|
What is PRP ?
Police Reform Programme (PRP)
aims at improving the efficiency and effectiveness of the Bangladesh
Police
by supporting key areas of access to justice;
including crime prevention, investigations,
police operations and
prosecutions; human resource management
and training; and future directions,
strategic capacity and oversight.
The programme complements other initiatives
for reform in the broader justice sector and is designed to assist
Bangladesh Police to improve performance and professionalism consistent
with broader government objectives. Support to a functioning, accessible
and transparent criminal justice system, institutions and services
(including legal aid) means that poor people and other disadvantaged
groups have protection, representation and recourse to hold the
resource-rich accountable for commitments services included in the MDGs
and their targets.
Back to Top
Rationale of PRP
An
accountable, transparent and efficient policing service in Bangladesh is
essential for the safety and well being of all citizens, national
stability and longer-term growth and development, particularly the
creation of a secure environment which is conducive to consumer and
investor confidence. The Needs Assessment Report clearly outlines
the rationale for a PRP to support the Bangladesh Police. In summary:
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 young people; The problem are so
profound that they have serious implications for the social and economic
well being of Bangladesh; and The police alone
cannot solve these problems and need to work in close collaboration with
he Ministry of Home Affairs, Government of Bangladesh, relevant
Ministries, other agencies in the broader criminal justice sector, civil
society and NGO and media, development partners and the community.
Developmental Goal
The developmental goal is to create a
conducive environment for poverty reduction in Bangladesh through improved
human security particularly for disadvantaged and vulnerable groups
including poor women and children. The programme falls into the relevant
service line (2.4) 'Justice and Human Rights' of the second
strategic corporate goal of 'Fostering Democratic Governance'
(Multi Year Funding Framework MYFF: 2004-2007). The core results of the
corresponding service line includes 'Human rights/security promoted and
protected'; and 'Poor and Disadvantaged groups empowered to seek remedies
for injustices, and justice institutions enabled to be responsive to
claims, consistent with international human rights norms'.
The PRP also aiming at
fulfilling the objective of 'promoting respect for human rights (SRF)'
which featured explicitly as one of the areas to be addressed through
UNDP's 2001-2005 assistance programme for Bangladesh Back to Top.
Problems to be
Addressed
The
Government of the People's Republic of Bangladesh (GoB) recognizes the
importance of an efficient and effective police force as an integral part
of the broader justice sector and as a key contributor to a safer and more
secure environment based on respect for human rights, equitable access to
justice and observance of the rule of law. In partnership with UNDP and
other development agencies, the GoB has supported reform and renewal of
the Bangladesh Police to improve the administration of justice and the
maintenance of law and order including international norms for human
rights.
There
are many problems to be addressed in the reform and renewal of the
Bangladesh Police through the PRP. These include:
-
Shortfalls in supervisory and managerial competence;
-
Police are under-resourced and under-trained;
-
Lack
of specialized technical capacity to deal with emerging crimes;
-
Lack
of confidence in the police expressed by many members of the community,
civil society and business;
-
Lack
of sensitivity by the police on the plight of victims of crime,
particularly women, young people, minorities, the landless poor, street
people and other vulnerable groups;
-
The
management and effective operations of the police is adversely impacted
by external influences with great regularity;
-
The
low number of women police and their low representation in decision
making positions;
-
The
police having a propensity to focus on protocol, ceremonial and static
security tasks at the expense of core duties;
-
The
machinery of policing has not evolved over time and does not meet the
needs of present-day Bangladesh;
-
Inefficiency use of police resources and lack of competency by officers
performing many critical functions without adequate (or any) training;
-
The
existence of opportunistic and institutional corruption in a range of
shapes and forms;
-
Generally low motivation and morale linked to low pay, poor working
conditions and limited promotion prospects, especially at the lower
levels;
-
Inadequate overall strategic planning, including human resource and
career development, transparency and accountability of function and
sustainability of operations; and
-
Widespread abuse of authority, whilst accountability and transparency
are lacking.
Back to Top
Key
Components of PRP
There are six key components to support the
programme goal and longer-term outcome. The components provide a
conceptual and strategic framework for the duration of the programme:
Component 1: Crime
Prevention Component 2:
Investigations, Operations and Prosecutions Component 3: Human
Resource Management and Training Component 4: Strategy and
Oversight Component 5:
Programme Management Component 6: Communication Component
7: Trafficking in Human Beings
Component 1: Crime
Prevention This
component is designed to improve police community engagement and create an
environment that facilitates prevention of crime and equitable access to
justice. This includes development of a National Crime Prevention Strategy
with gender and human rights perspective. A further key objective is to
minimize the opportunity for appropriate influence over the police in
administering their role in the justice system. Strong emphasis is placed
on crime prevention and community engagement, and a major focus on victim
support, particularly for the poor and vulnerable groups.
Key outcomes of this component include:
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 The contribution of
Bangladesh Police to victim support is 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
The objective of this component is 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. There is a strong focus on improvements to
investigative processes, police operations and more effective prosecutions
based on sound evidences and proper preparation of briefs. The component
has a significant human rights perspective by diverting police away from
the current reliance on 'confessions' to embrace more professional
approaches to the use of evidence based on forensic support and
criminal intelligence.
Key outcomes of this component include:
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
The primary aim of this component is to ensure
ethical, capable and well-trained people lead and staff the Bangladesh
Police, and the Human Resource Management (HRM) and Human Resource
Development (HRD) processes result in efficiency, transparency,
accountability and equity. This component also addresses problems
associated with all aspects of inspection, control, leadership and
supervision within the police. It also considers problems associated with
lack of meaningful reward and recognition mechanisms to assist with
motivation of police.
Human resources are the most important
resources available to Bangladesh Police in achieving their critical role
of maintaining law and order, investigating and preventing crime and
ensuring public safety. In order to address range of issues associated
with human resource management, training and deployment, a key activity in
this component will be the development of a People Strategy Plan
and a Women in Policing Strategy.
Key outcomes of this component include:
Introduction of
transparent, merit based police recruitment processes 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 through out Bangladesh Police; and
-
Leadership and management
training at all levels is improved.
Component 4: Strategy and
Oversight The
strategic objective of this component is 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. There
is a need to develop capacity to deal with 'white collar' crime,
drug trafficking, crimes against the environment and cyber crimes, as well
as higher level emerging global crimes such as money laundering, people
trafficking, identity theft, terrorism and other cross-border crimes.
The vision, mission and core functions of
Bangladesh Police need to be clearly identified and widely published. This
identification process is in itself a key development strategy and should
not be imposed but established through collaborative and participatory
dialogue between the police and key stakeholders and facilitated by the
PRP. With regard to the core functions, the regulations and procedures
concerning protocol, protection, security and public order 'duties' will
be revised to reduce resource wastage and external influence.
Key outcomes of this component include:
Core functions and
priorities of Bangladesh Police clearly established and widely known Mainstreaming of a
gender perspective in all policies and Programmes Enhanced policies
highlighting violence against women and a focus of crime prevention
targeting the reduction of its incidence Enhanced police
capacity to identify and deal with emerging crimes Clear performance
targets set and monitored Anti-corruption and
complaints against police mechanisms made more robust and accessible Improved quality of
the relationships between police and the media Enhanced capacity for
planning, acquisition and management of key assets -
Strengthened capacity for
planning, policy and research in PHQ.
Component 5:
Programme Management
The objective of this component is to ensure
sustainable Programme outcomes are achieved through effective and
transparent management of Programme resources and the promotion of
collaborative work practices. key output will be the development of annual
plans in consultation with stakeholders and dissemination of relevant
Programme information. Activities will include a six-month review of
initial progress progress, and a further review of year 1 progress and the
development of a detailed design for year 2 activities, and forward
planning for year 3 and beyond. Periodic reporting, monitoring and
evaluation as per requirements will be undertaken and secretariat support
provided for the Programme Steering Committee.
A Programme Support, Monitoring and
Evaluation Unit (PSM&EU) being established and resourced in UNDP
Bangladesh. This unit, to be coordinated by concerned UNDP Programme
Manager, will assist UNDP with all aspects of programme management,
monitoring and evaluation; disseminate lessons learned and facilitate
applied research to inform strategic decisions about improving programme
performance and ensuring programme goals and outcomes are achieved. This
will be undertaken in close collaboration with the Project Team. The
preparation and submission of Programme reports as required, including the
annual tripartite review, will be completed within this programme
management component. Component 6: Communication
The Police Information Management (computer
acquisition) Strategy will be revised and updated, and a Communication
Upgrade Strategy developed. Equipment to support ICT strategies will be
provided. Additionally, a Policy, Planning and Research Unit in PHQ
to assist the Bangladesh Police to plan for the future and provide
essential information for strategic decision-making will be established
and resourced. Key
outcomes of this component include:
Component 7:
Trafficking in Human Beings Back to Top
Concepts
of Model Thana
Model Thanas have been established in metropolitan and rural
locations to demonstrate how pro-people policing can benefit the community
and ensure their needs and expectations can be met. Personnel of this
model Thanas will be gender inclusive and trained to enhance skill
levels and prepare them to implement a more pro-people policing approach
in their engagements with the local community. Standard Operation
Procedure (SOP) would be developed for the model Thanas through
workshops that are being held at each model Thana. People from
various walks of life, government officers, representatives from various
NGOs and local government department have been participating the Model
Thana workshop and contributing in preparation of SOP. Usually all
model Thanas would be conducted following the SOP.
o run the model Thanas effectively and efficiently logistic support
such as vehicles, Motor Cycles, walkie-talkies, fax, computer systems,
investigation kits, camera etc. are being provided. As per SOP
regular training programme would be conducted to the model Thana
officials. Right now there are 11
Model Thanas. They are as follows:
- Dhanmondi Thana, DMP,
Dhaka
- Uttara Thana, DMP, Dhaka
- Narayanganj Sadar Thana,
Narayanganj
- Narsingdi Sadar Thana,
Narsingdi
- Bhaluka Thana, Mymensingh
- Panchlaish Thana, CMP,
Chittagong
- Patenga Thana, CMP,
Chittagong
- Feni Sadar Thana, Feni
- Comilla Sadar Thana,
Comilla
- Chandpur Sadar Thana,
Chandpur
- Kotwali Thana, Jessore
Back to Top
Bangladesh Police
The history of policing in the Bengal region is as long as
the history of local community and social life. Organized, public,
professional policing, in the form we would recognize today, commenced
almost 250 years ago. First established under British colonial rule in the
1750s, and eventually based on the ideas of police legitimacy, structure
and function adopted by the Irish Constabulary, the current police
organization emerged, along with the new state, from the Pakistani era in
1971. The first officers of the Bangladesh Police were Bengali members of
the recently disbanded East Pakistan Police. Today the organization,
headed by the Inspector General of Police, under the general supervision
of the Home Minister, has nearly 120,000 staff members.
The vision of the Bangladesh Police is ‘to provide service
to all citizens and make Bangladesh a better and safer place to live and
work. This is to be achieved through a five point mission:
-
to
uphold the rule of law;
-
to
ensure safety and security of citizens;
-
to
prevent and detect crime;
-
to
bring offenders to justice; and
-
to
maintain peace and public order.
In
order to achieve its objectives, the agency is structured into the
following 10 branches:
-
District Police Administration;
-
Criminal Investigation Department;
-
Special Branch;
-
Railway Police;
-
Traffic Police;
-
River Police;
-
Metropolitan Police (Dhaka, Chittagong, Khulna, Rajshahi
with Barisal and Sylhet, the two new divisions, yet to constitute their
own metropolitan police);
-
Armed Police Battalion;
-
Range Reserve Force; and
-
Rapid Action
Battalion.
Back to Top
Funding
Agency |