Strengthening Bangladesh
Police Project (SBPP)
A Joint initiative of the
Government Of Bangladesh
&
United Nations Development Programme
Setting the Scene
Police reform is a difficult and necessary task for all states
Bangladesh Police is seen as a legacy of colonial rule (The Police Act
of 1861, the Criminal Procedure Code of 1898)
The Police is considered as an instrument to preserve the power and
authority of various types of governments, rather than a service to
protect the rights of average citizens
There exists a negative relationship between the Police and the
Population.
The Police Commission of Bangladesh (1988-89) underlined the need
for reforms but it’s recommendations were not implemented.
The GoB did not forge partnership with other development partners
despite their longstanding efforts.
PROGRAM PURPOSE:
The Purpose of the SBP is to develop a safer and more
secure environment based on respect for human rights and
equitable access to justice through police reform, which is
more responsive to the needs of poor and vulnerable people
including women.
PROGRAMME OUTCOME:
Enhanced capacity and willingness of Bangladesh police and
key stakeholders to contribute in a collaborative manner to the
creation of a safer and more secure environment based on
respect for human rights, equitable access to justice and rule of
law in accordance with a multi-party democracy.
In short: To convert what had been created as an instrument of
the colonial repression, into a capable duty bearer at the
service of the community.
The development and implementation process of
SBPP
The Project Support Document (PSD) was designed by GOB & UNDP
and signed on 11 January 2005
2003 2004 2005
STEP - 1 STEP - 2 STEP - 3 STEP - 4
Preparatory Needs Project Support Implementation
Assistance Assessment Document
Juxtaposing the 10-step approach on the development and
implementation process of SBPP
2003 2004 2005
Phase -I Phase – II Phase – III Phase –IV
Steps 1, 2, 3 Steps 4, 5, 6 Steps 6, 7, 8, 9 Steps 7, 8, 9, 10
Preparatory Needs Project Support
Implementation
Assistance Assessment Document
Step 1
Familiarizing with the Programming Context
UNDP’s Human Security Report—In Search of Justice and Dignity
(2002)
Political Support at the highest level for a Police Reform programme:
position paper on Institutional Strengthening of the Criminal Justice
and Enhancement of Police Capacity in Bangladesh (2003)
Interim PRSP (2003).
TIB Surveys
Social demand for improved security as reflected i.a. by the media.
Wide consensus across party lines on the need to convert the Police
Force into a Police Service. Shared electoral pledge.
Enough pro-reform elements within the Police itself. Better training,
better advancement prospects, seen as positive incentives.
Step-2
Selection of a development problem
Identification of the Access to Justice Problem
Naripokkho project monitoring 22 police stations over a period of
6 years from October 1998 to November 2004, titled “Monitoring
State Intervention to Combat Violence against Women”
The UNDP Bangladesh got involved in critical discussions and
negotiations at both formal and informal levels with the
stakeholders of security and criminal justice sector, in
Bangladesh particularly with Bangladesh Police
Towards Pro-women policing in Bangladesh
To change the Police Force into a Police Service, less militarized
in its approach and training
Step-3
Securing Adequate Capacities
It was decided to start work on a possible
project to address this problem and
accordingly a PA was launched
The PA facilitated to undertake a Need
Assessment Mission which was composed
of both local and international Experts
Step-4
Ensuring participation
The Need Assessment Mission undertook the
critical process of participatory consultations with
various stakeholders following draft guidelines for
participatory consultations on access to justice
released in June 2003 by AP-A2J Initiative
Introductory Meeting—Brainstorming Meeting—
Stakeholders Panels (Govt/CSO/DPs/Focus
groups)--Consolidation Workshop.
Adequate space for participation throughout the
Project life
Step-5
Analyzing Problems and its cause and effects
• The needs Assessment confirmed the analysis made by the Human Security Report
One of those major obstacles in the case of criminal justice is the lack of police
responsiveness to the poor, due in turn to several factors:
anti-poor bias
lack of human rights awareness,
pressures from powerful interest groups and influential members of the community,
deficient training resulting in serious lack of investigative skills,
ethos focused on repression,
poor mechanisms for police monitoring and accountability,
poor remuneration and motivation,
lack of an adequate promotion system.
Results: worrying law and order situation. Serious lacks in the police forces are one
of the main causes in the law and order problem. This situation affects more
severely the disadvantaged groups who see their problems compounded by the
obstacles they face to access justice.
Steps 6 (& 7)- Setting objectives and
Selecting outcomes (Defining and Prioritizing
Strategies)
Contribute to a Safer and more Secure Environment
Based on Respect for Human Rights, Equitable
access to Justice and Rule of Law
Crime Investigations,
Prevention Operations & HRM & D Strategy and
Prosecutions Oversight
Community Community Crime General HRM & Leadership Asset Oversight,
Engagement Confidence & Investigations Professional Management & Planning, Future
& Crime
Policing &
Equitable & Prosecutions Development Administration Acquisition & Directions &
Prevention access & Public Order Management Planning
Crime Prosecutions
Prevention
Steps (7 &) 8
Setting outputs and a Partnership Strategy
(Defining and Prioritizing Strategies)
Two pronged strategy: 1) Increase police’s professionalism 2) Make it
more responsive – behavioural change – and integrated in the
community, increasing public confidence.
Gender and responsiveness towards the poor and disadvantaged
mainstreamed in all components, both in design of procedures and in
allocation of resources.
Holistic and integrated approach to address issues within the
organization and external factors that impact on performance.
SBP is phase 1 (3 years) of a broader Police Reform Programme, with
successive phases to reach a total of 9-10 years, depending on the
results achieved on phase 1, including continuing support by GoB.
Open process approach to be able to respond to opportunities and
reform priorities as they arise. Emphasis on flexibility.
Step 9-
Establishing an Implementation Framework
Implementation under National Execution (NEX) modality
Implementing partner: Ministry of Home Affairs (MoHA)
Designated National Institution: Bangladesh Police (BP)
Cost-sharing partner: DFID (many others are willing to be partners)
Steering Committee will include as well representatives
from NGOs and Civil Society Groups, Attorney-General’s
Office, Ministry of Social Welfare, Ministry of Law and
Justice & Ministry of Women and Children Affairs
Step-10
Designing a Monitoring and Evaluation System
Program Support, Monitoring and
Evaluation Unit (PSM&EU)
Compliance of UNDP’s M&E Framework
Strengthening Bangladesh Police
(PRP: Phase – 1)
Access to Justice
Crime HRM &
Prevention Training
Investigations, Improved Efficiency and Strategy &
Operations & Effectiveness of the Bangladesh Oversight
Prosecutions
Development & Poverty
Reduction (in line with MDGs)
Safer,more Enhanced National Stability Better Stakeholder Environment for
Confident commu. Police Capability & Security Cooperation Investment
INTENDED BENEFICIARIES
• People of Bangladesh in metropolitan and rural
locations throughout the nations. Particularly poor,
minorities, women, children and young people.
• The police themselves are also a target group of
this intervention.
KEY COMPONENTS
• Crime Prevention
•Investigations, Operations and Prosecution
•Human Resource Management and Training
•Strategy and Oversight
•Programme Management
Component –1: Crime Prevention
Objective: Police-community engagement
will create an environment that facilitates
prevention of crime and equitable access to
justice. This includes development of a
National Crime Prevention Strategy with a
gender perspective.
A further key objective is to minimise the
opportunity for inappropriate influence over
the police in administering their role in the
justice system.
Component –1: Crime Prevention
Key outcomes:
• Enhanced crime prevention through police/community
awareness and collaboration
• Removal of barriers to the more effective reporting of crime
• Creation of an environment that enhances the public
image of police and provides reduced opportunity for
inappropriate influence over police
• Contribution by Police to victim support enhanced
particularly for the poor, women and girls and vulnerable
groups.
• Enhanced Capacity to be responsive to women, young
people and vulnerable people
• Refurbish and equip replicable model Thana in selected
locations within Metropolitan Police and Ranges and
staffed with both male and female police
Component–2: Investigations, Operations
and Prosecutions
Objective: To ensure high quality police
operations and investigations are
undertaken in a timely and professional
manner and lower court prosecutions do
justice to investigative efforts.
Component–2: Investigations, Operations
and Prosecutions
Key outcomes:
• Improved crime scene preservation and forensic support;
• Enhanced efficiency and effectiveness of investigative
processes;
• Improved systems and processes for gathering and
analyzing criminal intelligence.
• Increased capacity , professionalism and effectiveness of
court Inspectors to prosecute charges in the lower court;
and
• Revised criminal laws and regulations to reflect
contemporary requirements
Component –3: Human Resource Management
and Training
Objective: To ensure ethical, capable and
well-trained people lead and staff the
Bangladesh Police, and the human resource
management (HRM) processes result in
efficiency, transparency, accountability and
equitability.
Component –3: Human Resource Management
and Training
Key outcomes:
• Introduction of transparent, merit based police recruitment;
• Development and institutionalization of training (including
specialized training) development, delivery and evaluation
capacity;
• More flexible and cost-effective training delivery options
including work-based learning.
• Support to setting targets for women recruitment into the
police. More efficient use of women police and their
representation in more responsible roles enhanced.
• More efficient and effective use made of human resources
throughout Bangladesh Police; and,
• Leadership and management training is improved
Component – 4: Strategy and Oversight
Objective: to help the Bangladesh Police
establish and maintain the standards,
systems and structures necessary to meet
current and future policing needs.
This component essentially focuses at the
strategic policy level but includes practical
operational initiatives to ensure strategic
policy is implemented and actioned.
Component – 4: Strategy and Oversight
Key outcomes:
• Core functions and priorities of Police established and
widely known;
• Mainstreaming of gender perspective in all policies and
Programmes;
• Enhanced policies on violence against women; stronger
focus on crime prevention;
• Enhanced police capacity to identify and deal with
emerging crimes.
• Clear performance targets set and monitored;
• Anti-corruption and complaints mechanisms made more
robust and accessible;
• Better relationships between police and the media:
Component – 4: Strategy and
Oversight
Key outcomes:
• Enhanced capacity for planning, acquisition and
management of key assets;
• Effective use of information technology and
communications technology; and,
• Strengthened capacity for planning, policy and research in
PHQ
Strengthening Bangladesh Police
(PRP: Phase – 1)
Access to Justice
Crime HRM &
Prevention Training
Investigations, Improved Efficiency and Strategy &
Operations & Effectiveness of the Bangladesh Oversight
Prosecutions
Development & Poverty
Reduction (in line with MDGs)
Safer,more Enhanced National Stability Better Stakeholder Environment for
Confident commu. Police Capability & Security Cooperation Investment
Thank You
