of expenditure but it will also be applied to other areas as well.

The total programme budget is $US29.015M. This figure is subject to the availability of funding. $US24.3 has currently been raised by UNDP (subject to exchange rates). DFID will support the programme with 10 Million Pounds and UNDP will provide $US8 Million. Other development partners will also be approached to support this programme. The multi-year budget will be reviewed mid-programme if it appears likely that further funding is not available. 3.1 Development Goal and Programme Purpose

The development goal is a safer, more secure and stable Bangladesh, where the human rights of citizens, particularly the vulnerable and marginalized, are promoted and protected to accelerate progress on the MGDs, economic growth and social justice.

The programme purpose is to improve safety, access to justice, and human rights for all citizens, particularly disadvantaged and vulnerable groups, such as women and children.

3.2 Target beneficiaries This project is designed to deliver reforms which affect all people in Bangladesh, but includes targeted interventions and a design structure which enables the project to deliver immediate benefits for the most poor, vulnerable and excluded. The main forms of social exclusion in Bangladesh are broadly similar to the rest of South Asia. Excluded groups include: women, indigenous people, religious minorities, the disabled, the elderly, occupational groups (such as sex workers and fisher folk & street/working children) and people living in hard-to-reach areas and urban slums.

Social exclusion and poverty are closely related and overlapping; social exclusion causes poverty and keeps people poor. PRP aims to reduce social exclusion through programmes that protect and promote the human rights of all citizens. Broad strategies to address social exclusion include supporting efforts to make police services and access to justice more accessible to marginalised people; supporting efforts to uphold the rule of law and proper implementation of laws that combat discrimination and social exclusion; and challenging prevailing norms and practices which exclude and improving the social status of excluded people through their involvement in community policing. At the end of the project the representation of women in community policing across the country is expected to be 150,000. Juveniles and children also suffer from insecurity. PRP will support efforts to establish a juvenile justice strategy and pilot local initiatives with UNICEF.

The Bangladesh people, in particular, the disadvantaged, the poor, women and children are the target beneficiaries of the PRP. The Programme will have national scope and provide support to the police and the community in both metropolitan and rural locations. The Programme will focus on the disadvantaged, poor, ethnic minorities and women and children. These groups have traditionally suffered from an inability and unwillingness to access justice due to an imbalance in power relationships.

Women, in particular, are a key beneficiary. The Constitution of Bangladesh upholds women’s equal rights at all levels. The new government has stated its commitment to furthering the status of women, and welcomes development partner support. High rates of violence against women and sexual abuse is especially concerning. Gender-based violence is a serious and growing problem: in a recent study some 53% of women questioned in Dhaka reported at least one incidence of physical or sexual violence in their lifetime. The UNDP Human Development Report 2007/2008 Reports ranks Bangladesh 108 out of 156 countries in the Gender Development Index (GDI - Human Development Report 2007). It also ranks Bangladesh 81st out of 93 countries in the

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Gender Empowerment Measure. Women’s participation in the labour market is both steady and strikingly low at around 29% compared to 87% for males.

As such gender interventions such as increasing women’s representation in the police, victim support and tackling human trafficking will be a focus. The National Community Policing Strategy guidelines aim for increased representation of women in the Community Policing Committees at ward level (33%). This will empower women across the county and provide opportunities to be actively involved in community concerns and development which supports the achievement of Millennium Development Goal 3: promote gender equality and empower women. The MDG Mid Term Progress Report from December 2007 notes:” progress towards gender equality has been mixed - women still remain disadvantaged even though there has been considerable progress in many spheres (education, health, employment opportunities, access to finance). Gender inequality limits access to jobs, assets, political influence, justice, nutrition and health care. Unless these are addressed, achievement of MDGs will be compromised.”

The poor and marginalized people are the main victims of crime and violence. The lack of protection and security mechanisms directly impacts their daily lives, employment and earnings. Community Policing through its partnership approach, hopes to improve the safety and security of the rural community, in particular, and ensure people’s access to justice, regardless their social and economic status. Thus Community Policing directly contributes to the development and poverty reduction and Millennium Development Goal 1: eradicate extreme poverty and hunger.

Community members, especially in rural areas, where the majority of the envisaged target beneficiaries are concentrated, have been extensively involved in the development of ideas on police reform. Through a very extensive community policing consultation process it was possible to draw on the ideas and views expressed and recommendations made by the community members and local police officers. From September 2007 and throughout 2008, these consultations were organized in each of the six divisions, the three districts of the Chittagong Hill Tracts and in remote villages located throughout the country, from northern most village of Titulia to the southeast point of Teknaf. These consultations provided a forum to stimulate dialogue among the local community and the police. Participants comprised of the various layers of the social structure (e.g. students, teachers, lawyers, religious leaders, business leaders, NGO representatives, union parishad/ward commission representatives, women representatives, senior citizens, village police and police officers). The community were overwhelmingly responsive to the consultations. Hundreds of thousands of community members participated in these consultations and the presence of women participants particularly in the remote areas was quite significant. The major findings of the community consultations were:

• There is high community demand and expectation for police reform and community policing to improve human security and build closer relations between the police and the community;

• Model Thana have improved the quality of service delivery to the community; • Outside interference in policing destroys trust. When free from outside interference in

operations and investigations, the police are seen more as a partner of the community; • Police need better equipment, salary, and education to improve morale and provide better

service to the community; and • Legal frameworks from the colonial era need to be overhauled to better address the human

rights situation.

The Police also are beneficiaries benefiting from increased capacity and job satisfaction, improved morale, image and social standing.

3.3 Risk analysis and mitigation

For a full description of risks and risk mitigation please refer to page 36. The following section covers the major risk of inadequate political will to undertake legal and organisational reform.

Police reform is a high risk area for development partners. Capacity building in a national security context and changing police behaviour to improve human rights is only possible with support from the highest levels of Government, Ministry of Home Affairs and Bangladesh Police. The support of the community, business leaders, media and NGOs is also needed to ensure that public expectations for police performance are clear.

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A lack of political will from government is a significant risk which could undermine the reform process. Without clear and strong government leadership vested interests could ensure ongoing politicisation of the police and hamper efforts to improve morale, professionalism and tackle corruption. To address this risk development partners will need to engage in political advocacy at the highest levels. If early signs are not encouraging then development partners should consider very carefully which interventions can be successful or sustainable without genuine political ownership.

PRP will also help to build trust between Police and civil society, NGOs, and the business community through community policing forums, Thana open days, joint training sessions, workshops and school visits. These partnerships will build coalitions for change and community voice for police reform. Community expectations for police reform are already high and any change in the public security situation would only increase this. As such community advocacy will likely be an important tool for police reform. Development partners and others will however, need to be mindful of the police’s status as a disciplined force and media regulations in this regard.

A lack of legislative reform remains a major risk to police reform. Many key laws are outdated and do not match the needs of contemporary Bangladesh. The Police Act in particular could be revised to promote greater accountability and oversight, merit based recruitment and limit outside interference on police operations. A lack of progress on the Police Act and other key legislation will limit PRP’s overall impact. To counter this PRP will promote legislative change in public debate and, where appropriate, support the Bangladesh Police to recommend legal reform. It is recognised that legal reform is outside of the control of the PRP or the Bangladesh Police to implement but that technical support and advocacy will be necessary to establish modern laws which are in line with international good practice and international human rights law. The Risk Log for PRP explores these issues and others in Section 4. 3.4 NARRATIVE DESCRIPTION OF OUTCOMES AND KEY OUTPUTS

There are six key operational outcomes, which are aligned with the Bangladesh Police Strategic Plan 2008-2010:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

3.4.1 OUTCOME 1: STRATEGIC DIRECTION AND ORGANISATIONAL REFORM

Strategic direction and organisational reform supported by planning and budgeting, enhanced accountability and oversight, and a modernised legislative framework

The primary objective of this outcome is to build the capacity of the Bangladesh Police to formulate and implement its organizational vision. PRP will support the Bangladesh Police to undertake a comprehensive analysis of the legal, financial, social and operational framework, in which they work. PRP will support organizational and structural change to deliver more efficient and effective police services and improved access to justice. Efforts to support organisational reform will be incremental and their success is heavily dependent upon political will. This is especially the case with regard to legislative reform and the Police Act (1861), in particular.

A successful, sustainable reform process needs to develop police capacity to plan and manage capital and recurrent expenditures, and to establish and maintain the standards, systems and structures required for efficient management. This capacity is fundamental to be able to anticipate and respond to changing operational demands. Therefore, a key action of this outcome is to strengthen the policy, planning and research capacity of Bangladesh Police. The PRP will support efforts to build capacity in planning, budgeting, performance measurement and other administrative processes so that strategic and business planning processes can be institutionalized. Building on key findings from previous reviews, PRP will also support the policy, planning and research capacity of the Ministry of Home Affairs to deliver on police reform. This

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recognizes that the justification and need for reform needs to be better communicated across the justice sector and the key role that MoHA plays in driving certain aspects of the reform agenda.

Accountability and oversight is a critical foundation for Police, who are entrusted to protect and promote safety and security. The establishment of an independent oversight and accountability mechanism, such as a Police Complaints Commission and National Police Commission, is critical to changing behavior and improving human rights. Internal accountability mechanisms will also be strengthened and supplemented by professional standards, ethics, anti-corruption efforts and training. Supporting the Bangladesh Police to strengthen accountability and oversight is a key focus for PRP. Survey results in December 2008 illustrated that over 90% of respondents believed that the Police should be accountable and transparent to the public.

PRP will also support efforts to expand, and strengthen partnerships across the wider justice sector. The Bangladesh Police have commenced building strategic partnerships and coordinating arrangements with key stakeholders working in the justice sector. These linkages provide a strong foundation for enhancing access to justice for vulnerable and disadvantaged groups. These partnerships also represent the demand side for reform. Civil society, business leaders, NGOs, media and the community at large have an important stake in police reform. Working together in a meaningful partnership will help to overcome those who resist efforts to establish a professional police service and equitable access to justice.

Emphasis needs to be placed on the organisational change management processes, to ensure that the reforms and strategic direction are communicated and understood across all ranks. Organizational reform is most effective when all members of the organization understand the rationale and are motivated by its intent. Internal communication of reform is essential for national ownership and sustainability. PRP will work closely with Bangladesh Police on both internal and external communication to support and progressively build the communications capacity of police.

Key outputs:

• Organizational, legal and structural change to improve efficiency and effectiveness of the Bangladesh Police and meet contemporary policing requirements based on human rights standards and the principle of rule of law;

• Planning, policy and research capabilities strengthened to support strategic reform based on planning, budgeting and performance measurement;

• Oversight and accountability mechanisms strengthened; and • Improved strategic partnership and communication between Bangladesh Police, civil society,

public and other government agencies to support police reform.

3.4.2 OUTCOME 2: HUMAN RESOURCE MANAGEMENT AND TRAINING

Human Resource Management systems and structures strengthened and training capacity enhanced to produce more competent and professional police

The primary aim of this outcome is to improve the human capital of the Bangladesh Police. Strengthened human resource management and development processes will support recruitment, promotion, transfer and development opportunities that are administered in a manner which is transparent and merit based. The way police discharge their tasks will, to a large degree, determine how people feel about their safety in Bangladesh. This places high demands on the professionalism and competences of police officers. A professional police service requires strategic direction on Human Resource Management. The selection, training, and welfare of police needs to be managed in a way which provides incentives for good performance and encourages positive morale and behaviour. Therefore PRP will support efforts to develop and modernise Human Resource Management policies and introduce competency-based training to link the acquisition of skills and demonstration of competencies to further career progression.

There is a clear need to improve training systems and human resource management. Less than 1% of the Police budget is currently allocated to training. In the 2008 Follow-up survey nearly 75% of public respondents believed that training was necessary to improve police skills. Police

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personnel are also eager for greater training in crime prevention, use of computers, investigations and community partnership. More than 75% of Police believe that greater specialisation and professionalism will lead to improved police performance.

PRP will support efforts to strengthen the Human Resource Department at Police Headquarters to administer all human resource functions including recruitment, promotions, transfers, qualifications, travel, performance appraisal and professional development records. The Department will initiate research and generate policies, procedures and systems to ensure that positions are classified accordingly to the level and type of responsibility and job descriptions and that training options are matched to task proficiency. A strong HR department will underline the cultural expectations of the police and promote professionalism and ethical conduct.

A National Training Plan, based upon a comprehensive assessment of the current and future needs of Bangladesh Police, will also be developed. The Plan will outline the vision for updating training curricula, identify options for flexible delivery of learning and set out uniform standards for competency assessment.

PRP will encourage strategic alignment between the Human Resource Department and the training administration units of Bangladesh Police. This will assist integration between the appointment of personnel and the acquisition and demonstration of technical competence. Both the human resources and training functions will progressively modernise and standardise their administrative processes through investment in electronic information management systems, and integrated operations. Special emphasis shall be given to joint training and workshops with other parts of the formal and informal justice sector, and the recruitment, development and retention of women police, as they will play a crucial role in implementing the reform agenda.

Key outputs:

• Professional and dedicated Human Resource Department established; • Human Resource Management policies, structures, systems and procedures updated to

promote transparent and merit based recruitment; and • Comprehensive improvement in capacity to deliver competency based training to all ranks.

3.4.3 OUTCOME 3: INVESTIGATIONS, OPERATIONS AND PROSECUTIONS

Improved police operations, investigations and prosecutions to enhance fair and equitable justice

PRP will support efforts to strengthen police operations and investigations. Capacity will be built to help the police undertake investigations in a timely and professional manner based on sound evidence and case management and improved preparation and presentation of court documents. Although targeting all levels, including the local Thana, there will be emphasis on enhancing specialist capacity within the various investigation agencies. This approach is designed to ensure an appropriate level of investigative response is provided throughout Bangladesh, particularly with regard to crimes against persons and property. To support this approach, efforts will also be made to improve capacity for the collection, analysis and dissemination of intelligence. This would bolster investigations and operations and enable more proactive strategies to target criminal activity.

Improving police operations and investigations has significant human rights implications. For example, embracing contemporary methods of investigations, such as forensics and criminal intelligence, will divert police away from ‘confessions’ based investigations. Key elements of this approach include crime scene management and forensic support. To enable the shift from confessions to evidence based investigations there is a clear need to review all laws and regulations that are applicable to the collection and presentation of evidence. A shift to evidence-based prosecutions would involve major changes to legislation, especially the Evidence Act. Such a shift would also have organizational and financial impacts for the Bangladesh Police and these will need to be carefully managed. Despite these difficulties it is, however, important to increase the use of evidence in investigations and prosecutions to improve the human rights situation.

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PRP will support a strategic approach to the procurement of forensic equipment based on suitability and sustainability by ensuring that recurrent costs are met by the Bangladesh Police.

Support will also be given to building capacity to address serious crime and other emerging crimes impacting, particularly on the poor and vulnerable. Further support will be given to the Criminal Intelligence Department and the Trafficking in Human Beings Unit, in particular. Since its establishment the Unit has acted as a model for other specialised crime units, especially given the presence of women police in key investigative and operational roles. Support will also be given to the Unit with regards to legal reform such as UN Protocol to Prevent, Suppress and Punish Trafficking in Persons. Professional linkages between relevant agencies and improved international cooperation mechanisms for dealing with transnational crimes will also be developed.

To be successful in improving access to justice, PRP needs to support the Bangladesh Police to strengthen working level linkages with the wider justice sector. Joint workshops and training and initiatives with prosecutors, judges, NGOs and others are planned. In pilot locations it is hoped that stronger coordination may contribute to improved justice sector efficiency and effectiveness.

Police guidelines for the management of persons in custody will also be developed and progressively implemented following piloting in selected Thanas. An independent partner (such as the National Human Rights Commission) may be selected to undertake interviews with those in police custody and monitoring against the United Nations Minimum Standards.

The PRP follow-up survey noted that outside influence, corruption and lack of skills were major factors contributing to the outcomes of police investigations.

Key outputs:

• Investigation and prosecution processes begin to shift from confession to hard evidence based procedures;

• Investigation capacity for both general and specialized crime improved, in particular for crimes against women and children, THB, sexual abuse/assault, serious and emerging crime, counter terrorism, financial and cyber crime;

• Improvement in criminal intelligence gathering, analysis and dissemination; and • More effective working level collaboration between police and the judicial system. 3.4.4 OUTCOME 4: CRIME PREVENTION AND COMMUNITY POLICING

Improved trust and interaction between community and police resulting in improved access to justice, human rights and reduced fear of crime

The philosophy of community policing encourages collaborative, mutually-beneficial relationships between police and community to solve local problems. Community policing has been introduced nationwide by the Bangladesh Police with the support of PRP. The level of interest in crime prevention initiatives, community policing, service delivery centres and open house days signals a shift in the nature of the relationship between the community and the police. Previously this relationship lacked genuine interaction and mutual trust. In phase II, PRP will support the Bangladesh Police to consolidate community policing to build trust and strengthen public service and accountability to the community.

The importance of a community policing approach from a police perspective is clear. The quality of a policing response is largely dependent upon the quality of information available. In situations where police do not have ready access to the latest technology or infrastructure, the primary information source will be members of the community. It is critical therefore, that any effective police service nurtures that relationship by building trust and demonstrating accessibility to its citizens. A stronger relationship with the community, NGOs, the business community and media will help to establish a more responsive and effective police service.

The PRP follow-up survey illustrated a great deal of public and police enthusiasm for Community policing. 36% of respondents were aware of community policing initiatives, however, only 3% of those questioned had visited a Thana “open house day.” The survey also noted that the Police

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themselves recognise that community policing and increasing patrolling are the cornerstones of crime prevention.

PRP will support the Bangladesh Police to implement the National Community Policing Strategy, which outlines the standards and guidelines for the operation of over 20,000 Community Policing Forums, Thana Open Days, and the training of key personnel. The Forums are designed to improve the security of the local community by solving local problems in a participatory manner. It is expected that the Forums will help to create a more accessible, accountable and effective police service by conducting outreach programmes like school visits and awareness campaigns on local issues.

The major objective of this Outcome is to establish a sustainable structure through which community policing will function. This is from the Crime Prevention Cell at Headquarters to District level and down to the Thana and the individual Forum. To achieve this PRP will target 8,400 Forums and will build police capacity to monitor operational implementation in accordance with the National Community Policing Strategy. Community policing initiatives will also be initiated in the Chittagong Hill Tracts which models better service delivery for the indigenous population who have traditionally struggled to access justice.

Up to 18 Thana, two in each Division and one in each Metropolitan area, will be refurbished and other support provided to establish them as model police stations. It is envisaged that one model Thana will be in Teknaf and one in Tetulia to support the law and order situation in those locations. The operational costs of the Model Thana initiatives will be borne by the Bangladesh Police. PRP will monitor the sustainability of the Model Thana as part of the sustainability framework between the Bangladesh Police and PRP.

Thana will be refurbished with the dual aim of providing a professional and respectful environment for police to receive the community, and better accommodation for all staff, especially to attract and retain female police. Enhanced facilities for women are a high priority in underscoring better police/ community relationships. PRP will also support efforts to staff the Thanas with trained and professional personnel. It is hoped that the Bangladesh Police will continue to replicate the service delivery approach in all Thanas and meet recurrent costs of the model Thana initiatives. It is hoped that model Thanas will progressively become more accessible to the community as source of information and a venue to educate citizens about their legal rights. For example, PRP will continue to support efforts to promote the Citizen’s Charter and complaints mechanism, initiated through Outcome 1.

Incentives schemes will be established to encourage Thana level police to develop and implement ideas to provide better service to the community. The guidelines for these schemes will encourage competition and reward good ideas and exceptional community policing. The details of the schemes and their administration will be prepared by PRP in collaboration with the Bangladesh Police.

Key outputs:

• Community Policing philosophy is integrated into policing operations at all levels nationwide; • Effective community policing forums; and • Improved access to justice through refurbishment and ongoing support to women friendly

Model Thana. 3.4.5 OUTCOME 5: PROMOTING GENDER SENSITIVE POLICING

Bangladesh Police promote the rights of women and children to be free of fear through improved representation at all levels and the provision of equitable and sensitive policing and victim support services

It is widely acknowledged that women are under-represented in law enforcement in Bangladesh. The Bangladesh Police have responded by prioritising the recruitment of an additional 3000 female police in the Strategic Plan 2008-2010. Increased representation of women in the Bangladesh Police is critical to sustain reform. For example, the retention and effective

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deployment of women police is linked to the sustainability of the crime prevention and community policing outcomes as more female investigating officers will likely encourage more women to assist police with investigations and prosecutions. All support to this Outcome will be consistent with Bangladesh Police policies and regulations.

The PRP follow-up survey demonstrated overwhelming public support (90%) for women to work in the police service. Over 40% of the respondents felt women should comprise half of the police force. PRP will support the Bangladesh Police to get closer to the LDC average of around 8% women’s representation in the police service.

PRP will support efforts to develop a Women in Policing Strategy, which will include a comprehensive plan to actively recruit women at all levels. PRP, under Outcomes 2 and 4, will assist with infrastructure development at selected training institutions and Thana to provide women with appropriate accommodation and facilities. PRP will also assist with training of women police for specialist roles and positions of leadership. This will support efforts to make policing a feasible career option for women. Overseas management and leadership courses will also be supported.

PRP will assist Bangladesh Police women and men to provide training on how to work effectively with women (whether as colleagues or clients), in a non-discriminatory and equitable way. Policies and procedures in the Bangladesh Police will be reviewed and updated to ensure they are gender sensitive and non-discriminatory. Support to develop modular, competency-based training on domestic violence, sexual assault, child abuse and child victims, victim management and interviewing techniques will also be provided.

Further support will also be provided to the Bangladesh Police Women’s Network to expand their communication networks both nationally and internationally, strengthen their capacity to contribute to policy and decision-making, and raise awareness.

This Outcome places a strong emphasis on raising awareness and victim support; particularly for women, children, poor and vulnerable groups. The Victim Support Centre model will be expanded through the establishment of up to 6 additional Support Centres. The Bangladesh Police will need to meet recurrent costs for these Centres to be successful so this will need careful planning and to be linked to the Police budget. Partnerships with NGOs and other government agencies will be further strengthened to build victim support networks and referral mechanisms to streamline access to justice, social and medical supports.

PRP will support efforts to develop a victim referral system so it can be extended in all Thana. In addition the partnership with relevant government agencies and UN agencies to improve Juvenile Justice in Bangladesh will continue. PRP will continue to support the development of a Juvenile Justice Strategy and to work with the police to respond to the needs of juveniles in conflict and contact with the law through identified pilot initiatives.

Key outputs:

• The participation of women in Bangladesh Police is increased at all ranks, and progressively more women are represented in positions of authority;

• Gender awareness increased; and • Improved victim support services.

3.4.6 OUTCOME 6: INFORMATION, COMMUNICATIONS AND TECHNOLOGY

Bangladesh Police is progressively making use of cost effective and sustainable information communication technology to provide better service to the community

The ICT landscape in Bangladesh is changing rapidly. Steady growth in the adoption of ICT and the national desire to reach the economic status of a middle-income country has driven the Government of Bangladesh towards formulation and adoption of national policies and strategies to maximise the use of ICT in a socially equitable and just manner.

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As the Police progressively modernise and implement government policy and the reform agenda, a cost-effective, realistic and sustainable ICT strategy and architecture is essential. PRP will support efforts to strengthen data and knowledge management and information sharing in a well-structured and integrated manner. This Outcome is designed to provide support for technological applications across all other key outcomes.

The initial focus of Outcome 6 will be to revise and update the Bangladesh Police Information Management Strategy and develop a costed Master Implementation Plan for the governance, management, procurement and roll-out of ICT Strategy and Enterprise Architecture for Bangladesh Police. PRP will also support efforts to establish a Police Information Management Division within the Police Headquarters. The Division will provide an ICT focal point within the Police. This Division will play an important role in all aspects of administration, management and governance of ICT systems. Technical support will be provided by the PRP, including support for training of both specialist police ICT personnel and for general police end-users of information management systems. Enhanced capacity will assist the Bangladesh Police to manage the resources available to acquire and operate cost-effective and sustainable ICT.

A major input will be the acquisition, installation and application of a central police information system for an organisation-wide information management data base. The central police information system must be flexible enough to accommodate growth and emerging technology, and must support multiple software applications and functions and connectivity. Dependent upon capital resources and Government commitment to recurrent expenses, the ICT system will be progressively accessible at the Metropolitan, Range and District levels and, eventually in the future, at each police station.

Key outputs:

• ICT Master Plan informs a cost-effective and structured approach to the acquisition, installation and application of ICT;

• Crime response and prevention improved through better use of information and intelligence; and

• Community safety enhanced through appropriate application of ICT infrastructure and training.

3.5 RESULTS FRAMEWORK

Narrative Summary Indicators2 Means of Verification Assumptions

UNDAF outcome 1

The human rights of children, women and vulnerable groups are progressively fulfilled within the foundations of strengthened democratic governance

Development goal: A safer, more secure and stable Bangladesh, where the human rights of citizens, particularly the vulnerable and marginalised, are promoted and protected to accelerate progress on the MGDs, economic growth and social justice

% change of perception of incidence of crime

World Bank Rule of Law Indicator

Official Police statistics

Household Perception Surveys disaggregated by gender, age, ethnicity, and socioeconomic group (also International Republican Institute, Asia Foundation and Daily Star surveys)

Annual World Bank Governance Matters Report

PRP can contribute to this goal but improved human rights and human development is dependent on a large number of other factors

Programme purpose: improve safety, access to justice, and human rights for all citizens, particularly disadvantaged and vulnerable groups, such as women and children

Level of satisfaction with law and order service delivery

% of people who trust police

% change of households victimised by crime in past two years

BRAC State of Governance Report

Perception Survey

Household perception surveys (including those done by International Republican Institute, Asia Foundation and Daily Star)

Political will of government to support police reform will overcome “vested interests” Availability of development funding National ownership The global financial crisis will not cause significant unemployment and instability in Bangladesh

OUTCOME 1: STRATEGIC DIRECTION AND ORGANISATIONAL REFORM

Key outcome: Strategic direction and organisational reform supported by planning and

% change of people (and Police) who believe that police will be held accountable for their

Public perception survey

Budget and performance measure data BP Strategic Plan is supported, resourced, and progressively

2 Indicator targets will be developed by the Bangladesh Police and Ministry of Home Affairs with support from PRP, and consulted with development partners, and presented to the Programme Steering Committee for approval. New indicators can also be suggested. This will be done following the establishment of baseline information during the first six months of the Programme. All indicators for public respondents should be disaggregated by gender, age bracket, ethnicity, and socioeconomic group. All respondents from the police should also be broken into gender, age bracket, ethnicity and rank.

23

Narrative Summary Indicators2 Means of Verification Assumptions budgeting, enhanced accountability and oversight, and a modernised legislative framework

actions

% of prioritised legislation enacted

and reports

Reports from independent oversight body

Legislation

implemented according to planning and budgeting

Political will to introduce external oversight

Outputs:

1.1 Organizational, legal and structural change to improve efficiency and effectiveness of the Bangladesh Police and meet contemporary policing requirements based on human rights standards and the principle of rule of law

% of prioritised legislation enacted

Revised organisational structure approved and implemented

Government Gazette

Statute law

Revised Organogram

High level commitment to organizational and legal reform

Political will to enact legislative amendments and introduce organizational change

1.2 Planning, policy and research capabilities of the Bangladesh Police and MoHA strengthened to support strategic reform based on planning, budgeting and performance measurement

% of Police budget expended

Costed plans to support the implementation of the Strategic Plan

The establishment of Bangladesh Police Key Performance Indicators

Expenditure statistics

Annual and work unit plans and budgets

High level commitment to planning and research

1.3 Oversight and accountability mechanisms strengthened

% of police stating that their performance has been influenced by oversight and accountability

% of the public who believe that police will be held accountable for their actions

Public perception survey Political will to introduce external oversight

1.4 Improved strategic partnership and communication between Bangladesh Police, civil society, public and other government agencies to support police reform

Partnerships established with civil society (business, media, research institutions), elected officials (national and local), and justice sector ministries to advocate for police reform

% of Public aware of reform initiatives

Key informant interviews

Sample survey of police

Stakeholder commitment to drive reform and improve service delivery of policing in Bangladesh

Media/PR cell in PHQ strengthened and appropriately resourced

24

Narrative Summary Indicators2 Means of Verification Assumptions

OUTCOME 2: HUMAN RESOURCE MANAGEMENT AND TRAINING CAPACITY

Key Outcome:

Human Resource Management systems and structures strengthened and training capacity enhanced to produce more competent and professional police

Transparency International Reports which detail % of police who use non-merit based methods for recruitment or promotion

% of public who believe that Police have the necessary skills to do their job

Transparency International reports on corruption

Public perception reports

HR Department is established and appropriately staffed

Outputs:

2.1 Professional and dedicated Human Resource Department established

Department staffed and functioning by June 2012

Job descriptions

Staff appointed and training records

Funding and personnel made available to establish a Human Resources Department

2.2 HRM policies, structures, systems and procedures updated to promote transparent and merit based recruitment

% of positions with job descriptions HRM policies Commitment to merit based selection/promotion

Progress towards output 2.1

2.3 Comprehensive improvement in capacity to deliver competency based training

% of police who believe that training has improved their performance

Number of prioritised training courses updated

Police surveys

Increases in the quality of policing outweigh increases in the number of police officers

OUTCOME 3: INVESTIGATIONS, OPERATIONS AND PROSECUTIONS

Key Outcome:

Improved police operations, investigations and prosecutions to enhance fair and equitable justice

% of victims who believe police operations, investigations and prosecutions were handled professionally

% increase in prosecution of cases of violence against women

% of prosecutors who believe that police have

Survey/Focus groups of persons who interacted with police for operations and investigations (including NGOs)

Public perception surveys on access to justice, particularly for vulnerable groups

Corruption and interference in the criminal justice sector progressively decreases

25

Narrative Summary Indicators2 Means of Verification Assumptions handle cases professionally

Outputs:

3.1 Investigation and prosecution processes begin to shift from confession to hard evidence based procedures

Procedural and operational frameworks updated

% of cases based on evidence rather than coercion and confession

Government Gazette/ notification

Court statistics (if available)

New procedures and operational orders approved by the Government and socialised across ranks and enforced

Absence of improper interference or undue influence with operations, investigations and/or prosecutions

3.2 Investigation capacity for both general and specialised crime improved in particular for crimes against women and children, THB, sexual abuse/assault, serious and emerging crime, counter terrorism, financial and cyber crime

% change of prosecutions for crimes against women and children

Police and court statistics (if available)

Effective training, staffing selection and resourcing of Specialist units dealing with emerging crimes

3.3 Improvement in criminal intelligence gathering, analysis and dissemination

% of Police who believe that they have access to adequate intelligence information for operations and investigations

Focus Group Discussions/interviews with police at Thana, District and CID levels

Willingness to improve internal police communications and information sharing

3.4 More effective working level collaboration between police and the judicial system

% of prosecutors (and legal aid providers) who believe that police have handle cases professionally and cooperatively

% of Thanas where people in custody report mistreatment to an independent authority such as the National Human Rights Commission

Focus Group Discussions

Reports and feedback on custodial management in selected locations

Commitment to collaboration and engagement

Suitable partner available for monitoring activity

OUTCOME 4: CRIME PREVENTION AND COMMUNITY POLICING

Key Outcome:

Improved trust and interaction between community and police resulting in improved access to justice,

% change in people who report crime to the police

% change in people who trust the police

Surveys targeted to poor communities, women and religious and ethnic groups

Survey with NGOs engaged with supporting vulnerable people as victims and in conflict with the law

Adequate support and monitoring to Community Policing Forums

26

Narrative Summary Indicators2 Means of Verification Assumptions human rights, and reduced fear of crime

Outputs:

4.1 Community Policing philosophy is integrated into policing operations at all levels nationwide

% of public who believe that the relationship between police and the community has improved

Surveys of Community Policing Officers

Random survey sample of community members

The staff trained and allocated to the Crime Prevention Unit and at Thana level remain in post for 3 years without transfer

4.2 Effective community policing forums % of people who feel the CPF has improved community safety

Composition of CPF disaggregated by gender, ethnicity, age, and socioeconomic group

Police/Public survey

Focus group discussions. Targeting business community, the poor and vulnerable and women.

Bangladesh Police are committed to ensuring, through monitoring and training, that Community Policing Forums are not subject to corruption or vested interests

4.3 Improved access to justice through refurbishment and ongoing support to women friendly Model Thana

% increase in people accessing Model Thana compared with baseline and non-model Thana

% of non model Thanas which are replicating service delivery officer techniques

Public Perception surveys

Police statistics

Japanese Debt Recovery Fund continues to be used to refurbish and construct Thanas.

OUTCOME 5: PROMOTING GENDER SENSTIVE POLICING

Key Outcomes:

Bangladesh Police promote the rights of women and children to be free of fear through improved representation at all levels and the provision of equitable and sensitive services

% change of women in police force

Achieve LDC average for women in police

Public Perception Survey

Random Sampling

Women in Policing Survey

Police acknowledge that increasing the number of women police will improve the quality of the policing services to vulnerable groups

Bangladesh Police training institutions have the capacity to implement the Strategic Plan objective to increase the number of women police by 3000 by 2010

Outputs:

5.1 The participation of women in Bangladesh 20% Community Police Officers are women by Implementation of Women in Police Women want to join the BP and

27

Narrative Summary Indicators2 Means of Verification Assumptions Police is increased at all ranks, and progressively more women are represented in positions of authority

end of PRP

Target % of women police by 2011 and 2014

Strategy and Action Plan

apply for positions. Women want to stay in BP once recruited

5.2 Gender awareness increased

% of police aware of women and children’s rights

% change in police external discrimination complaints

Complaints and actions statistics

Police attitudinal survey

The Gender Policy is given a focal point in BP for implementation and monitoring

Gender awareness training is integrated into basic and specialist training courses in the Human Resource and Training Unit

5.3 Improved victim support services % of women and children referred accurately to appropriate point

% of victims who file cases and then % which access justice

Records of referrals and feedback from Police, relevant government agencies and NGOs

BP, justice sector, Government agencies and NGOs continue to work in partnership

OUTCOME 6: INFORMATION, COMMUNICATIONS AND TECHNOLOGY

Key Outcome:

Bangladesh Police is progressively making use of cost effective and sustainable ICT to provide better service to the community

% of police using ICT for information sharing and decision-making

Focus groups and structured interviews ICT Knowledge Management Master Plan approved and supported by MoHA and GoB for capital and recurrent expenditure

Outputs:

6.1 ICT Master Plan informs a cost-effective and structured approach to the acquisition, installation and application of ICT

ICT Master Plan developed, fully costed and approved by BP and MoHA

ICT Master Plan including capital and recurrent budget

Police Information Management Division is established and appropriately staffed

6.2 Crime response and prevention improved through better use of information and

% of crime reports based on analysis and dissemination of ICT recorded crime data

PHQ, District and Thana crime statistics Comprehensive and standardised crime reporting implemented

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Narrative Summary Indicators2 Means of Verification Assumptions intelligence

Police prepared to share data and reduce silos of information

6.3 Community safety enhanced through appropriate application of ICT infrastructure and training

% change in quality of police service delivery where ICT is being applied

Public Perception Surveys and NGO structured interviews

Police commitment to service delivery and public safety, particularly for vulnerable groups

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4. IMPLEMENTATION

Note for implementation: the Police Reform Programme team will undertake a wide variety of outputs and activities. The reform programme is ambitious and progress on activities such as those on organisational and legal reform is hard to predict and outside the scope of the project to control as it relies on the will of a number of actors and their active cooperation. PRP can only provide support to improve laws and other organisational reforms. Ultimately the decisions of the Government and Ministry of Home Affairs will dictate progress towards Outcome 1, in particular. The role of the project team is to facilitate and support the Bangladesh Police and Ministry of Home Affairs. The project team cannot achieve sustainable or quality results on its own. PRP will also assist the Police in strengthening linkages with other parts of the formal and informal justice sector. 4.1 OUTPUTS AND ACTIVITIES

OUTCOME 1: STRATEGIC DIRECTION AND ORGANISATIONAL REFORM

Strategic direction and organisational reform supported by planning and budgeting, enhanced accountability and oversight, and a modernised legislative framework

% change of people (including police) who believe that police will be held accountable for their actions

% prioritised legislation enacted

Outputs: Indicative Activities

1.1 Organizational, legal and structural change to improve efficiency and effectiveness of the Bangladesh Police and meet contemporary policing requirements based on human rights standards and the principle of rule of law

Activity 1.1.1 Facilitate the establishment of an inter-ministerial working group (and any sub working groups) on legal and regulatory reform coordinated by the Ministry of Home Affairs (if possible through Government Notification).

Activity 1.1.2 Support efforts to review, prioritise and draft amendments on legal and regulatory reform, with a focus on the Police Act, Police Regulation Bengal, Criminal Procedure Code, Evidence Act and any other legal barriers to efficient and effective policing

Activity 1.1.3 Support the Bangladesh Police and Ministry of Home to explore options for structural and organisational change

1.2 Planning, policy and research capabilities of the Bangladesh Police and MoHA strengthened to support strategic reform based on planning, budgeting and performance measurement

Activity 1.2.1 Support efforts to enhance capacity on policy analysis, monitoring and evaluation, and applied research, including through the establishment and training of personnel (police and non-police) to support a Policy, Planning and Research Bureau in PHQ and support to the Planning Cell in MoHA to strengthen their ability to support police reform

Activity 1.2.2 Support linkages with external research and policy analysis bodies, including through an annual survey on Human Security which explores the major community safety issues and public perceptions on police performance and malpractice

Activity 1.2.3 Support efforts to devise and implement an annual planning cycle for the Bangladesh Police, which delivers strategic direction, financial allocations, performance targets, management goals and measurement across all

30

areas and throughout work units/ Departments in PHQ and Districts

1.3 Oversight and accountability mechanisms strengthened

Activity 1.3.1 Support the development and implementation of an oversight, accountability and anti-corruption strategy

Activity 1.3.2 Support the further development of Code of Ethics and Code of Conduct and institutionalisation into the regular education process

Activity 1.3.3 Support the development and implementation of complaint handling procedures

Activity 1.3.4 Once the legal and operational framework is in place support the development of independent/external oversight and National Police Commission

Activity 1.3.5 Support the strengthening of internal oversight through support to internal police investigations

Activity 1.3.6 Provide ongoing support to the Citizen’s Charter initiative to build awareness of rights and demystify policing

1.4 Improved strategic partnership and communication between Bangladesh Police, civil society, public and other government agencies to support police reform

Activity 1.4.1 Facilitate efforts to establish a permanent working group to deal with broader justice reform, improve high level coordination and cooperation and/or support the Bangladesh Police to participate in strategic discussions about Justice Sector policy

Activity 1.4.2 Facilitate efforts to build national partnerships on police reform with civil society, NGOs, media, the business community and other interested stakeholders

Activity 1.4.3 Support efforts to communicate legal and organisational changes such as conduct legal education workshops with senior practioners in the informal and formal judicial sector

Activity 1.4.4 Provide technical support to the Parliamentary Standing Committee on Home Affairs and sub-committee on policing for activities directly related to law and order reform

Activity 1.4.5 Support Public relations by working with the Media Cell to provide training, technical input and develop/update a Communications Strategy

OUTCOME 2: HUMAN RESOURCE MANAGEMENT AND TRAINING CAPACITY

Key Outcome:

Human Resource Management systems and structures strengthened and training capacity enhanced to produce more competent and professional police

Transparency International Reports which detail % of police who access non-merit based methods for recruitment or promotion

% of public who believe that Police have the necessary skills to do their job

Outputs: Indicative Activities

2.1 Professional and dedicated Human Resource Department established

Activity 2.1.1 Support efforts to establish and train a Human Resource Department at Police Headquarters to administer all HR requirements (in consultation with Training Department)

Activity 2.1.2 Support Bangladesh Police in establishing information management systems which capture personnel details (including training)

31

Activity 2.1.3 Assist the Human Resources Department to undertake an annual assessment of police morale

2.2 Human Resource Management policies, structures, systems and procedures reviewed, updated and supported to promote transparent and merit based recruitment

Activity 2.2.1 Support efforts to review the current Human Resources Management structure and implement recommendations

Activity 2.2.2 Support Bangladesh Police and MoHA to study: 1) the desirability of separation of Law and Order functions from Crime and Investigation; 2) establishment of a dual system of uniformed and civilian career paths and 3) career policy for police trainers, teachers and lecturers

Activity 2.2.3 Support efforts to strengthen Police Welfare Bureau to identify, promote and initiate measures to enhance the wellbeing of police personnel, for example pay, working hours and holidays

Activity 2.2.4 Review, support and monitor efforts to implement transparent accountable and centrally coordinated recruitment practice

2.3 Comprehensive improvement in capacity to deliver competency based training

Activity 2.3.1 Strengthen the capacity of the existing Training Department in Bangladesh Police Headquarters to undertake a nation wide training need analysis to update the National Training Strategy

Activity 2.3.2 Support Bangladesh Police and the National Police Training Board to develop and build capacity for improved national structures for a modular and competence based training system for: 1) basic training,2) post initial training and 3) specialised training

Activity 2.3.3 Support the Training Department to:

- develop training materials for training of trainers, on-the job coaches, teachers and lecturers

- develop annual/multi year training plans in cooperation with other stakeholders (HRM department, training institutions, MoHA, etc)

- develop a mechanism for a national system for monitoring progress of acquired competences/qualifications, independent examinations and a system of internal and independent external quality control on police training

Activity 2.3.4 Institutional cooperation between all police training institutions

Activity 2.3.5 Support efforts to establish formal and informal relations with regional and international police training institutions and other tertiary educational institutions in Bangladesh

Activity 2.3.6 Support Bangladesh Police to improve training capacity for the Police Training Centre at Tangail

Activity 2.3.7 Support Bangladesh Police, MoHA and LGRD to establish a joint working group to prepare proposals how to integrate Chokidars/Dafadars into training processes and develop and deliver basic training on identified priorities incl. community policing

Activity 2.3.8 Design and implement a series of critical issues seminars on contemporary issues in police management

OUTCOME 3: INVESTIGATIONS, OPERATIONS AND PROSECUTIONS

Improved police operations, investigations and prosecutions to enhance fair and equitable justice

% of public who believe police operations, investigations and prosecutions were handled professionally

% increase in prosecution of cases of violence against women

% of prosecutors who believe that police have handled cases professionally

32

3.1 Investigation and prosecution processes begin to shift from confession to hard evidence based procedures

Activity 3.1.1 Support Bangladesh Police, MoHA, MLJP, High Court, Attorney General’s Office and other concerned authorities to establish a working group to deal with the strategic, operational and scientific development and use of forensics in criminal investigation and trial procedures.

Activity 3.1.2 Support efforts to develop a Forensic Science Strategy and on the basis of the Strategy, procure forensic equipment which is sustainable and cost effective and assist the Bangladesh Police to train personnel in their use

Activity 3.1.3 Support efforts to improve basic forensic awareness training, including crime scene preservation, using modular competency based packages that can be delivered to police and the magistracy, and equipment and support to train police in offender fingerprints, offender photographs

3.2 Investigation capacity for both general and specialised crime improved, in particular for crimes against women and children, THB, sexual abuse/assault, serious and emerging crime, counter terrorism, financial and cyber crime

Activity 3.2.1 Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with crimes related to women and children especially Trafficking in Human Beings (incl. internet child pornography)

Activity 3.2.2 Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with serious and trans-national crime, financial crime, money laundering, crime against life and property and Terrorism

Activity 3.2.3 Support efforts to build capacity of investigating officers attached to Thana, such as basic investigations and operational training

Activity 3.2.4 Provide further specialist training and support to THB investigations Unit and Investigation officers in “hot spot” areas including focus on victim support, sexual abuse, sexual assault and purchase and train women officers in use of rape kit to assist investigations. This will also include support to review and propose amendments on laws relevant to anti-trafficking

Activity 3.2.5 Support the Bangladesh Police to host international meetings on organised and transnational crime to raise awareness, establish professional linkages between relevant agencies and improve international cooperation. This could include support to the Government’s plans to establish a Regional Task Force Against Terrorism

3.3 System/process improvement for criminal intelligence gathering, analysis and dissemination

Activity 3.3.1 Support the establishment of an Intelligence Management Committee to undertake and implement a needs analysis to ensure a coordinated and structured response to the collection, analysis and dissemination of criminal intelligence

Activity 3.3.2 Strengthen the central Criminal Intelligence Unit and small Criminal Intelligence Cells at selected District and Metropolitan Detective Branches and progressively link to proposed national data management system

Activity 3.3.3 Provide training and equipment to support basic crime mapping and plotting in selected police stations and link to community policing information

Activity 3.3.4 Provide financial and technical support to Bangladesh Police and other justice sector actors to establish accredited in-house capacity for certified use of i2 notebook

3.4 More effective working level collaboration between police and the judicial system

Activity 3.4.1 Review and redevelop the police prosecutions course and explore possible linkages with tertiary institutions

Activity 3.4.2 Roll out refresher training for Court Inspectors, based on new prosecutions course

Activity 3.4.3 Support to pilot working level mechanisms, such as Criminal Justice Coordination Committees, to resolve cross-boundary issues. Such mechanisms could comprise public prosecutors, police, court and other concerned departments and stakeholders

33

Activity 3.4.4 Support working level linkages and joint trainings on operations, investigations and prosecutions with NGOs, public prosecutors, police, court and other concerned departments and stakeholders

Activity 3.4.5 Support the Bangladesh Police to design, develop and disseminate police guidelines for custodial management and support efforts to monitor custodial management through the involvement of a suitable organisation, such as the National Human Rights Commission

OUTCOME 4: CRIME PREVENTION AND COMMUNITY POLICING

Improved trust and interaction between community and police resulting in improved access to justice, human rights and reduced fear of crime

% change in people who trust the police

% of people who feel safer due to the role of the community policing forum

4.1 Community Policing philosophy is integrated into policing operations at all levels nationwide

Activity 4.1.1 Support the Crime Prevention Centre in Police Headquarters to act as the central research, policy and strategy formulation body

Activity 4.1.2 Support efforts to review the National Community Policing Strategy and Crime Prevention Strategy through an Advisory Committee representing concerned government agencies and NGOs to provide guidance and strategic direction on Community Policing and Crime Prevention

Activity 4.1.3 Support efforts to establish 70 community policing centres and 600 community policing cells to develop crime prevention plans, consistent with the national strategy, with the community

Activity 4.1.4 Support the Bangladesh Police to train 600 Community Policing Officers at Thana level and to establish a pool of qualified police and 240 NGO trainers on community policing and crime prevention

Activity 4.1.5 Support Bangladesh Police to undertake joint police-community events, including school visits and workshops, and interaction on the concepts and methodologies of community policing and crime prevention

Activity 4.1.6 Undertake a least two surveys to gauge public perceptions associated with community policing and identify possible interventions

Activity 4.1.7 Support efforts to develop and implement incentives schemes and performance awards to develop creative solutions to local problems

4.2 Effective community policing forums

Activity 4.2.1 Support the establishment and dissemination of standard guidelines and implementation plans for Community Policing Forums and NGOs to build understanding of the roles, responsibilities and standard operating procedures

Activity 4.2.2 Support efforts to develop and implement community policing monitoring plan for Metropolitan and District Community Policing Centres (70) and Community Police Officers (600)

Activity 4.2.3 Support efforts to strengthen 8,400 Community Policing Forums:

- Train Forums on roles and responsibilities with support from Police and NGO trainers

- develop Community Action Plans

- Undertake orientation and awareness raising with NGOs and Community Policing Officers

Activity 4.2.4 Support to enhance and promote regular interaction between Community Policing Forum and the informal and

34

formal justice sector, such as village courts and ADR

4.3 Improved access to justice through refurbishment and ongoing support to women friendly Model Thana

Activity 4.3.1 Support efforts to develop criteria and present advice to Steering Committee to identify 18 Thana to be refurbished as Model Thana. Once approved support efforts to refurbish, equip and train staff for up to 18 Model Thana. Model Thana will include women’s toilet(s), quiet room for victims and juveniles, and improved barracks, particularly for police women

Activity 4.3.2 Provide ongoing support to model thana, such as consumerables and training

OUTCOME 5: PROMOTING GENDER SENSITIVE POLICING

Key Outcomes:

Bangladesh Police promote the rights of women and children to be free of fear through improved representation at all levels and the provision of equitable and sensitive services

% change in women and children feeling safe in their community

Achieve LDC average for women in police

5.1 The participation of women in Bangladesh Police is increased at all ranks, and progressively more women are represented in positions of authority

Activity 5.1.1 Support efforts to prepare and implement a Women in Policing Strategy to actively increase the number of women police in Bangladesh and use them more effectively and support an action plan to ensure the progressive deployment of women police officers around the country

Activity 5.1.2 Support Bangladesh Police Women’s Network

Activity 5.1.3 Undertake a training needs assessment for women in the police and develop fast track training modules to mainstream capacity of police women to operate in all levels of the BP

Activity 5.1.4 Support the Bangladesh Police to provide international training opportunities for women police to undertake leadership and management training

5.2 Gender awareness increased Activity 5.2.1 Support policy level initiatives on domestic violence and gender issues, including the development and

implementation of a Gender and Anti Discrimination Policy for Bangladesh Police, including establishing focal point for ensuring compliance

Activity 5.2.2 Develop and introduce a modular, competency-based domestic violence, sexual assault, victim management and interviewing techniques training for men and women police

Activity 5.2.3 Review and improve gender awareness training materials, incorporate into all basic and specialised police training, establish Gender focal point to undertake follow up monitoring of impact of training and recommend amendments and updates and support to gender committees

5.3 Improved victim support services

Activity 5.3.1 Support the Bangladesh Police to conduct studies on victim support requirements and develop criteria to identify locations where Centres should be established (and evaluation of current victim support centres). On the basis of the evaluations support the establishment of up to a further 6 Victim Support Service Centres. Operational costs to be met by the Bangladesh Police

Activity 5.3.2 Support efforts to establish regular training to police, government agencies and NGOs on victim support

Activity 5.3.3 Support Bangladesh Police, in partnership with NGOs, informal/traditional justice bodies and other government

35

agencies, to implement victim support and referral systems in police stations

Activity 5.3.4 Work with relevant government agencies and NGOs to assist efforts to sensitize police on the rights of the child and pilot juvenile focal points in selected areas

OUTCOME 6: INFORMATION, COMMUNICATIONS AND TECHNOLOGY

Bangladesh Police is making effective use of cost effective and sustainable ICT to provide better service to the community

% of police using ICT for information sharing and decision-making

6.1 ICT Master Plan informs a cost-effective and structured approach to the acquisition, installation and application of ICT

Activity 6.1.1 Support efforts to establish governance structures and policy for ICT:

- Revise and implement the Bangladesh Police Information Management Strategy and develop a fully costed Master Implementation Plan for the governance, roll-out and procurement of ICT Strategy and Enterprise Architecture

- Establish ICT governance, management and policy framework, such as a Police Information Management (PIM) Division or similar ICT focal point within Police Headquarters

- Support the establishment of affordable maintenance mechanisms and establish processes to plan and monitor for recurrent costs to ensure sustainable ICT

Activity 6.1.2 Support the development and implementation of costed Technology, Information and Applications (Enterprise) Architectures and implementation plans for each area of current and proposed future ICT needs

Activity 6.1.3 Support to establish a Records Management Section within Police Headquarters, with a view to converting paper-based records to electronic format and maintaining future records electronically, including development of record management policies and mechanisms

Activity 6.1.4 Support Bangladesh Police to plan the acquisition of Government-funded Enterprise Resource Planning systems (finance, HR, asset management)

6.2 Crime response and prevention improved through better use of information and intelligence

Activity 6.2.1 Support to establish a National Data Base System for intelligence and all criminal justice related data management, including enhancement of data capture mechanisms at police stations

Activity 6.2.2 Support the piloting of reliable and scalable off-the-shelf case management and intelligence management systems to improve prosecutions and access to justice

Activity 6.2.3 Support to initiate linkages between Bangladesh Police and other government Justice Agencies to establish protocols for End-to-End Administration of Justice through ICT

Activity 6.2.4 Support to develop information sharing mechanisms to share information nationally and internationally (for example, Border management and INTERPOL)

Activity 6.2.5 Technical support to develop the capability of Bangladesh Police Cybercrime Unit in developing computer forensic capability and review and propose amendments on the ICT Act 2006

6.3 Community safety enhanced through appropriate application of ICT infrastructure

Activity 6.3.1 Develop and deliver training (in partnership with Outcome Team 2) on IT service delivery, project and contract management

36

and training

Activity 6.3.2 Provide support to improve (in partnership with Outcome Team 2) ICT training facilities in Police Training Centres and delivery of ICT training

Activity 6.3.3 Provide support to develop policies regarding public accessibility to policing information consistent with the Right to Information act. Such as: support efforts to increase public linkages via technology, such as a public e-services gateway using web page to enable members of the public to access information from and provide information to Bangladesh Police; enhance the police ‘hotline’ system and structures for anonymous reporting of complaints against police and support to develop the Community Policing Web Portal

4.2 OFFLINE RISK LOG

Project Title: POLICE REFORM PROGRAMME Date: 1/10/2009

# Description Date

Identified Type Impact &

Probability Countermeasure / Mngt response

Owner Submitted, updated by

Last Update

Status

Enter a brief description of the risk (In Atlas, use the Description field. Note: This field cannot be modified after first data entry)

When was the risk first identified (In Atlas, select date. Note: date cannot be modified after initial entry)

Environmental Financial Operational Organizational Political Regulatory Strategic Other (In Atlas, select from list)

Describe the potential effect on the project if this risk were to occur Enter probability on a scale from 1 (low) to 5 (high) P = Enter impact on a scale from 1 (low) to 5 (high) I = (in Atlas, use the Management Response box. Check “critical” if the impact and probability are high)

What actions have been taken/will be taken to counter this risk (in Atlas, use the Management Response box. This field can be modified at any time. Create separate boxes as necessary using “+”, for instance to record updates at different times)

Who has been appointed to keep an eye on this risk (in Atlas, use the Management Response box)

Who submitted the risk (In Atlas, automatically recorded)

When was the status of the risk last checked (In Atlas, automatically recorded)

e.g. dead, reducing, increasing, no change (in Atlas, use the Management Response box)

1 A lack of Political will could undermine the reform process

1/10/2009 Political The project would stall or could be selectively applied. In which case PRP would not change police behaviour or impact on the poor or disadvantaged. P=3 I=5

Political Advocacy by development partners and stakeholders Communication of the need for, and benefits of police reform to the government and the community

MoHA UNDP No Change

2 Outdated 1/10/2009 Regulatory Key legislation dates back to Colonial Technical assistance to MoHA UNDP No change

37

# Description Date Identified

Type Impact & Probability

Countermeasure / Mngt response

Owner Submitted, updated by

Last Update

Status

legislation could hold back the reform process

times and is inconsistent with modern policing methods and the requirements of Bangladesh society. P =2/3 I = 4

re-draft key legislation High level advocacy by Development partners and civil society

3 Low pay and poor conditions impact on police morale

1/10/2009 Organizational If police morale were to worsen due to low pay and poor conditions this would provide a disincentive for reform P=3 I=4

Government increase police pay rates and improved opportunities for career progression based on merit. Government (ADP) projects to improve conditions for Police Civil society advocacy for progressive increases in the police budget PRP and other development partners support morale through i) the planned incentive fund, ii) support for better human resource management; iii) limited infrastructure support to improve working conditions

BP UNDP No change

4

PRP increases police capacity but with no meaningful impact on the vulnerable

1/10/2009

Operational

Reform efforts are not adequately targeted at the poor, vulnerable, women and children. P=3 I=5

PRP conducts regular M&E and shifts direction based on feedback. Community Policing is

MoHA

UNDP

No change

38

# Description Date Identified

Type Impact & Probability

Countermeasure / Mngt response

Owner Submitted, updated by

Last Update

Status

closely monitored to ensure the poor and vulnerable participate.

5

Wider justice sector reform lags behind Police reform

1/10/2009 Political Strategic

If the efficiency and effectiveness of the court system is not improved then the real benefits of police reform will be undermined P=3 I=5

Government and Development partners are planning to upscale interventions in the wider justice sector. PRP will need to link to these efforts.

Government of Bangladesh

UNDP No change

6

Lack of progress on Organisational and Administrative reform

1/10/2009 Organisational Organisational and administrative structures need to be more efficient and effective to match reform initiatives such as community policing P=3 I=3

High level advocacy by development partners Providing assistance to improve guidelines for transfers and promotions are fair and transparent.

MoHA and Bangladesh Police

PRP

7

Unrealistic expectations of reform

1/10/2009 Operational Bangladesh Police believe that PRP can respond to every problem or suggested initiative. P=3 I=3

Prioritised interventions and clear understanding of the PRP objective Key stakeholders have a shared understanding about realistic rate of progress

Bangladesh Police

PRP No change

8

Insufficient development partner harmonization

1/10/2009 Strategic Development partners undertake uncoordinated initiatives to improve the capacity of the Bangladesh Police P=2 I=3

Regular meetings between relevant development partners to address policy and emerging issues Bangladesh Police ensure consistency of approach

UNDP UNDP

9 Sustainability of reform initiatives

1/10/2009 Financial The recurrent or operational costs of reform initiatives need to be met by the

High level commitment from Bangladesh Police

MoHA and Bangladesh

UNDP No change

39

# Description Date Identified

Type Impact & Probability

Countermeasure / Mngt response

Owner Submitted, updated by

Last Update

Status

Bangladesh Police P=4 I=4

to meet operational costs. Ongoing discussions with Bangladesh Police at planning stage of each initiative. If funding is not available serious though should be given to delaying the activity

Police

40

4.3 MANAGEMENT ARRANGEMENTS

The Police Reform Programme is a nationally implemented programme supported by UNDP. The Bangladesh Police, as the implementing agency, will ensure direct and transparent administration and management of project funds. The Bangladesh Police will assume overall responsibility for management and implementation, in a manner consistent with UNDP polices through the National Programme Director (NPD) and the Project Steering Committee. This approach will further promote ownership, accountability, national capacity development and sustainability.

UNDP is responsible for development partner coordination, joint administration of the resources allocated by development partners, the mobilisation of additional resources and shares the project assurance role. UNDP will provide service delivery as agreed upon in Annual Work Plans and also under the arrangement of Direct Country Office Support (DCS) to a National Execution (NEX) modality at the request of the implementing agency. UNDP may call upon other specialised UN agencies for additional support where necessary. PRP will be managed in a manner consistent with the NEX manual or any future agreement between UNDP and the Government of Bangladesh. Programme and Project Management includes the following structures:

4.3.1 Project Steering Committee

A Project Steering Committee, chaired by the Secretary of Home Affairs will be the highest level policy and oversight body for the project. It will provide policy guidelines, review all aspects of project progress against targeted results including examination of lessons learned and service delivery, and ensure coordination with other national initiatives and development projects. The Project Steering Committee will meet Quarterly will receive reports from the Project Implementation Committee through the NPD. The PRP Project Team shall act as Secretariat under supervision of the NPD. The committee members will include:

• Secretary, Ministry of Home Affairs – Chairperson; • Inspector-General of Police; • Representatives from MoHA; • Representatives from Bangladesh Police; • Representative from Economic Relations Division; • Representative from IMED; • Representative from Planning Commission; • Representative from Ministry of Law, Justice and Parliamentary Affairs; • Representative from Ministry of Women and Children’s Affairs; • Representative from Ministry of Social Welfare; • Representative from Local Government Division; • Representative from Attorney General’s Office; • Representatives from UNDP; • Representatives from Development Partners supporting PRP; • Representatives from NGO/civil society; • Representative from PRP; and • National Project Director (associate member).

The main responsibilities of the Project Steering Committee are:

• Review reports from the Project support Board and provide policy direction; • Provide oversight and review progress against targeted results; • Review annual Objectively Verifiable Indicators as described in the logical framework; • Provide policy guidelines adjusted to meet changing management needs;

41

• Review project evaluation/review findings and recommendations; • High level Project Assurance; • Recommend actions to reflect new or changed policy directions in national planning

documents; • Provide policy direction, inter-ministerial coordination and cross-sectoral coordination; and • Approve any substantive revisions of the PRP work plan.

4.3.2 National Project Director

MoHA will appoint a NPD from the Bangladesh Police in close consultation with UNDP and the Police. The NPD is responsible for overall management of the PRP including substantive financial and administrative matters and will be a senior officer (Additional Inspector General) with policy decision-making authority. The NPD will be supported with technical and management expertise by the Project Manager, who will be an international professional, contracted through UNDP. The key responsibilities of the NPD include:

• Overall responsibility for the successful execution and implementation of the project, and accountability to Government and UNDP for the proper and effective use of project resources;

• Ensure that prior obligations and prerequisites of the Government to the project are met;

• Ensure timely recruitment and supervision of the project personnel;

• Ensure timely mobilization of project;

• Ensure the project budget is regularly updated so that if reflects the current status of financial delivery and estimated requirements for the future quarters and years as accurately as possible;

• Identify and obtain any support and advice required for the management, planning and control of the project;

• Ensure timely submission of required reports, including Inception Reports, workplans, Progress Reports, Financial Reports, Annual Project Report and technical reports of consultants, study tour/ training reports;

• Participated in monitoring, review and evaluation of the project and all other policy related meetings;

• Delivery of project outputs and deliverables as outlined in the project document;

• Establish effective working relationships with UNDP and other implementing agencies, and with other officials and entities with which the project must interact; and

• Coordinate and maintain liaison with other development partners whose support is critical to achieving outcomes of the project intervention.

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4.3.3 Project Implementation Committee

The Project Implementation Committee (PIC) will be established to ensure high quality coordination. Chaired by the NPD, it provides a forum to ensure speedy implementation and project results through the provision of necessary and critical supports. Other members will include: 1) Senior Beneficiaries representing MoHA and Bangladesh Police; 2) UNDP Assistant Country Director in Governance or his/her nominee; 3) UNDP Operations Manager; 4) Project Manager; 5) ERD; 6) IMED and 7) the Planning Commission. The Project Manager or PRP Operations Manager will be the secretariat and provide relevant information for the Board’s discussions.

The presence of the Operations manager of UNDP will enhance the required support in regards with procurement, payment, recruitment and other necessary administration support so that the project can be implemented without delay. Decisions will be made in accordance to standards that shall ensure management for development results, value for money, fairness, integrity, transparency and effective international competition. The PIC will meet monthly and the main implementation issues discussed will be disseminated by the NPD. The main responsibilities of the Board are:

• Improved coordination regarding service delivery;

• Review quarterly work plans and quarterly expenditure estimates;

• Discuss monthly and quarterly reports;

• Review budget and annual work plan revisions; and

• Monitor project results.

4.3.4 Project Assurance

The project assurance role is vested upon the UNDP. The Democratic Governance Cluster at UNDP will be the main point of contact for quality Assurance. The Programme Specialist: Rule of Law and the Security Sector will be the primary interface but the Assistant County Director Governance and Justice Adviser will also provide value added policy and service delivery advice and higher level representation. At the diplomatic level the Resident Representative and Country Director will represent UNDP at the Steering Committee and will be the high level points of contact with high level government officials. PRP will be represented by the NPD or his/her representative.

43

Project Steering Committee

Government Ministries/NGOs

Chair: Home Secretary

UNDP/Donor Representatives

OUTCOME TEAM A Strategic Direction &

Organisational Reform

Coordinator:

Security Sector Reform Specialist

OUTCOME TEAM E Gender Sensitive

Policing Coordinator:

Gender Specialist

OUTCOME TEAM B Human Resource Management &

Training Coordinator:

HR Specialist

OUTCOME TEAM D Crime Prevention& Community Policing

Coordinator:

Crime Prevention and Community

Policing Specialist

OUTCOME TEAM F Information,

Communications & Technology

Coordinator:

ICT Systems and Strategy Specialist

OUTCOME TEAM C Police Operations &

Investigations Coordinator:

Investigation &

Operations Specialist

Project Management Team

NPD (associate member)

Project Implementation Committee (Chair: NPD)

PROGRAMME SUPPORT AND MONITORING UNIT

4.3.5 Outcome Teams

Outcome Teams are responsible to implement annual work plans under the overall guidance of the National Project Director and Project Manager. Each team will be coordinated by the respective PRP Specialist, or in their absence the respective national expert. The Project Management Team will ensure policy coordination between the various outcome teams. Other members of the Project Team will also be present within the outcome team, such as Monitoring and Evaluation and project support staff as required. The Bangladesh Police will establish different points of contact for each outcome team and will invite other Bangladesh Police personnel to meetings as required. Other Government departments will also be invited and should play an active role. For example, MoHA should play an active role in outcome team A, in particular, and the Ministry of Women and Children’s Affairs should be present at Outcome Team E meetings, in particular. The outcome teams will assist with coordination, progress monitoring, and skills transfer. The teams will meet as often as necessary to feed into monthly monitoring plans.

4.3.6 Project Management Team

The Project Management Team will include the National Project Director, Project Manager, Operations Manager and the Planning and Monitoring Specialist. The Project Management Team is responsible for day to day coordination of the project team, implementation and quality control for all PRP products. The NPD is responsible for management of the Project team and any delegation of authority to the Project Manager or other project staff.

The project team is based at Police Headquarters and shall include a variety of technical experts arranged in Outcome Teams and the Programme Support and Monitoring Unit. The Project Team will be on UNDP contracts to ensure simplified management arrangements, clear lines of accountability and enhanced responsiveness in terms of service delivery. The Project Manager and Project Team will have clear primary lines of accountability to the NPD and secondary lines of accountability to UNDP. MoHA and or the Bangladesh Police, through the NPD, will be invited to participate in recruitment processes.

The staffing quota and monthly allocations for each position and their terms of reference are included at Annex I. The terms of reference will be updated as required. A number of the technical experts have been embedded within the various units of the Bangladesh Police. This arrangement will assist with skills transfer and mentoring. It is hoped that at the later stages of the Project it may be possible to shift some positions from international experts to Bangladesh Police personnel. Long and/or short term placements by agreed methods (such as deputation or lien, for example) for professional development purposes would be welcomed, especially for positions related to Community Policing and for monitoring and evaluation. The Project Team will require short term assistance for training and other work which falls outside the technical expertise of the team.

4.4 Monitoring Framework and Evaluation Monitoring and Evaluation will be strengthened with a focus on impact and aid effectiveness. Support will also be given to the Bangladesh Police and Ministry of Home Affairs to enhance their monitoring and evaluation skills. The Programme Support, Monitoring and Evaluation Unit in the Project Team has the primary responsibility for monitoring and evaluation. The Unit will prepare periodic reporting and provide support to all monitoring and evaluation activities. This includes undertaking research and surveys to monitor results and impact. Following the reporting systems of UNDP and the Government of Bangladesh the Project Team will prepare monthly, quarterly and annual progress. Other reports required by development partners, including UNDP, and stakeholders will also be supported. The Unit is administratively overseen by the Operations Manager and the Planning and Monitoring Specialist, who will ensure that monitoring and evaluation is professionally conducted and clearly linked to the Project Document. The Specialist will also assist the Bangladesh Police to undertake planning, policy, research and monitoring and evaluation under Outcome 1: Strategic Direction and Organisational Reform. The Specialist will also be responsible to consult closely with the Bangladesh Police and UNDP on the drafting and finalisation of all major monitoring and evaluation products.

45

The key programme outcomes have been aligned with the Bangladesh Police Strategic Plan 2008-2010 and this will enable the opportunity for some joint measuring of key performance indicators and internal performance monitoring (such as ongoing surveys on police morale). This will not only strengthen the capacity of Bangladesh Police, but will enable the project to identify impacts directly attributable to programme support in each key outcome area.

The Programme Support, Monitoring and Evaluation Unit will continually refine and identify key indicators and ensure that the monitoring systems can measure project progress. This will align with the frequency of progress reports to enable key stakeholders to have a clear picture of progress. The Unit will also monitor the results and lessons learned of study tours and international/domestic travel to ensure value for money and knowledge sharing. Importantly, monitoring and evaluation activities will focus on consultations with beneficiaries in order to ensure that their needs are identified and reflected in the project activities. Separate indicators will be required at the project level to measure numerical targets such as personnel trained. Efforts should also be made to monitor the success of trainings on an ongoing basis to ensure feedback from participants.

The Unit will update risk logs on a quarterly basis. Periodic analysis of risks and identification of risk mitigation is a critical exercise given the overall risk of outside influence on police operations and the level of political will and commitment. The Unit will update and disseminate lessons learned reports for local and global audiences.The following documents will be produced3:

• Monthly Reports; • Quarterly Reports; • Annual Reports; • Inception Report (following inception workshop ); • Technical Reports; • Research reports and surveys; • Workshop Proceedings; • Programme Completion Report; • Lessons learned reports; and • Other reports as needed.

Independent and internal reviews, audits and evaluations will also be facilitated by the Programme Support, Monitoring and Evaluation Unit. These include:

• DFID Output to Purpose Reviews; • Baseline, mid term and project impact evaluations; • Mid term and project completion capacity assessments to guide plans for any future support; • Audits: All UNDP assisted NEX programmes are subject to audit at least once in their lifetime.

They are normally audited annually by the Comptroller and Auditor General of the Government of Bangladesh, represented by the Foreign Aided Projects Audit Directorate (FAPAD). PRP will be subject to audit at any point in time by the auditors of UNDP, or any other auditors appointed by UNDP in consultation with ERD. The conduct and management of audit is guided by relevant provisions of the NEX manual;

• ERD reviews; • Tripartite review: the PRP will be subject to Tripartite Review at least once every twelve

months. The meeting will be attended by the representatives of MoHA, Bangladesh Police, ERD, Planning Commission, UNDP and other key stakeholders and development partners. The NPD will prepare and submit reports to the Review. Upon request from UNDP, the Executing Ministry (MoHA) will convene the annual tripartite program review to provide policy guidance to the programme.

The Unit will also monitor global lessons learned, media reporting, and use other sources of data to gage the law and order situation and police performance.

3 Where possible and desirable documents produced for external dissemination should be produced in Bangla and English.

46

In accordance with the programming policies and procedures outlined in the UNDP User Guide, the project will be monitored through the following:

On a quarterly basis, a quality assessment shall record progress towards the completion of key results, based on quality criteria and methods captured in the Quality Management table below;

An issue log shall be activated in Atlas and updated by the Project Manager to facilitate tracking and resolution of potential problems or requests for change;

Based on the initial risk analysis submitted, a risk log shall be activated in Atlas and regularly updated by reviewing the external environment that may affect the project implementation;

Based on the above information recorded in Atlas, a Project Progress Reports (PPR) shall be submitted by the NPD to the Steering Committee through Project Assurance, using the standard report format available in the Executive Snapshot;

a project Lesson-learned log shall be activated and regularly updated to ensure on-going learning and adaptation within the organization, and to facilitate the preparation of the Lessons-learned Report at the end of the project; and

a Monitoring Schedule Plan shall be activated in Atlas and updated to track key management actions/events

Annually

An Annual Review Report shall be prepared by the Project Manager and shared with the Project Support Board and the Steering Committee. As minimum requirement, the Annual Review Report shall consist of the Atlas standard format for the QPR covering the whole year with updated information for each above element of the QPR as well as a summary of results achieved against pre-defined annual targets at the output level; and

Based on the above report, an Annual Project Review shall be conducted during the fourth quarter of the year or soon after, to assess the performance of the project and appraise the Annual Work Plan (AWP) for the following year. In the last year, this review will be a final assessment. This review is driven by the Project Board and may involve other stakeholders as required. It shall focus on the extent to which progress is being made towards outputs, and that these remain aligned to appropriate outcomes.

Quality Management for Project Activity Results Quality management for Output level results will be recorded using the following format and information from the Results Framework. This format will be used in quarterly and annual reporting: OUTPUT 1: Activity Result 1 (Atlas Activity ID)

Short title to be used for Atlas Activity ID Start Date: End Date:

Purpose

What is the purpose of the activity?

Description

Planned actions to produce the activity result.

Quality Criteria how/with what indicators the quality of the activity result will be measured?

Quality Method Means of verification. What method will be used to determine if quality criteria has been met?

Date of Assessment When will the assessment of quality be performed?

47

4.5 LEGAL CONTEXT If the country has signed the Standard Basic Assistance Agreement (SBAA), the following standard text must be quoted: This document together with the CPAP signed by the Government and UNDP which is incorporated by reference constitute together a Project Document as referred to in the SBAA [or other appropriate governing agreement] and all CPAP provisions apply to this document. Consistent with the Article III of the Standard Basic Assistance Agreement, the responsibility for the safety and security of the implementing partner and its personnel and property, and of UNDP’s property in the implementing partner’s custody, rests with the implementing partner. The implementing partner shall:

a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried;

b) assume all risks and liabilities related to the implementing partner’s security, and the full implementation of the security plan.

UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement. The implementing partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/Docs/sc/committees/1267/1267ListEng.htm. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document”.

5 ANNEXES

5.1: Recruitment plan and indicative Terms of Reference Project Team

5.2: Project Budget

1

5.1 RECRUITMENT PLAN AND TERMS OF REFERENCE TOR SI.

FUNCTIONAL TITLE CATEGORY NUMBER DURATION

1. Project Manager

International 1 54 months1

2. Operations Manager

National 1 54 months

3. Planning and Monitoring Specialist

International 1 30 months

4. 5.

Outcome Team One Coordinator: Security Sector Reform Specialist Security Sector Reform Expert

International National

1 1

36 months 54 months

6. 7.

Outcome Team Two Coordinator: HR Specialist and/or Police Training Specialist Training and Human Resource Expert

International National

2 1

48 months (total) 54 months

8. 9.

Outcome Team Three Coordinator: Investigations and Operations Specialist Police Investigations Expert

International National

1 1

36 months 54 months

10. 11.

Outcome Team Four Coordinator: Crime Prevention and Community Safety Specialist Crime Prevention and Community Policing Expert

International National

1 1

36 months 54 months

12. 13.

Outcome Team Five Coordinator: Gender Expert Victim Support Expert

National National

1 1

54 months 54 months

14.

Outcome Team Six Coordinator: Police ICT Systems and Strategy Specialist

International

36 months

1 A number of positions are budgeted for 54 months out of a total 60 months. This is to anticipate short terms gaps in the life of the project.

2

15. ICT Systems and Strategy Expert National 54 months 16. Project Officer National 1 5 years 17. Office Assistant National 2 5 years 18. Programme Assistant National 1 5 years 19. Monitoring and Evaluation Officer National 1 5 years 20. Public Relations Officer National 1 5 years 21. Finance and Accounts Officer National 1 5 years 22. Administration and Finance Assistant National 2 5 years 23. Driver cum messenger National 6 5 years 24. Management Assistant National 1 5 years Short Term Advisers 25. Forensic Adviser International 1 Up-to 18 Months 26. Anti-Human Trafficking Adviser International 1 Up-to 12 Months 27. Law Reform Adviser National 1 Up-to 18 Months 28. Construction Adviser National 1 Up-to 18 Months Other unspecified short term advisers as required

3

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Project Manager Proposed Grade: P5 Organizational Unit: Police Reform Programme Supervisor: Country Director II. ORGANIZATIONAL CONTEXT

The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. FUNCTIONS / KEY RESULTS EXPECTED Summary of key functions: - Project Management following national implementation and UNDP’s rules, regulations and

procedures; - Facilitation of knowledge services - Policy and programme services - Building of strategic partnerships and resource mobilization

The Project Manager will work under the overall supervision of the UNDP Country Director and in close coordination with the National Project Director. S/he will be responsible for leading the project team through planning, implementing and managing the delivery of policies, reports, knowledge products and other results approved in the project document or annual work plans. S/he will work closely with the National Project Director to ensure Government ownership of the reform agenda. He/she will also work in coordination with the UNDP Democratic Governance Cluster as well as with UNDP operations unit, government officials, private sector, and civil society organizations.

Project Management implementation: • Supervise the day-to-day functioning of the Project Team. Manage the human and financial

resources, in consultation with the Management, for achieving results in line with the outputs and activities outlined in the project document and to required standard of quality and within the

4

specified constraints of time and cost; • Lead the preparation and implementation of the annual results based work plans and result

frameworks as endorsed by the management. • Lead in the coordination of project activities with related and parallel activities both within UNDP

and with external agencies. • Prepare monthly and quarterly progress reports and organize, correspondingly, monthly and

quarterly progress reviews. • Organize meetings of the Steering Committee, Advisory Panel (if relevant) and Project Support

Board; • Manage the human and financial resources of the project and coordinate the work of all project and

policy advisory services. Coordinate the distribution of responsibilities amongst team members and organize monitoring and tracking system of all components of the project.

• Ensure technical soundness of programme activities, achievement of outputs and outcomes and quality and cost effectiveness;

• Oversee the monitoring, evaluation and communication framework, including overseeing preparation and implementation of a monitoring and communication plan and responsibility for the quality of monthly and quarterly progress reports and reviews;

• When delegated, act as a signatory of key programme related documents including Financial Reports and Requests for Quarterly advances;

• Develop and supervise the project’s capacity building efforts aimed at government counterparts, civil society groups, media and other stakeholders; contribute to the production of reports and publications, and serve as peer reviewer;

• Ensure delivery of quarterly and annual reports to UNDP and represent the project in Project Board, Steering Committee and UNDP Project Review and Project Managers’ Meeting;

• Ensure information sharing and bridging between UNDP programme management, project management and national counterpart in the process of implementation of the project;

Knowledge Services:

• Lead the process of knowledge captures of national, regional and global know-how in the subject area and production of knowledge-based products.

• Manage or support the formation of national and regional panel of advisors to guide the work of the project.

• Develop country based intelligence on country situation, opportunities, interests and prospects covering government, UNDP and major development stakeholders. Map key competencies available in different government agencies and development organizations.

• Ensure that project results are captured and recorded in knowledge products to communicate project results and impact;

• Promote a learning environment and systematic information sharing within the project team; • Lead the process of knowledge creation and dissemination by partnering with practitioners and

members of the National think tanks, UNDP global networks, leadership of the practice and sub-practice teams in rule of law, human security, security sector reform, change management, Human Rights and other related Bureaux on knowledge management services;

• Organize internal and external networks or communities of practice covering prominent experts in government, non-government, think tanks, private companies, international development organizations and the UN system;

5

Policy and Programme Services: • Supervise the project’s capacity building efforts aimed at government counterparts, civil society

groups, media and other stakeholders. • Contribute to the production reports and publications, and serve as peer reviewer. • Coordinates with various government and non-governmental agencies regarding requests for

advisory and support services and lead the support from the project as required by the stakeholders. • Lead the analytical and policy development work of the team and ensure high quality policy or

knowledge products. Promote the quality of all knowledge products, reports and services, and ensures effective integration and compatibility with other practice areas;

• Provide intellectual or substantive leadership in police reform through identification of key policy issues and formulation of best possible and alternative policy and programme options. Stimulate strategic thinking in the subject practice area, taking into account the needs of the country as well as the opportunities to interact with other countries in the region;

• Promote convergence between the different development interventions across the justice sector, including strengthening linkages with UNDP projects. Including identifying opportunities to enhance cooperation within and across various government agencies and other relevant institutions;

• Design, introduce and continuously develop feedback mechanisms and open communication channels to ensure that the changing needs and expectations of the public are fully taken into account when reviewing annual and quarterly work-plans;

• Ensure, in cooperation with UNDP that Development Partners are kept informed about the programme progress throughout preparation and submission of necessary reports as required;

• Make frequent field visits to the Police Services and to the often remote local communities populated by socially marginalized and disadvantaged groups;

• Map on a consistent basis, the development issues, covering the situation and strategic opportunities;

• Ensure highest UNDP standards in the provision of technical and advisory inputs, organization of workshops, seminars, training and delivery of outputs (products);

Partnerships and Resources: • The Project Manager will provide inputs and services as required by the Management of the Project

with the objective of achieving high level of performance and results • Build and maintain strong relationships with a range of key actors, especially the Bangladesh Police,

Ministry of Home Affairs, various civil society organizations and Development Partners; • Establish, develop and maintain mutually beneficial strategic partnerships with NGOs and

community groups, the press and media, the business sector, the education sector etc; • Monitor financial resources and accounting to ensure accuracy and reliability of financial reporting; • Establish networks with experts of national and regional offices of the UN System, international

development organizations, sub-regional and regional associations, affiliations and bodies (inter-governmental, non-government or private sector) and prominent private sector organizations;

• Stimulate strategic thinking in the Ministry of Home Affairs and Bangladesh Government about the full range of reform issues;

IV. IMPACT OF RESULTS The key results have an impact on the overall success of the country programme and reaching UNDAF/ CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. COMPETENCIES AND CRITICAL SUCCESS FACTORS Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards Promotes the vision, mission, and strategic goals of UNDP Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability Treats all people fairly without favouritism

6

Functional Competencies: Knowledge Management and Learning

Shares knowledge and experience and contributes to UNDP Practice Areas and actively works towards continuing personal learning and development

Ability to provide top quality policy advice services on economic issues Established track record of delivering strong analytical products with policy relevance In-depth practical knowledge of inter-disciplinary development issues

Development and Operational Effectiveness

Ability to lead strategic planning, results-based management and reporting Ability to go beyond established procedures and models, propose new approaches which expand the

range of programmes Ability to work with minimal supervision Ability to function at both policy advisory and project implementation levels

Management and Leadership

Ability to interact with policy officials at the highest levels of society Focuses on impact and result for the client and responds positively to critical feedback Encourages risk-taking in the pursuit of creativity and innovation Leads teams effectively and shows conflict resolution skills Consistently approaches work with energy and a positive, constructive attitude Demonstrates strong oral and written communication skills BUILDS STRONG RELATIONSHIPS WITH CLIENTS AND EXTERNAL ACTORS Ability to work in interdisciplinary mixed ability teams Good interpersonal skills Experience of working in a multicultural team is an advantage.

VI. Recruitment Qualifications Education: Masters or equivalent (inclusive of professional policing certifications) in police

studies or a related field is required Experience: • At least 10 years experience working on law enforcement issues; preferably in

police at both the operational and management level; • At least 5 years experience working in development and capacity building; • Demonstrated high-level project management, preferably as a project manager,

and relationship management skills; • Working experience in developing countries, preferably in Asia and the Pacific

and understanding of Asia-Pacific culture and customs is an asset; • Work experience with UN/UNDP/other development entities; • Experience of working in a multicultural team is an advantage; • Excellent writing skills, as well as strong analytical aptitude, communication

and presentation skills are required; • Experience in office software packages, experience in handling of web-based

management systems and advanced programmes for statistical analysis of data. Language Requirements:

Excellent oral and written communications skills in English.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

7

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Operations Manager Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The operations manager will report to the National Project Director and Project Manager. The Manager will also work in close coordination with UNDP operations staff. The incumbent’s scope of work will include: Operations

‐ Supervising and coordinating the timely implementation/completion of the project activities including provisioning of logistical support for the project;

‐ Developing contingency plans to ensure that project activities (data collection, data integration, recruitment, training etc) are on schedule;

Procurement ‐ Assessing the procurement need for the PRP project and monitor all procurement

requirements; ‐ Prepare procurement and human resource plans; ‐ Ensure compliance UNDP and GoB procurement rules, regulations and policies including

source strategy, suppliers evaluation and selection, quality management, customer

8

relationship management and performance measurement; ‐ Liaising with different government agencies, NGOs and other stakeholders for the successful

achievement of project outputs; ‐ Coordinating with the Project Manager for improving the efficiency and effectiveness of the

project by identifying bottlenecks in completing project activities and developing plans to minimize or eliminate such bottlenecks.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Corporate Competencies:

Promotes UN's Values and ethical standards (tolerance, integrity, respect, results orientation, impartiality)

Displays cultural, gender, religion, race, nationality and sensitivity and adaptability Demonstrates integrity by modelling in the UN's values and ethical standards (human rights,

peace, understanding between people and nations, tolerance, integrity, respect, results orientation, UNDP core ethics, impartiality.

Functional Competencies: Knowledge Management and Learning

Promotes knowledge management and a learning environment in the office through leadership and personal example, excellent ability to demonstrate national capacities building (mastery of the tools and their application)

Actively works towards continuing personal learning and development in one or more practice areas, acts on learning plan and applies newly acquired skills

Excellent communication skills (written and oral) Display understanding of the relevant contemporary ICT tools and continuously act towards

personal capacity building Sensitivity and responsiveness to all partners

Development and Operational Effectiveness Ability to engage with high ranking Government Officials and international donor community

and provide operational advisory support services; Ability to effectively support in strategic planning, results-based management and reporting :

full project cycle mastery, excellent work/project planning skills, mastery of UNDP's program modalities especially ATLAS;

Ability to formulate and manage budgets, manage contributions and investments, manage transactions, conduct financial analysis reporting and cost recovery: excellent project oversight functions, including audit , accurate and through risk assessment;

Ability to undertake result based management and reporting; and Ability to oversee timely project implementation and to provide the necessary troubleshooting to

keep project implementation on schedule. Management and Leadership

Consistently approaches work with energy and a positive, constructive attitude; Builds strong relationship with clients, focuses on impact and result for the client and responds

positively to feedback, timely responses to queries; Demonstrates good oral and written communication skills; Demonstrates openness to change and ability to manage complexities; Demonstrates strong administrative skills and result oriented approach to work.

VI. Recruitment Qualifications Education: Advanced Degree or equivalent qualifications in Business Administration, Public

Administration, Finance, Economics or a related field. Experience: Minimum 5 years of relevant experience in providing management advisory

9

services; managing staff and operational systems; Experience in the usage of computers and office software packages, experience in handling of web based management systems; Experience in working with UNDP would be an advantage as would understanding of the justice sector; Professional Training on procurement, enterprise risk management and exposure to public procurement regulation would be considered positively.

Language Requirements:

Fluency in written and spoken English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

10

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Planning and Monitoring Specialist Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Planning and Monitoring Specialist plays a key coordination and quality assurance role as part of the Project Management Team. The role of the Project Management Team is to oversee and add value to the work of technical experts and the project support staff. The Specialist leads the Project Monitoring and Support Unit to monitor, measure and report results and support project implementation. The Specialist will also oversee efforts to assist the Bangladesh Police and Ministry of Home Affairs to strengthen monitoring and evaluation, especially through establishing and training a Policy, Planning and Research Unit. The incumbent’s scope of work will include: Policy and programming • Lead the design, implementation and reporting of monitoring and evaluation products such as

periodic reporting and baseline, follow-up and project completion data; • Contribute to the development of quantitative and qualitative research methods (eg survey design,

interviews, focus groups) and the analysis of quantitative and qualitative data for Bangladesh Police and PRP M&E processes;

• Establish linkages and common areas of measurement between the Bangladesh Police and PRP M&E mechanisms, where possible

11

• Strengthen M&E data collection, analysis and reporting with emphasis on impact and aid effectiveness measures;

• Ensure all M&E data collection, analysis and reporting is disaggregated by gender, socioeconomic groups, ethnicity, rank (if police related) and includes other key cross-cutting information in relation to the project; and

• Contribute to the development of the PRP Annual Work Plan particularly in areas of performance measurement for deliverables.

Knowledge Services: • Provide training and work place mentoring for PRP and Bangladesh Police personnel; • Lead the process of knowledge creation and dissemination related to national, regional and global

know-how in the subject area including organizing internal and external networks or communities of practice on police reform and justice issues;

• Assist and disseminate country based intelligence on the crime situation, opportunities, interests and prospects;

• Ensure high quality knowledge products. Promote the substantive quality of all knowledge products, reports and services, and ensures effective integration and compatibility with other practice areas;

• Contribute to the production reports and publications, and serve as peer reviewer; • Capture and analyse open-source data on justice, law and order and police performance; • Oversee the preparation of reports on progress, monitoring and evaluation. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Corporate Competencies:

Promotes UN's Values and ethical standards (tolerance, integrity, respect, results orientation, impartiality)

Displays cultural, gender, religion, race, nationality and sensitivity and adaptability Demonstrates integrity by modelling in the UN's values and ethical standards (human rights,

peace, understanding between people and nations, tolerance, integrity, respect, results orientation, UNDP core ethics, impartiality.

Functional Competencies: Knowledge Management and Learning

Promotes knowledge management and a learning environment in the office through leadership and personal example, excellent knowledge of capacity building theory and the application of methodology, good understanding of capacity assessment methodologies, excellent ability to identify significant capacity building opportunities, ability to get capacity building, excellent ability to demonstrate national capacities building (mastery of the tools and their application)

Excellent communication skills (written and oral) Display understanding of the relevant contemporary ICT tools and continuously act towards

personal capacity building Development and Operational Effectiveness

Ability to engage with high ranking UNDP Managers, Government Officials and international donor community and provide policy advisory support services

Ability to identity opportunities, conceptualize and develop project reports Ability to effectively support in strategic planning, results-based management and reporting : Ability to implement new systems and affect staff behavioural/attitude change Ability to undertake result based management and reporting

Management and Leadership Consistently approaches work with energy and a positive, constructive attitude Builds strong relationship with clients, focuses on impact and result for the client and responds

positively to feedback, timely responses to queries

12

Demonstrates good oral and written communication skills Demonstrates openness to change and ability to manage complexities Demonstrates strong administrative skills and result oriented approach to work Provides inspiration and leadership to project staff as well as all the partners.

Recruitment Qualifications

Education: Masters in relevant Social Science and/or Strategic Planning and/or development related discipline is required;

Experience: • At least 5 years experience in Monitoring and Evaluation and/or applied research in the government sector or development, Experience in a justice sector context is an advantage;

• Experience in linking planning to budgeting and monitoring performance of planned outcomes;

• Demonstrated ability to work effectively in a cross-cultural setting; • Proven high-level engagement and facilitation skills; • High-level computing skills in word processing, spreadsheets, power

point, and preferably web pages; Language Requirements:

Fluency in written and spoken English.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

13

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Security Sector Reform Specialist Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Specialist will lead efforts to effectively implement the change management issues of the programme. Primary responsibility for integrating organizational change and strategic reform initiatives across all the key outcome areas for PRP. The expert also leads Outcome Team 1: Strategic Direction and Organizational Reform. S/he will have the following duties and responsibilities:

Policy and Programming

• Facilitate an organizational change culture and a systematic approach to reform within the Bangladesh Police;

• Facilitate workshops on change management and other related issues with Government partners, NGOs and development partners;

• Provide necessary guidance on building partnership with national/international organizations on sharing best practices on change management;

• Collaborate closely with the Public Relations Officer to ensure effective communication of change

14

and reform initiatives internally and externally; • Assist the NPD and Project Manager providing inputs on change management issues in preparing

and updating programme work plans; • Assist to operationalise the BP Strategic plan including linkages to budget, annual plans, work unit

plans and use of key performance indicators; • Provide training and work place mentoring for policy, planning and research personnel and other

staff as required; • Guide the review of, and support the implementation and maintenance of key policy and planning

frameworks in BP and MoHA; • Work closely with counterparts from the Bangladesh Police and other government agencies to draft

policy suggestions on change management issues; • Ensure alignment between BP and MoHA policy and planning procedures to ensure a systematic

and integrated approach to organisational change; and • Plan and formulate evaluation documentation on organizational performance, citizens’ charters and

performance management. Key Results Expected • Facilitate organizational, legal and structural change to improve efficiency and effectiveness of the

Bangladesh Police and meet contemporary policing requirements based on human rights standards and the principle of rule of law;

• Planning, policy and research capabilities strengthened to support strategic reform based on planning, budgeting and performance measurement;

• Oversight and accountability mechanisms strengthened; and • Improved strategic partnership and communication between Bangladesh Police, civil society, public

and other government agencies to support police reform. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards human rights, peace, understanding between peoples and nations, tolerance, integrity, respect, results orientation (UNDP core ethics) impartiality

Promotes the vision, mission, and strategic goals of UNDP Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability

Functional Competencies:

Management and Leadership

Builds strong relationships with clients, focuses on impact and result for the client and responds positively to feedback, timely responses to queries

Consistently approaches work with energy and a positive, constructive attitude Demonstrates good oral and written communication skills Demonstrates openness to change and ability to manage complexities Demonstrates strong administrative skills and results oriented approach to work

Development and Operational Effectiveness

Ability to engage with high ranking UNDP Managers, Government Officials and international donor community and provide policy advisory support services.

Ability to effectively support in strategic planning, results-based management and reporting Ability to formulate and manage training programmes and design relevant training materials Ability to implement new systems and affect staff behavioural/ attitudinal change

15

Knowledge Management and Learning

Promotes knowledge management and a learning environment in the office through leadership and personal example;

Excellent knowledge of capacity building theory and the application of methodology: good understanding of capacity assessment methodologies; excellent ability to identify significant capacity building opportunities, ability to get capacity built, excellent ability to demonstrate national capacities built (mastery of the tools and their application)

Actively works towards continuing personal learning and development in one or more Practice Areas, acts on learning plan and applies newly acquired skills

Display understanding of the relevant contemporary ICT tools and continuously act towards personal capacity building

Excellent communication skills (written and oral): Sensitivity to and responsiveness to all partners.

VI. Recruitment Qualification Education: Advanced degree (Masters or equivalent) in Security Sector Reform, Development

Administration or similar with specialization in Governance/Public Administration/Public Policy

Experience: • 5-10 years experience of working with security/justice sector, in managing change processes;

• Experience working with large bureaucracies, especially police would be an advantage;

• Thorough knowledge regarding the alignment of development intervention/change management with civil service/public sector management, private entities is strongly preferred;

• Work experience in developing countries, in Asia and the Pacific is preferable; • Work experience with UN/UNDP/development partners.

Language Requirements:

Fluency in written and spoken English.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

16

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Security Sector Reform Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1. Strategic Direction and Organisational Reform; 2. Human Resource Management and Training; 3. Investigations, Operations and Prosecutions; 4. Crime Prevention and Community Policing; 5. Promoting Gender Sensitive Policing; and 6. Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Security Sector Reform (SSR) Expert will work under the direction of the International SSR Specialist to lead efforts to effectively implement the change management issues of the programme. S/he will have the following duties and responsibilities: • Responsibility for integrating organizational change and strategic reform initiatives across all the

key outcome areas for PRP; • Facilitate an organizational change culture and a systematic approach to reform within the

Bangladesh Police; • Facilitate workshops on change management and other related issues with Government, NGOs and

development partners; • Provide necessary guidance on building partnership with national/international organizations on

sharing best practices on change management; • Collaborate closely with the communications expert to ensure effective communication of change

and reform initiatives internally and externally;

17

• Assist the NPD and Project Manager providing inputs on change management issues in preparing and updating programme work plans;

• Assist efforts to operationalise the BP Strategic plan including linkages to budget, annual plans, work unit plans and use of key performance indicators;

• Provide training and work place mentoring for policy, planning and research personnel and other staff as required;

• Guide the review of, and support the implementation and maintenance of key policy and planning frameworks in Police and the Ministry of Home Affairs (MoHA);

• Work closely with counterparts from the Bangladesh Police and other government agencies to draft policy suggestions on change management issues;

• Support Bangladesh Police and MoHA policy and planning procedures to ensure a systematic and integrated approach to organisational change; and

• Plan and formulate evaluation documentation on organizational performance, citizens’ charters and performance management.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards (human rights, peace, understanding between peoples and nations, tolerance, integrity, respect, results orientation (UNDP core ethics) impartiality

Promotes the vision, mission, and strategic goals of UNDP Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability

Functional Competencies:

Management and Leadership

Builds strong relationships with clients, focuses on impact and result for the client and responds positively to feedback, timely responses to queries

Consistently approaches work with energy and a positive, constructive attitude Demonstrates good oral and written communication skills Demonstrates openness to change and ability to manage complexities Demonstrates strong administrative skills and results oriented approach to work

Development and Operational Effectiveness

Ability to engage with high ranking UNDP Managers, Government Officials and international donor community and provide policy advisory support services.

Ability to identify opportunities, conceptualize and develop project reports Ability to effectively support in strategic planning, results-based management and reporting Ability to formulate and manage training programmes and design relevant training materials Ability to implement new systems and affect staff behavioural/ attitudinal change

Knowledge Management and Learning

Promotes knowledge management and a learning environment in the office through leadership and personal example

Excellent knowledge of capacity building theory and the application of methodology: good understanding of capacity assessment methodologies; excellent ability to identify significant capacity building opportunities, ability to get capacity built, excellent ability to demonstrate national capacities built (mastery of the tools and their application)

Actively works towards continuing personal learning and development in one or more Practice Areas, acts on learning plan and applies newly acquired skills

18

Display understanding of the relevant contemporary ICT tools and continuously act towards personal capacity building

Excellent communication skills (written and oral): Sensitivity to and responsiveness to all partners, Respectful and helpful relations with all UN/UNDP staff.

VI. Recruitment Qualifications Education: Masters or equivalent professional qualifications in policing and justice sector Experience: • Experience working with large bureaucracies, especially in the justice sector

would be an advantage; • Strategic or academic experience working on policy issues within the justice

sector; • Thorough knowledge regarding the alignment of development

intervention/change management with civil service/public sector management, private entities is strongly preferred;

• Work experience with UN/UNDP/development partners preferred. Language Requirements:

Fluency in written and spoken English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

19

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Human Resources Specialist Post Number: Proposed Grade: ALD 4 Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Human Resources Specialist will work under the direction of the National Project Director and Project Manager. The Specialist shall work as the team leader for Outcome Team 2: Human Resource Management and shall be supported by a Police Training Specialist and national training expert to:

• Support efforts to establish and train a Human Resource (HR) Department at Police Headquarters to administer all HR requirements (in consultation with Training Department) and support Bangladesh Police in establishing information management systems which capture personnel details (including training) and assist the Human Resources Department to undertake an annual assessment of police morale;

• Support efforts to review the current Human Resources Management structure and implement recommendations and support Bangladesh Police and MoHA to study: 1) the desirability of separation of Law and Order functions from Crime and Investigation; 2) establishment of a dual system of uniformed and civilian career paths and 3) career policy for police trainers, teachers

20

and lecturers

• Support efforts to strengthen Police Welfare Bureau to identify, promote and initiate measures to enhance the wellbeing of police personnel, for example pay, working hours and holidays and review, support and monitor efforts to implement transparent accountable and centrally coordinated recruitment practice and design and implement a series of critical issues seminars on contemporary issues in police management

Key Results Expected • Professional and dedicated Human Resource Department established; • Human Resource Management policies, structures, systems and procedures updated to promote

transparent and merit based recruitment. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualification Education: Advanced university degree (Masters or equivalent), with extensive knowledge of

police education, post graduate degree from a recognised police academy combined with specialization in police education may also be accepted;

Experience: • At least ten years of progressively responsible professional experience as a specialist in the field of learning and human resource management;

• Experience in justice sector/ law enforcement reform in a developing context would be preferred;

• Proven ability to design and implement police training curriculum, particularly at management and executive level; and extensive experience in the assessment and validation of training programmes;

• Demonstrated capacity to design and implement career progression and succession planning in organizations and implement formal training programmes;

Language Requirements:

Fluency in oral and written English required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

21

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Police Training Specialist Post Number: Proposed Grade: Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Women’s Participation in Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Working under the guidance of the National Project Manager and Project Manager the Police training specialist will support the re-design of police training curriculum and the training of trainers. The Specialist will support training across all areas of PRP. The Specialist will lead efforts to:

• Strengthen the capacity of the existing Training Department in Bangladesh Police Headquarters to undertake a nation wide training need analysis to update the National Training Strategy; and support Bangladesh Police and the National Police Training Board to develop and build capacity for improved national structures for a modular and competence based training system for: 1) basic training,2) post initial training and 3) specialised training

• Support the Training Department to: develop training materials for training of trainers, on-the job coaches, teachers and lecturers; develop annual/multi year training plans in cooperation with other stakeholders (HRM department, training institutions, MoHA, etc)

• Develop a mechanism for a national system for monitoring progress of acquired

22

competences/qualifications, independent examinations and a system of internal and independent external quality control on police training and support efforts to establish formal and informal relations with regional and international police training institutions and other tertiary educational institutions in Bangladesh

• Support Bangladesh Police, MoHA and LGRD to establish a joint working group to prepare proposals regarding how to integrate Village Police and Ansar into training processes and develop and deliver basic training on identified priorities incl. community policing.

Key results expected • Comprehensive improvement in capacity to deliver competency based training to all ranks. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualification Education: Advanced university degree (Masters or equivalent), with extensive knowledge of

police education, post graduate degree from a recognised police academy combined with specialization in police education may also be accepted;

Experience: • At least ten years of progressively responsible professional experience as a specialist in police training;

• Experience in joint training with other justice sector/ law enforcement actors; • Proven ability to design and implement police training curriculum, particularly

at management and executive level; • Extensive experience in the assessment and validation of training programmes;

and demonstrated capacity to design and implement formal training; Demonstrated experience as Trainer/Instructor in police training institution or

previous experience as the head of a police training institution will be highly regarded.

Language Requirements:

Fluency in oral and written English required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

23

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Police Training Expert Post Number: Proposed Grade: Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Women’s Participation in Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Working under the guidance of the Police Training Specialist, the expert will support the re-design of police training curriculum and the training of trainers. The Expert will support training across all areas of PRP. The Expert will lead efforts to:

• Strengthen the capacity of the existing Training Department in Bangladesh Police Headquarters to undertake a nation wide training need analysis to update the National Training Strategy;

• Support Bangladesh Police and the National Police Training Board to develop and build capacity for improved national structures for a modular and competence based training system for: 1) basic training,2) post initial training and 3) specialised training

• Support the Training Department to: develop training materials for training of trainers, on-the job coaches, teachers and lecturers; develop annual/multi year training plans in cooperation with other stakeholders (HRM department, training institutions, MoHA, etc)

• Develop a mechanism for a national system for monitoring progress of acquired competences/qualifications, independent examinations and a system of internal and independent

24

external quality control on police training

• Support efforts to establish formal and informal relations with regional and international police training institutions and other tertiary educational institutions in Bangladesh

• Support Bangladesh Police, MoHA and LGRD to establish a joint working group to prepare proposals regarding how to integrate Village Police and Ansar into training processes and develop and deliver basic training on identified priorities incl. community policing.

Key results expected Comprehensive improvement in capacity to deliver competency based training to all ranks. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent Bangla drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualification Education: Post graduate degree from a police academy or specialization in police education

may also be accepted; Experience: • At least five years of progressively responsible professional experience as a

specialist in police training; • Demonstrated capacity to design and implement formal training programmes; Demonstrated experience as Trainer/Instructor in police training institution or

previous experience working within a police training institution will be highly regarded.

Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

25

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Investigation and Operations Specialist Post Number: Proposed Grade: ALD4 Organizational Unit: Police Reform Project Supervisor/ Grade: Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Women’s Participation in Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Investigation and Operations Specialist is responsible to lead Outcome Team 3: Investigations, Operations and Prosecutions. The Specialist reports to the National Project Director and Project Manager. The incumbent is responsible for the following:

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with crimes related to women and children;

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with serious and trans-national crime, financial crime, money laundering, crime against life and property and Terrorism;

• Support efforts to build capacity of investigating officers attached to Thana, such as basic investigations and operational training;

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• Provide further specialist training and support to THB investigations Unit and Investigation officers in “hot spot” areas including focus on victim support, sexual abuse, sexual assault and purchase and train women officers in use of rape kit to assist investigations;

• Support the Bangladesh Police to host international meetings on organised and transnational crime to raise awareness, establish professional linkages between relevant agencies and improve international cooperation;

• Support the establishment of an Intelligence Management Committee to undertake and implement a needs analysis to ensure a coordinated and structured response to the collection, analysis and dissemination of criminal intelligence;

• Strengthen the central Criminal Intelligence Unit and small Criminal Intelligence Cells at selected District and Metropolitan Detective Branches and progressively link to proposed national data management system;

• Provide training and equipment to support basic crime mapping and plotting in selected police stations and link to community policing information;

• Provide financial and technical support to Bangladesh Police and other justice sector actors to establish accredited in-house capacity for certified use of i2 notebook;

• Review and redevelop the police prosecutions course and explore possible linkages with tertiary institutions and roll out refresher training for Court Inspectors, based on new prosecutions course;

• Support to pilot working level mechanisms, such as Criminal Justice Coordination Committees, to resolve cross-boundary issues. Such mechanisms could comprise public prosecutors, police, court and other concerned departments and stakeholders;

• Support working level linkages and joint trainings on operations, investigations and prosecutions with NGOs, public prosecutors, police, court and other concerned departments and stakeholders;

• Support the Bangladesh Police to design, develop and disseminate police guidelines for custodial management and support efforts to monitor custodial management through the involvement of a suitable organisation, such as the National Human Rights Commission.

Key Results Expected • Investigation and prosecution processes begin to shift from confession to hard evidence based

procedures; • Investigation capacity for both general and specialized crime improved, in particular for crimes

against women and children, THB, sexual abuse/assault, serious and emerging crime, counter terrorism, financial and cyber crime;

• Improvement in criminal intelligence gathering, analysis and dissemination; and • More effective working level collaboration between police and the judicial system IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity,

27

including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Advanced degree from a recognized national police college/academy with further specialization in major/organized crime investigation and graduate from recognized national detective academy

Experience: Experience in change management, organizational development and/or capacity building, preferably in a development context;

Extensive experience in the conduct of complex and sensitive investigations and extensive experience in criminal case management;

Sound understanding of the use of basic forensic techniques to support criminal investigations;

Demonstrated capacity to design and implement training programmes and to provide formal and on-the-job instruction; and

Experience as Trainer/Instructor in a Detective Training School will be highly regarded.

Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

28

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Investigation and Operations Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The National expert will work under the guidance of the International Specialist, to improve the investigative practices of the Bangladesh Police. The Expert will ensure that gender and equity issues are mainstreamed through the investigations and operations areas of the project. The expert will:

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with crimes related to women and children;

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with serious and trans-national crime, financial crime, money laundering, crime against life and property and Terrorism;

• Support efforts to build capacity of investigating officers attached to Thana, such as basic

29

investigations and operational training;

• Provide further specialist training and support to THB investigations Unit and Investigation officers in “hot spot” areas including focus on victim support, sexual abuse, sexual assault and purchase and train women officers in use of rape kit to assist investigations;

• Support the Bangladesh Police to host international meetings on organised and transnational crime to raise awareness, establish professional linkages between relevant agencies and improve international cooperation;

• Support the establishment of an Intelligence Management Committee to undertake and implement a needs analysis to ensure a coordinated and structured response to the collection, analysis and dissemination of criminal intelligence;

• Strengthen the central Criminal Intelligence Unit and small Criminal Intelligence Cells at selected District and Metropolitan Detective Branches and progressively link to proposed national data management system;

• Provide training and equipment to support basic crime mapping and plotting in selected police stations and link to community policing information;

• Provide financial and technical support to Bangladesh Police and other justice sector actors to establish accredited in-house capacity for certified use of i2 notebook;

• Review and redevelop the police prosecutions course and explore possible linkages with tertiary institutions and roll out refresher training for Court Inspectors, based on new prosecutions course;

• Support to pilot working level mechanisms, such as Criminal Justice Coordination Committees, to resolve cross-boundary issues. Such mechanisms could comprise public prosecutors, police, court and other concerned departments and stakeholders;

• Support working level linkages and joint trainings on operations, investigations and prosecutions with NGOs, public prosecutors, police, court and other concerned departments and stakeholders;

• Support the Bangladesh Police to design, develop and disseminate police guidelines for custodial management and support efforts to monitor custodial management through the involvement of a suitable organisation, such as the National Human Rights Commission.

Key Results Expected • Investigation and prosecution processes begin to shift from confession to hard evidence based

procedures; • Investigation capacity for both general and specialized crime improved, in particular for crimes

against women and children, THB, sexual abuse/assault, serious and emerging crime, counter terrorism, financial and cyber crime;

• Improvement in criminal intelligence gathering, analysis and dissemination; and More effective working level collaboration between police and the judicial system

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent Bangla and English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and

30

working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Advanced Qualifications from police college/academy with further specialization in police investigation and prosecutions.

Experience: Extensive experience in the conduct of complex and sensitive investigations and extensive experience in criminal case management in Bangladesh;

Sound understanding of the use of basic forensic techniques to support criminal investigations;

Demonstrated capacity to design and implement training programmes; Fluency in written and spoken English and Bangla; Demonstrated capacity to design and implement training programmes and to

provide formal and on-the-job instruction; and Experience as Trainer/Instructor in a Detective Training School will be highly

regarded. Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

31

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Crime Prevention and Community Safety Specialist Post Number: Proposed Grade: ALD4 Organizational Unit: Police Reform Project Supervisor/ Grade: Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The international Specialist in the field of crime prevention and community safety will led outcome team 4: Crime Prevention and Community Policing. The Specialist will work under the leadership of the National Project Director and Project Manager to:

• Support efforts to establish 70 community policing centres and 600 community policing cells to develop crime prevention plans, consistent with the national strategy, with the community

• Support the Bangladesh Police to train 600 Community Policing Officers at Thana level and to establish a pool of qualified police and 240 NGO trainers on community policing and crime prevention;

• Support Bangladesh Police to undertake joint police-community events, including school visits and workshops, and interaction on the concepts and methodologies of community policing and crime prevention;

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• Undertake surveys to gauge public perceptions associated with community policing and identify possible interventions;

• Support efforts to develop and implement incentives schemes and performance awards to develop creative solutions to local problems;

• Support the establishment and dissemination of standard guidelines and implementation plans for Community Policing Forums and NGOs to build understanding of the roles, responsibilities and standard operating procedures;

• Support efforts to develop and implement community policing monitoring plan for Metropolitan and District Community Policing Centres and Community Police Officers;

• Support to enhance and promote regular interaction between Community Policing Forum and the informal and formal justice sector, such as village courts and ADR

• Support efforts to strengthen Community Policing Forums by training forums on roles and responsibilities with support from Police and NGO trainers, develop Community Action Plans and undertake orientation and awareness raising with NGOs and Community Policing Officers

Key Results Expected

• Community Policing philosophy is integrated into policing operations at all levels nationwide; • Effective community policing forums; and • Improved access to justice through refurbishment and ongoing support to women friendly Model

Thana. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Advanced degree from a recognized national police college/academy Experience: Relevant professional experience in crime prevention - post graduate

qualifications will be highly regarded; Extensive experience in the development, implementation and monitoring of

crime prevention and community safety programmes and initiatives; Experience in change management, organizational development and/or

33

capacity building, preferably in a development context; Proven ability to design and implementation organization-wide strategies; Demonstrated capacity to design and implement training programmes and to

provide formal and on-the-job instruction; and Demonstrated capacity to facilitate community consultations.

Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

34

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Crime Prevention and Community Policing Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context

The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Expert will support outcome team 4: Crime Prevention and Community Policing to:

• Support efforts to establish 70 community policing centres and 600 community policing cells to develop crime prevention plans, consistent with the national strategy, with the community

• Support the Bangladesh Police to train 600 Community Policing Officers at Thana level and to establish a pool of qualified police and 240 NGO trainers on community policing and crime prevention;

• Support Bangladesh Police to undertake joint police-community events, including school visits and workshops, and interaction on the concepts and methodologies of community policing and crime prevention;

• Undertake surveys to gauge public perceptions associated with community policing and identify possible interventions;

35

• Support efforts to develop and implement incentives schemes and performance awards to develop creative solutions to local problems;

• Support the establishment and dissemination of standard guidelines and implementation plans for Community Policing Forums and NGOs to build understanding of the roles, responsibilities and standard operating procedures;

• Support efforts to develop and implement community policing monitoring plan for Metropolitan and District Community Policing Centres and Community Police Officers; Support to enhance and promote regular interaction between Community Policing Forum and the informal and formal justice sector, such as village court-ADR

• Support efforts to strengthen Community Policing Forums, such as Train forums on roles and responsibilities with support from Police and NGO trainers, develop Community Action Plans and undertake orientation and awareness raising with NGOs and Community Policing Officers

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies: Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualification

Education: Advanced degree in a relevant social science or equivalent Police education Experience: Experience working in community policing;

Experience in justice sector/ law enforcement reform would be strongly preferred;

Experience working with police and civil society in capacity building; Demonstrated capacity to design and implement formal training programmes; Fluency in written and spoken English and Bangla;

Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

36

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Gender Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Gender Expert will lead Outcome team 5 and will provide input into all PRP products to ensure that gender aspects are mainstreamed throughout all PRP initiatives, especially organisational reform, training and community policing. The Gender Expert will maintain close working relationships with the Bangladesh Police Women’s Network to ensure a consultative approach on gender issues. The Expert will:

• Support policy level initiatives on domestic violence and gender issues, including the development and implementation of a Gender and Anti Discrimination Policy for Bangladesh Police, including establishing focal point for ensuring compliance;

• Review and improve gender awareness training materials, incorporate into all basic and specialised police training, establish Gender focal point to undertake follow up monitoring of impact of training and recommend amendments and updates and support to gender committees;

• Support efforts to prepare and implement a Women in Policing Strategy to actively increase the number of women police in Bangladesh and use them more effectively and support an action

37

plan to ensure the progressive deployment of women police officers around the country; • Support Bangladesh Police Women’s Network and undertake a training needs assessment for

women in the police and develop fast track training modules; support the Bangladesh Police to provide international training opportunities for women police to undertake leadership and management training; and support the Victim Support Expert and other staff.

Key Results expected • The participation of women in Bangladesh Police is increased at all ranks, and progressively

more women are represented in positions of authority; and gender awareness increased IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Post Graduate Degree in a relevant Social Science, such as Sociology, law or Gender;

Experience: Demonstrated capacity to work with the international covenants and declarations in the area of women and children;

Thorough knowledge on exiting laws of and propose amendments; Ability to identify and address relevant gender perspectives in substantive

work; Proven ability in designing materials for the implementation of Gender

Guidelines; Sounds understanding of criminal prosecution processes; Demonstrated capacity to design and implement work-placed training.

Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

38

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Victim Support Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Support the development and delivery of victim support training and the establishment of linkages between Bangladesh Police and victim support agencies. Ensure that gender and equity issues are mainstreamed through activities. The Expert will:

• Support the Bangladesh Police to conduct studies on victim support requirements and develop criteria to identify locations where Centres should be established (and evaluation of current victim support centres). On the basis of the evaluations support the establishment of up to a further 6 Victim Support Service Centres;

• Support efforts to establish regular training to police, government agencies and NGOs on victim support;

• Support Bangladesh Police, in partnership with NGOs, informal/traditional justice bodies and other government agencies, to implement victim support and referral systems in police stations

• Work with relevant government agencies and NGOs to assist efforts to sensitize police on the rights of the child and pilot juvenile focal points in selected areas;

• Support policy level initiatives on domestic violence and gender issues, including the development and implementation of a Gender and Anti Discrimination Policy for Bangladesh Police, including establishing focal point for ensuring compliance;

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• Develop and introduce a modular, competency-based domestic violence, sexual assault, victim management and interviewing techniques training for men and women police; and

• Support Bangladesh Police Women’s Network. Key Results expected

• Improved victim support services

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Post Graduate Degree in a relevant Social Science, such as Sociology, law and

Gender or professional qualifications in relevant discipline; Experience: Demonstrated capacity to work with the international covenants and

declarations in the area of women and children and victim management. Thorough knowledge of laws of the land and ability to propose amendments. Ability to identify and address relevant gender perspectives in substantive

work. Extensive experience in victim support management Proven ability in designing and implementation of victim support strategy Sounds understanding of criminal prosecution processes; Demonstrated capacity to design and implement work-placed training.

Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

40

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Police ICT Systems and Strategy Specialist Post Number: Proposed Grade: ALD 4 Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Under the overall guidance of the National Project Director and under the day-to-day management of the Project Manager this role will support to development of the information technology strategy and architectures. Also provide assistance with the preparation of acquisition strategy and procurement. The Specialist will lead an “Outcome Team” on information, communication and technology and will ensure that gender and equity issues are mainstreamed through relevant activities:

• Support efforts to establish governance structures and policy for ICT; • Support the development and implementation of costed Technology, Information and

Applications (Enterprise) Architectures and implementation plans for each area of current and proposed future ICT needs;

• Support to establish a Records Management Section within Police Headquarters, with a view to converting paper-based records to electronic format and maintaining future records electronically, including development of record management policies and mechanisms;

• Support Bangladesh Police to plan the acquisition of Government-funded Enterprise Resource Planning systems (finance, HR, asset management);

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• Support to establish a National Data Base System for intelligence and all criminal justice related data management, including enhancement of data capture mechanisms at police stations

• Support the piloting of reliable and scalable off-the-shelf case management and intelligence management systems to improve prosecutions and access to justice;

• Support to initiate linkages between Bangladesh Police and other government Justice Agencies to establish protocols for End-to-End Administration of Justice through ICT;

• Support to develop information sharing mechanisms to share information nationally and internationally (for example, Border management and INTERPOL);

• Technical support to develop the capability of Bangladesh Police Cybercrime Unit in developing computer forensic capability and review and propose amendments on the ICT Act 2006;

• Develop and deliver training (in partnership with Outcome Team 2) on IT service delivery, project and contract management;

• Provide support to improve (in partnership with Outcome Team 2) ICT training facilities in Police Training Centres and delivery of ICT training;

• Provide support to develop policies regarding public accessibility to policing information consistent with the Right to Information act. Such as: support efforts to increase public linkages via technology, such as a public e-services gateway using web page to enable members of the public to access information from and provide information to Bangladesh Police; enhance the police ‘hotline’ system and structures for anonymous reporting of complaints against police and support to develop the Community Policing Web Portal

Key Results Expected • ICT Master Plan informs a cost-effective and structured approach to the acquisition, installation and

application of ICT; • Crime response and prevention improved through better use of information and intelligence; and • Community safety enhanced through appropriate application of ICT infrastructure and training. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Advanced degree in a relevant field; Experience: Extensive experience in ICT in a police context, particularly the design and

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implementation of local and wide area networks and mail systems; Formal qualifications in ICT, particularly relational databases and data

networking; Experience in change management, organizational development and/or

capacity building, preferably in a development context; Proven ability in the design and implementation of ICT strategies; Extensive experience in the development of specification, procurement and

selection of relational databases for police information management systems; Demonstrated capacity to design and implement training programmes.

Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

43

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: ICT Systems and Strategy Expert Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners III. Functions / Key Results Expected Summary of key functions: National expert to support the implementation of ICT reform. The expert will sometimes be expected to lead Outcome team 6: Information Communication Technology. Key tasks include:

• Support efforts to establish governance structures and policy for ICT; • Support the development and implementation of costed Technology, Information and

Applications (Enterprise) Architectures and implementation plans for each area of current and proposed future ICT needs;

• Support to establish a Records Management Section within Police Headquarters, with a view to converting paper-based records to electronic format and maintaining future records electronically, including development of record management policies and mechanisms;

• Support Bangladesh Police to plan the acquisition of Government-funded Enterprise Resource Planning systems (finance, HR, asset management);

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• Support to establish a National Data Base System for intelligence and all criminal justice related data management, including enhancement of data capture mechanisms at police stations

• Support the piloting of reliable and scalable off-the-shelf case management and intelligence management systems to improve prosecutions and access to justice;

• Support to initiate linkages between Bangladesh Police and other government Justice Agencies to establish protocols for End-to-End Administration of Justice through ICT;

• Support to develop information sharing mechanisms to share information nationally and internationally (for example, Border management and INTERPOL);

• Technical support to develop the capability of Bangladesh Police Cybercrime Unit in developing computer forensic capability and review and propose amendments on the ICT Act 2006;

• Develop and deliver training (in partnership with Outcome Team 2) on IT service delivery, project and contract management;

• Provide support to improve (in partnership with Outcome Team 2) ICT training facilities in Police Training Centres and delivery of ICT training;

• Provide support to develop policies regarding public accessibility to policing information consistent with the Right to Information act. Such as: support efforts to increase public linkages via technology, such as a public e-services gateway using web page to enable members of the public to access information from and provide information to Bangladesh Police; enhance the police ‘hotline’ system and structures for anonymous reporting of complaints against police and support to develop the Community Policing Web Portal

Key Results Expected • ICT Master Plan informs a cost-effective and structured approach to the acquisition, installation and

application of ICT; • Crime response and prevention improved through better use of information and intelligence; and • Community safety enhanced through appropriate application of ICT infrastructure and training. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Advanced degree in a relevant field or formal qualifications in ICT, particularly relational databases and data networking;

Experience: • Extensive experience in ICT, preferably in a police or justice context, and particularly the design and implementation of local and wide area networks

45

and mail systems; • Proven ability in the design and implementation of ICT strategies; Demonstrated capacity to design and implement training programmes.

Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

46

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Project Officer Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Project Officer will be required for the duration of the programme and will support the Project Management Team to effectively implement the programme to the successful end and timely achievement of objectives:

• The Project Officer supports the smooth administration of the project through support to the Project Manager, Specialists and Experts as appropriate. This includes ensuring that all agreements with programme staff and short-term consultants are prepared negotiated and signed;

• Initiates and administers the mobilization of programme inputs under the responsibility of the executing agency;

• With respect to short-term consultants: ensures that they deliver the inputs in accordance with their contract, and provides overall supervision of the corresponding programme outputs and the submission of final reports/deliverables;

47

• With respect to training courses and workshop/seminars: coordinates agenda implementation, logistic support, and reporting and ensures the timely recruitment of resource persons. Also supports follow-up on lessons learned and impact evaluations;

• Assist the Project Manager and the Accountant for managing the programme budget on behalf of the NPD, ensuring that: programme funds are made available when needed and disbursed in accordance with the work plan and financial rules and regulations; accounting records and supporting documents are maintained; required financial reports are prepared; financial operations of the programme are transparent and stand up to audit at any time; and generally ensure that the financial procedures and regulations for NEX programmes are applied.

• Assist the Steering Committee including the taking and maintenance of the Minutes; • Captures and documents the lessons learnt from implementing the programme activities both in

terms of substance and process; • Liaises closely with the UNDP Programme Specialist and reports regularly to the NPD and the PM. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Professional qualifications in the field of law, human rights, social science,

development, or political science with a minimum of 3-5 years of relevant professional experience

Experience: Strong understanding of international human rights framework, development issues and planning principles;

Significant experience in the administration of project activities in a complex, high-profile organization;

Demonstrated proficiency in Information Communication Technology. Language Requirements:

Fluency in oral and written English and Bangla required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

48

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Office Assistant (2) Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Office Assistant responsibility is to: maintain in-coming and out-going documents, support the operations manager to track procurement progress, preserve programme files/documents, provide support to M&E Officer and other staff. In addition to this, she/he is responsible for any other job as assigned by the Project Management Team. S/he will prepare routine correspondence and general reference documents, organize data and information, maintains records, files and documents to facilitate monitoring of implementation.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors VI. Recruitment Qualifications Education: Higher Secondary Certificate

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Experience: Candidates should have minimum Higher Secondary Certificate with 3-5 years practical project experience in secretarial duties and use of computers (e.g., word, e-mail, internet), preferably within UN supported programmes. Knowledge of UNDP provided software, e-mail, Internet and website maintenance is essential.

Language Requirements:

Fluency in written and spoken English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

50

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Programme Assistant Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: The Programme Assistant responsibility is to: maintain in-coming and out-going documents, support the operations manager to track procurement progress, preserve programme files/documents and provide support to Programme Management Team. In addition to this, she/he is responsible for any other job as assigned by the Project Management Team. S/he will prepare routine correspondence and general reference documents, organize data and information, maintains records, files and documents to facilitate monitoring of implementation. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors VI. Recruitment Qualifications

51

Education: Graduation degree and at least one year Diploma in Information Technology (IT) from a recognized computer institution;

Experience: 3-5 years practical experience in secretarial duties and use of computers, preferably within UN supported programs; Excellent computer skills and ability to provide IT support for personnel computer users including troubleshooting of hardware and software applications; Demonstrated ability in use of Microsoft Office including Word, Excel Power point and publishing software; Knowledge of UNDP provided software, e-mail, internet and website maintenance is essential;

Language Requirements:

Fluency in written and spoken English and Bangla.

Typing Speed:

English 60 wpm and Bangla 40 wpm

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

52

UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Monitoring and Evaluation Officer Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: • Assist the Programme Management Team and Monitoring Specialist with monitoring evaluation and

reporting on programme progress; • Prepare monitoring and evaluation reports as required by UNDP and Government; • Support efforts to enhance the monitoring and evaluation capacity of the Bangladesh Police and

Ministry of Home Affairs; • Support regular data capture at both the activity level (number of people trained) and output and

outcome level. The data will be disaggregated and systematically analysed; • Provide advice to improve implementation of programme components and activities; • Undertake applied research and ensure lessons learned through the programme are disseminated to

all key stakeholders; and • Other programme activities associated with monitoring and evaluation of the PRP.

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IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards (human rights, peace, understanding between peoples and nations, tolerance, integrity, respect, results orientation (UNDP core ethics) impartiality

Promotes the vision, mission, and strategic goals of UNDP Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability

Functional Competencies:

Management and Leadership

Builds strong relationships with clients, focuses on impact and result for the client and responds positively to feedback, timely responses to queries

Consistently approaches work with energy and a positive, constructive attitude Demonstrates good oral and written communication skills Demonstrates openness to change and ability to manage complexities Demonstrates strong administrative skills and results oriented approach to work

Development and Operational Effectiveness

Ability to engage with high ranking UNDP Managers, Government Officials and international donor community and provide policy advisory support services.

Ability to identify opportunities, conceptualize and develop project reports Ability to analyse situations and act accordingly Ability to effectively support in strategic planning, results-based management and reporting Ability to formulate and manage training programmes and design relevant training materials Ability to implement new systems and affect staff behavioural/ attitudinal change

Knowledge Management and Learning

Promotes knowledge management and a learning environment in the office through leadership and personal example: Excellent knowledge of capacity building theory and the application of methodology: good understanding of capacity assessment methodologies; excellent ability to identify significant capacity building opportunities, ability to get capacity built, excellent ability to demonstrate national capacities built (mastery of the tools and their application)

Actively works towards continuing personal learning and development in one or more Practice Areas, acts on learning plan and applies newly acquired skills

Display understanding of the relevant contemporary ICT tools and continuously act towards personal capacity building

Excellent communication skills (written and oral): Sensitivity to and responsiveness to all partners, Respectful and helpful relations with all UN/UNDP staff.

VI. Recruitment Qualifications

Education: Qualifications in management, governance disciplines or related areas Experience: • Extensive experience in needs analysis and programme monitoring and

evaluation; • Good knowledge and understanding of monitoring, evaluation and project

design mechanisms; and

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• Demonstrated understanding of governance/human security issues; • Experience in government and/or law enforcement is desirable.

Language Requirements:

Fluency in written and spoken English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

55

UNITED NATIONS DEVELOPMENT PROGRAMME GENERIC JOB DESCRIPTION

I. Post Information Post Title: Public Relations Officer Pre-classified Grade: BL-9 Project: Police Reform Programme Supervisor: Project Manager Duration: 1 year (with possibility of extension) II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of Key Functions: The Public Relations Officer implements the corporate communications strategy, as well as provides inputs to the design, management and implementation of the Police Reform Programme communications and publication strategies which are geared to influence the development agenda, promote public and media outreach and mobilize political and financial support. The Public Relations Officer works in close collaboration with the PRP staff, UNDP, Government officials, international and local media, subject matter experts, and civil society ensuring successful communication strategy implementation.

Planning and design of internal and external strategies for communications and outreach Implementation of the publications strategy and plan Supervision of the design and maintenance of the PRP web site; Provide support to the Bangladesh Police Media Cell and efforts to build communications capacity; Support to business development; Facilitation of knowledge building and knowledge sharing

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Ensures planning and design of internal and external strategies for communications and outreach focusing on achievement of the following results:

Preparation and conduct of communications needs assessments. Drafting/editing of communications and outreach strategy.

Ensures implementation of the PRP publications strategy and plan focusing on the achievement of the following results:

Implementation of the PRP publications strategy and plan. Identification of storylines for publications and drafting of substantive articles contributing to

debates on key issues. Coordination and management of PRP publication activities, such as content management,

norms for publishing, design, etc. Contact with printers and other suppliers to ensure production and ensure publications

dissemination. Supervision of the design and maintenance of the PRP web site focusing on achievement of the following results:

Supervision of the design and maintenance of the office web site based on corporate requirements in cooperation with the ICT staff.

Preparation of the content for the web sites to ensure consistency of the materials. Supports the business development focusing on achievement of the following results:

Launches and campaigns Promotion and maintenance of public information campaigns on PRP activities. Promotion and dissemination of corporate advocacy materials for launching flagship initiatives

and publications. Outreach

Maintenance of increased coverage and understanding of the PRP’s work in the country through regular media contacts and provision of newsworthy information to national public and, where possible, donors.

Organization of roundtable discussions, press conferences, briefing sessions, interviews, launches, etc.

Ensured access for journalists to subject matter experts. Drafting/production of regular newsletter. Preparation of reports, civic education and community awareness where appropriate to support

project.

Public information

Effective responses to inquiries for public information materials. Ensures facilitation of knowledge building and management focusing on achievement of the following results:

Identification and synthesis of best practices and lessons learned directly linked to PRP goals and activities.

Sound contributions to knowledge networks and communities of practice including corporate communications repositories.

Provision of training, consultancy and advice to PRP staff on communications for development IV. Impact of Results The key results have an impact on creation of effective communications and dissemination of information on the Police Reform Programme. In particular, the key results have an impact on implementation of PRP communications and publication strategies, as well as reaching resource mobilization targets.

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V. Competencies and Critical Success Factors Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards Advocates and promotes the vision, mission, and strategic goals of UNDP Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability Treats all people fairly without favouritism

Functional Competencies Knowledge Management and Learning

Shares knowledge and experience and contributes to UNDP Practice Areas Encourages office staff to share knowledge and contribute to UNDP Practice Areas Develops deep knowledge in Practice Areas Actively works towards continuing personal learning and development in one or more Practice

Areas, acts on learning plan and applies newly acquired skills Development and Operational Effectiveness

Ability to implement communications and publications strategies Ability to advocate effectively Communicates sensitively and effectively across different constituencies Demonstrates excellent ability to write and communicate orally with accuracy and professionalism Good knowledge of current development issues particularly those pertinent to UNDP’s Practice

Areas. Ability to conceptualize issues and analyze data Demonstrates strong IT skills

Management and Leadership: Focuses on impact and result for the client Leads teams effectively and shows conflict resolution skills Consistently approaches work with energy and a positive, constructive attitude Demonstrates openness to change and ability to manage complexities

VI. Recruitment Qualifications Education: Master's degree in Media Relations, Journalism, Mass

Communication. Experience:

5 years of relevant experience at the national or international level in public relations, communications or advocacy.

Previous experience with a multilateral/ international organization is helpful but not mandatory.

Language Requirements: Fluency in verbal and written English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME GENERIC JOB DESCRIPTION

I. Post Information Post Title: Finance and Accounts Officer Pre-classified Grade: BL-6 Project: Police Reform Programme Supervisor: Project Manager Duration: Project duration II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of Key Functions:

Assume direct responsibility for managing the programme budget on behalf of the Project Manager, ensuring that:

- Programme funds are made available when needed and disbursed in accordance with the work plan and financial rules and regulations;

- Accounting records and supporting documents are maintained; - Required financial reports are prepared; - Financial operations of the programme are transparent and stands up to audit at any time; - Financial planning in the form of Annual Work Plans are consulted and prepared in

discussions with relevant team leaders; and - Generally ensure that the financial procedures and regulations for NEX programmes are

applied.

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Represent PRP, if and when required, during NEX Audits; Prepare draft budget revisions, shadow budgets, budget reprisal based on programme delivery reports

(PDRs), cost sharing appointment reports and other financial and accounting reports; Make disbursement from petty cash and maintain expenditure statement, cashbook, bank register and

reconciliation statement etc Monitor timely submission of Quarterly Advanced Request, Quarterly Financial Report , Annual

Equipment Inventory Report. Assist the NPD and PM to prepare and update budgetary aspects of programme work plans; Ensure the programme budget is regularly updated so that it reflects the current status of financial

delivery and estimated requirements for the future quarters and years as accurately as possible; Maintain a comprehensive financial picture to support reporting and implementation.

IV. Impact of Results The key results have an impact on creation of effective communications and dissemination of information on the Police Reform Programme. In particular, the key results have an impact on implementation of PRP communications and publication strategies, as well as reaching resource mobilization targets. V. Competencies and Critical Success Factors Corporate Competencies:

Demonstrates integrity by modelling the UN’s values and ethical standards Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability Treats all people fairly without favouritism

Functional Competencies: Knowledge Management and Learning

Actively works towards continuing personal learning and development in one or more Practice Areas, acts on learning plan and applies newly acquired skills

Development and Operational Effectiveness Ability to advocate effectively Communicates sensitively and effectively across different constituencies Demonstrates excellent ability to write and communicate orally with accuracy and professionalism Demonstrates strong IT skills

Management and Leadership: Focuses on impact and result for the client Shows conflict resolution skills Consistently approaches work with energy and a positive, constructive attitude Demonstrates openness to change and ability to manage complexities

VI. Recruitment Qualifications Education: Master's degree in Accounting and/or Finance; Experience:

Minimum 7 years relevant professional experience preferably in UN/ multilateral donor projects;

Strong understanding of Budgeting, Pay Roll, UN/GoB Accounting; Sufficient experience with contemporary accounting systems;

Language Requirements: Fluency in verbal and written English and Bangla VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Administration and Finance Assistant (2) Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Programme Supervisor/ Grade: Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions:

She/he will be required for the duration of the programme and until all the procedures for closure are completed. Key functions include:

• Provide assistance to Admin/Finance Officer for all day to day programme budgetary and financial management;

• Provide assistance to the Project Officer for all project management related activities including liaison with different government agencies/donor partners, NGOs and other key stakeholders;

• Provide assistance to Admin/Finance Officer to prepare periodic accounting records, maintain delivery records and make programme transactions using UNDP provided software;

• Maintain inventory of assets; • Logistic support to workshop/seminar and other programme activities; • Provide assistance to Admin/Finance Officer to prepare draft budget revisions, shadow budgets,

budget reprisal, cost sharing and other financial and accounting reports;

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• Provide assistance to Admin/Finance Officer to make disbursement from petty cash and maintains expenditure statement, cashbook, bank register, etc;

• Provide assistance to Admin/Finance Officer to monitor of timely submission of Reports, Countersigned by the Programme Office;

• Responsible for any other job as assigned by the Supervisor. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. VI. Recruitment Qualifications

Education: Qualifications in management, finance or related areas Experience: • Relevant training or professional qualifications;

• 3-5 years practical experience in relevant fields, preferably with UN system; • Familiarity with UNDP and national execution rules, regulations and

procedures; • Understanding of governance/human security issues; • Excellent computer skills with using e-mail and internet; • Initiative and sound judgment; and • Capacity to work independently and as a member of a team.

Language Requirements:

Fluency in written and spoken English and Bangla.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME GENERIC JOB DESCRIPTION

I. Position Information Job Code Title: Driver-cum-messenger (6) Project: Police Reform Programme Supervisor: Programme Manager II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of Key Functions:

Provision of reliable and secure driving services Proper use of vehicle Day-to-day maintenance of the assigned vehicle Availability of documents/ supplies

1. Ensures provision of reliable and safe driving services by a) driving office vehicles for the transport of

Police Reform Programme officials and delivery and collection of mail, documents and other items, and b) meeting official personnel and visitors at the airport including visa and customs formalities arrangement if and when required.

2. Ensures cost-savings through proper use of vehicle through accurate maintenance of daily vehicle logs, provision of inputs to preparation of the vehicle maintenance plans and reports.

3. Ensures proper day-to-day maintenance of the assigned vehicle through timely minor repairs, arrangements for major repairs, timely changes of oil, check of tires, brakes, car washing, etc.

4. Ensures availability of all the required documents/supplies including vehicle insurance, vehicle logs, office directory, map of the city/country, first aid kit, necessary spare parts in the assigned vehicle.

5. Ensures that all immediate actions required by rules and are taken in case of involvement in accidents.

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IV. Impact of Results The key results have an impact on the accurate, safe, cost-effective and timely execution of the project.

V. Competencies and Critical Success Factors

Corporate Competencies: Demonstrates commitment to UNDP’s mission, vision and values. Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability

Functional Competencies: Knowledge Management and Learning

Shares knowledge and experience Provides helpful feedback and advice to others in the office

Development and Operational Effectiveness Demonstrates excellent knowledge of driving rules and regulations and skills in minor vehicle repair Demonstrates excellent knowledge of protocol Demonstrates excellent knowledge of security issues

Leadership and Self-Management Focuses on result for the client Consistently approaches work with energy and a positive, constructive attitude Remains calm, in control and good humored even under pressure Responds positively to critical feedback and differing points of views

VI. Recruitment Qualifications Education: Secondary Education. Valid Driver’s license. Experience: 2-3 years’ work experience as a driver;

experience of UN or government organizations would be an asset; safe driving record; knowledge of driving rules and regulations and skills in minor vehicle repair.

Language Requirements: Bangla and English are required VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Management Assistant Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor: Project Manager; National Project Director Source of Funding: Project

II. ORGANIZATIONAL CONTEXT

The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. Summary of key functions: The Management Assistant is a full-time member of the Project Team reporting to the Project Manager and the National Project Director. The Management Assistant is responsible for:

Assisting the Programme Management Team in the day to day business of project management, in monitoring project performance and prompting timely remedial course of action when necessary;

Collecting and organizing required data and information and maintaining programme files/documents;

Assisting in the preparation of key project documents, annual work plans and formal project correspondence;

Preparing a variety of written outputs for internal and external use including, briefings, presentations, speeches and talking points;

As PRP focal point for HR issues, supporting the selection and recruitment of national project personnel;

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Organizing and participating in field visits, workshops, community consultations, meetings etc. In addition to this, she/he is responsible for any other job as assigned by the Project

Management Team.

IV. IMPACT OF RESULTS

The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. VI. Recruitment Qualifications

Education: Bachelors in Business Administration or Management; Experience: • 3-5 years practical experience in the administration of project activities in a

complex, high-profile organization preferably within UN supported programmes;

• Capacity to work independently and as a member of a team; • Communication: excellent English drafting skills is required especially with

respect to the preparation of complex reports and conduct of presentations clearly and concisely and the ability to defend recommendations and present options;

• Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance;

• Demonstrated ability to establish and maintain productive contacts with appropriate officials of host government, donor agencies and executing agencies;

• Knowledge of UNDP provided software; e-mail Internet and website maintenance is desirable.

Language Requirements:

For this post, fluency in oral and written English and Bangla is required.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Forensic Adviser Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Investigations Operations and Prosecutions Specialist Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Short-term International Forensic Specialist in the field of police forensic operations. This is a practitioner level role, not a high-level scientific role. The Specialist will ensure that gender and equity issues are mainstreamed through the forensic areas of the project and that forensic support is focused and sustainable. The Forensic specialist will work under the general direction of the Investigations Specialist to:

• Support Bangladesh Police, MoHA, MLJP, High Court, Attorney General’s Office and other concerned authorities to establish a working group to deal with the strategic, operational and scientific development and use of forensics in criminal investigation and trial procedures;

• Support efforts to develop a Forensic Science Strategy and on the basis of the Strategy, procure forensic equipment which is sustainable and cost effective and assist the Bangladesh Police to train personnel in their use;

• Support efforts to improve basic forensic awareness training, including crime scene preservation,

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using modular competency based packages that can be delivered to police and the magistracy, and equipment and support to train police in offender fingerprints, offender photographs.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations; Technological Awareness: Fully proficient computer skills and use of relevant software and other applications, e.g. word processing, graphics software, spreadsheets and other statistical applications, Internet, etc. familiarity with and experience in the use of various research methodologies and sources, including electronic sources on the internet and other databases. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field; Leadership and supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Formal qualifications in Forensic –multi-disciplinary qualifications in fingerprints,

ballistics, document examination, crime scene examination and/or DNA will be highly regarded;

Experience: • Experience in change management, organizational development and/or capacity building, preferably in a development context;

• Extensive practical experience as a police forensic practitioner; • Demonstrated capacity to design and implement training programmes related

to forensic disciplines; and • Demonstrated capacity to design and implement training programmes and to

provide formal and on-the-job instruction. Language Requirements:

For this post, fluency in oral and written English is required; working knowledge of other official United Nations languages and Bangla is an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Anti-Human Trafficking Adviser Post Number: Proposed Grade: Organizational Unit: Police Reform Project Supervisor/ Grade: Investigations Operations and Prosecutions Specialist Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Specialist will support the development of Anti Human Trafficking Strategies and establish and efforts to tackle human trafficking on local, district, national and international level. Working under the direction of the Investigations Specialist the Adviser will also ensure that gender and equity issues are mainstreamed throughout all THB initiatives. Responsibility includes:

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with crimes related to women and children especially Trafficking in Human Beings;

• Support Bangladesh Police to enhance the capacity of Criminal Intelligence Department, Special Branch and Detective Branch to deal more professionally with serious and trans-national crime, financial crime, money laundering, crime against life and property and Terrorism;

• Provide further specialist training and support to THB investigations Unit and Investigation officers in “hot spot” areas including focus on victim support, sexual abuse, sexual assault and

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purchase and train women officers in use of rape kit to assist investigations. This will also include support to review and propose amendments on laws relevant to anti-trafficking;

• Develop, implement and revise policy, procedures, standards, guidelines and strategic plans relating to the fight against human trafficking e.g. National Action Plan for Fight against Human Trafficking with special emphasis on Child Trafficking.

• Take Leadership for Human Trafficking projects, awareness campaigns and sensitization initiatives on broader and countrywide basis;

• Support the implementation of a comprehensive Victim Referral and Support System with special emphasis on children and traumatized victims (PTSD);

• Develop, revise and oversee delivery of in serving police staff training on international good practice and intelligence led investigation techniques/interview techniques and human rights to enhance police capacity in fighting THB;

• Develop and advise strategy implementation for law enforcement and NGO cooperation on a countrywide basis to improve local victim support service;

• Develop a comprehensive THB curriculum to be used as an integral part at the police-training center;

• Manage capacity building for Bangladesh Police take an active role in the fight against Human Trafficking on international level; and

• Active participation in law reform initiatives related to Trafficking in Human Beings. IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations; Technological Awareness: Fully proficient computer skills and use of relevant software and other applications, e.g. word processing, graphics software, spreadsheets and other statistical applications, Internet, etc. familiarity with and experience in the use of various research methodologies and sources, including electronic sources on the internet and other databases. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field; Leadership and supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Relevant advanced degree from a recognized national police academy with further specialization in major/organized crime investigation

Experience: • At least ten years of progressively responsible professional experience in crime investigations and THB investigations on operative and management level which includes high level and demonstrated knowledge of large scale THB investigations on an international basis.

• Good theoretical background in the concept of THB with an intensive understanding of UN policies towards Trafficking in Human Being

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especially Women and Children; • Demonstrated knowledge in the scope and function of NRFM-National

Referral Mechanism for trafficked and traumatized victims; • In-depth knowledge and experience of relevant international treaties and

conventions (Palermo Protocol); Language Requirements:

For this post, fluency in oral and written English is required; working knowledge of other official United Nations languages and Bangla is an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Law Reform Adviser Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Security Sector Reform Specialist Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: National Consultant to support the initiative to promote dialogue and reform relevant provisions of the Police Act, Police Regulations of Bengal and Code of Criminal Procedure and other relevant legislation.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly and concisely and the ability to defend recommendations and present options; demonstrated

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interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications Education: Masters in law Experience: Extensive experience in law reform initiative, legal drafting preferably in a

policing or justice sector context; Demonstrated capacity to undertake extensive stakeholder consultations

required for law reform initiative; Extensive experience in law, validation and refinement; Fluency in written and spoken English and Bangla, particularly in legal

drafting; Substantive experience in a formal institution, national or international will be

highly regarded. Sufficient exposure to ICT.

Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date

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UNITED NATIONS DEVELOPMENT PROGRAMME JOB DESCRIPTION

I. Post Information Post Title: Construction Adviser Post Number: Proposed Grade: TBC Organizational Unit: Police Reform Project Supervisor/ Grade: Project Manager Source of Funding: Project II. Organizational Context The Police Reform Programme (PRP) is a long-term and comprehensive capacity building initiative to improve human security in Bangladesh. PRP supports the transition from a colonial style police force to democratic policing by strengthening the Bangladesh Police’s ability to contribute to a safer and more secure environment based on respect for the rule of law, human rights and equitable access to justice. The Programme has a specific focus on the poor and disadvantaged, women and children, and delivering tangible results at the Thana (police station) level. PRP also recognises the potential contribution that the police can make to national security and social and economic growth. Phase I of PRP (January 2005-September 2009) established the foundation for reform by building national ownership and supporting the roll out of a community policing philosophy across the country. Phase II (October 2009-October 2014) will consolidate previous efforts by supporting the Bangladesh Police Strategic Plan and pursuing the following outcomes:

1 Strategic Direction and Organisational Reform; 2 Human Resource Management and Training; 3 Investigations, Operations and Prosecutions; 4 Crime Prevention and Community Policing; 5 Promoting Gender Sensitive Policing; and 6 Information, Communications and Technology.

PRP also seeks to strengthen functional linkages with the broader social and justice sector. The Ministry of Home Affairs and Bangladesh Police drive the reform process with technical and financial support from UNDP and other development partners. III. Functions / Key Results Expected Summary of key functions: Short-term National Consultant to undertake refurbishment assessments re-designs as necessary and provision of oversight and quality assurance of refurbishment activities. The Adviser will ensure that gender and equity issues are considered in the construction and refurbishment of police buildings.

IV. Impact of Results The key results have an impact on the overall success of the country program and reaching UNDAF/CPD goals. In particular, the key results have an impact on the design, operation and programming of activities, creation of strategic partnerships as well as reaching overall project targets. V. Competencies and Critical Success Factors Competencies Communication: Professional and demonstrated excellent English drafting skills required especially with respect to the preparation of complex reports, strategic plans and conduct of presentations clearly

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and concisely and the ability to defend recommendations and present options; demonstrated interpersonal skills and ability to establish and maintain effective working relations. Teamwork: Good interpersonal skills and ability to establish and maintain effective partnerships and working relations in a multicultural, multi-ethnic environment with sensitivity and respect for diversity, including gender balance. Gender Mainstreaming: Ability to identify and address relevant gender perspectives in substantive work. Managing and Supervisory: Ability to establish priorities and to plan, co-ordinate and monitor own work plan and those under supervision; willingness to keep abreast of new developments in the field, supervisory skills and ability to coach, mentor and develop staff. VI. Recruitment Qualifications

Education: Masters or Equivalent in Engineering or relevant qualifications in building and construction

Experience: Extensive experience in monitoring construction and refurbishment in Bangladesh;

Sound knowledge of contracting and procurement processes; Experience working with the Local Government Engineering Department and

Public Works Department would be highly regarded. Language Requirements:

Fluency in oral and written English required; working knowledge of other official United Nations languages and Bangla an added advantage.

VII. Signatures- Post Description Certification Incumbent (if applicable) Name Signature Date Supervisor Name / Title Signature Date