Background

Balochistan province of Pakistan has been adversely affected by ethnic and religious violence and terrorism. The Baloch insurgency gained strength from the deterioration of law and order in Afghanistan and overall political instability. The Balochistan police are ill equipped to provide law and order or contribute to an effective criminal justice system in the province. Police frequently complain of the lack of capacity for forensic analysis, however most police also lack basic investigative or crime scene management skills, resulting in the frequent destruction of crucial evidence. One of the fundamental weaknesses of the police is the lack of accountability to the public. The weakness of the police is reflected in the poor performance of the criminal justice system more broadly. Specialized prosecution branches were created only recently. Where the prosecution has been created, it is viewed as largely ineffective. Lawyers were not hired based on merit and no training was provided, resulting in little improvement to the system.

In practice, many criminal cases are settled through compromise by the parties, which is then recognized by the court and charges dropped. For instance, a murder case may be resolved by compensation paid from the accused’s family to the victim’s family. While this approach may be culturally appropriate and reduces the backlog in the courts, it often fails to ensure human rights standards are adhered to, particularly for cases involving gender-based violence. The lack of specialized skills among judges also hinders effective prosecution, especially for more complex criminal cases from murder to white collar crime. Certain cases have been removed from the regular justice system altogether and placed in specialized courts, like the narcotics or terrorism courts. Particularly for higher profile cases, judges also suffer from severe insecurity, as judges have become victims of kidnapping and attacks when involved in sensitive cases. All of these factors undermine the fairness and efficiency of the system.

In 2012, UNDP began the implementation of the Strengthening Rule of Law Project (SRLP) in the post-crisis area of Khyber Pakhtunkhwa (KP) province.  Based out of Peshawar, the project is currently in the process of expanding its remit to include Balochistan province.

Balochistan province of Pakistan has been adversely affected by ethnic and religious violence and terrorism. The Baloch insurgency gained strength from the deterioration of law and order in Afghanistan and overall political instability. The Balochistan police are ill equipped to provide law and order or contribute to an effective criminal justice system in the province. Police frequently complain of the lack of capacity for forensic analysis, however most police also lack basic investigative or crime scene management skills, resulting in the frequent destruction of crucial evidence. One of the fundamental weaknesses of the police is the lack of accountability to the public. The weakness of the police is reflected in the poor performance of the criminal justice system more broadly. Specialized prosecution branches were created only recently. Where the prosecution has been created, it is viewed as largely ineffective. Lawyers were not hired based on merit and no training was provided, resulting in little improvement to the system.

In practice, many criminal cases are settled through compromise by the parties, which is then recognized by the court and charges dropped. For instance, a murder case may be resolved by compensation paid from the accused’s family to the victim’s family. While this approach may be culturally appropriate and reduces the backlog in the courts, it often fails to ensure human rights standards are adhered to, particularly for cases involving gender-based violence. The lack of specialized skills among judges also hinders effective prosecution, especially for more complex criminal cases from murder to white collar crime. Certain cases have been removed from the regular justice system altogether and placed in specialized courts, like the narcotics or terrorism courts. Particularly for higher profile cases, judges also suffer from severe insecurity, as judges have become victims of kidnapping and attacks when involved in sensitive cases. All of these factors undermine the fairness and efficiency of the system.

In 2012, UNDP began the implementation of the Strengthening Rule of Law Project (SRLP) in the post-crisis area of Khyber Pakhtunkhwa (KP) province.  Based out of Peshawar, the project is currently in the process of expanding its remit to include Balochistan province.

Duties and Responsibilities

The Programme’s overarching goal is to support sustainable peace through improved access to justice for men and women through effective and accountable justice and security service delivery. 

This outcome is achieved through 4 outputs:

Output 1: Increased access to justice, legal aid and representation mechanisms, including for vulnerable groups;

Output 2: Improved court capacity to provide effective and timely justice services;

Output 3: Improved police service to local communities via policy and operational reform as well as targeted criminal justice system support to prosecution services; and

Output 4: Supporting alternative dispute resolution mechanisms consistent with the Pakistan Constitution and human rights standards.

Under the direct supervision of the Project Manager of the Rule of Law Project, the Senior Programme Specialist will be responsible for general programme management support to the Project Manager, with a special focus on synergies across the justice chain (all four outputs). The incumbent will provide reporting support to ensure that all output reports are of a high quality. The incumbent will also provide support to output teams where necessary in order to improve empirical-based monitoring and reporting against proper baselines in both a qualitative and quantitative respect. He/she will also liaise with UNDP’s Strategic management Unit (SMU) to ensure that project evaluations and audits are carried out according to schedules and findings and recommendations are implemented and followed up.

Summary of Key Functions:

• Management support: general programme management support to the Project Manager;
• Results based management: lead and manage an effective and integrated monitoring and evaluation system for the project as a whole;
• Capacity Development for Institutional Reform and Development;
• Strategic theoretical and practical policy advice: leads the strategy to design and implement activities that focus on creating synergies across the justice chain (all four outputs).

1. Management support:

• Thorough analysis and research of the political, social and economic situation in the country and preparation of substantive inputs to the Integrated Development Framework, Country Programme Document, SRLP Programme Documents and other documents;
• Identification of areas for support and interventions within the thematic/sectoral areas, but also across the justice chain;
• Provides input and deputizes for the Project Manager;
• Promote identification and implementation of synergies within and across pillars;
• Coordinate the preparation of SRLP’s annual work plans, quarterly procurement and HR plans;
• Ensures high quality reporting against programme interventions in line with strategic frameworks and outcomes;
• Knowledge management and communications: leads on the European Union’s visibility and communication strategy for the project;
• Support the Project Manager in the day-to-day functioning of the SRLP for achieving results in line with the outputs and activities outlined in the project documents and annual work plans of the unit;
• Coordinate and prepare as required monthly, quarterly and annual progress reports and organize, correspondingly, monthly, quarterly and annual progress reviews.

2. Results based management:

• Support the preparation, review or revision of programme document and action plans and ensure alignment with the Common Country Programme Action Plan and other strategic frameworks;
• Ensure, in close consultation the SMU, the effective monitoring of programme using RBM tools, elaboration and implementation of coherent work plans, project and program documents, preparation of proposals and achievement of results;
• Ensure regular monitoring or programme results and resources framework and assist in the preparation of SRLP project board;
• Coordinate and oversee the development of the project’s M&E plans and schedules for field visits;
• Assist project team in preparing component or output-based concept or strategy papers and implementation of manuals/guidelines;
• Support the preparation of results frameworks for the project including establishment of performance and impact assessment indicators and systems;
• Review and document implementation processes and results through pillar-based professional reports;
• Financial and substantive monitoring and evaluation of the projects, identification of operational and financial problems, development of solutions and participation in audit of projects;
• Follow up on audit recommendations and ensure timely reporting of all exceptions;
• Aggregate reports are regularly prepared on activities, outputs and outcomes;
• Preparation of donor reports.

3. Capacity Development for Institutional Reform and Development:

• Support the unit’s capacity building efforts aimed at government counterparts, local authorities and development organizations;
• Document the experience of capacity development initiatives and prepare the national policy and strategy;
• Monitor the achievements of capacity development initiatives and ensure follow-up support.

4. Strategic theoretical and practical policy advice

• Identification of sources of information related to policy-driven issues;
• Identification and synthesis of best practices and lessons learnt directly linked to programme country policy goals;
• Support to development of policies and institutions that will address the country problems and needs in collaboration with the Government and other strategic partners;
• Sound contributions to knowledge networks and communities of practice;
• Organization of trainings for the projects staff on programme issues;
• Provide policy recommendation to the SRLP project, UNDP Pakistan and Government counterparts on issues related to Governance and Rule of Law.

Impact of Results

• The key results of the post will have a significant impact on the success of the UNDP state building strategy in general in providing result-oriented and sustainable assistance towards strengthening the KP province;
• The key results would also have an impact on the design, operation and programming of a new SRLP to support the Judiciary, Prosecution, Police, Prisons, ADR/SJM efforts, Forensics Labs, legal aid, media and civil society as well as creating and strengthening strategic partnerships to achieve the resource mobilization targets of the project.

Competencies

Corporate Competencies:

• Demonstrates integrity by modeling 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 favoritism;
• Building and promoting effective teams;
• Sharing knowledge across the organization and building a culture of knowledge sharing and learning;
• Fair and transparent decision making and manages risk.

Functional/Technical Competencies

Experience in managing UNDP resources including infrastructure and capacity building components:  

• Leading people;
• Sensitivity to differences, quality and quantity of work, performance stability;
• Ability to work under pressure;
• Initiative and independence.

Team-building capacity including interpersonal and communication skills:

• Ability to cope with difficult environment;
• Dedication to the United Nations principles, to promotion of equal rights of men and women, and respect for cultural, ethnic and religious diversity.

Managerial Competencies:

• Ability to establish effective working relations in a multicultural team environment;
• Excellent team-building, diplomatic, and interpersonal skills;
• Resourcefulness, initiative and maturity of judgment.

Behavioural Competencies:

• Strong communication and advocacy skills;
• Ability to work in a complex environment requiring liaison and collaboration with multiple actors;
• Ability to demonstrate sensitivity, tact and diplomacy;
• Excellent analytical, organizational and negotiation skills, especially resource management systems;
• Excellent networking skills.

Required Skills and Experience

Qualifications

• Master’s degree in development, law, political sciences, management or other relevant fields.

Experience

• Minimum 7 years of relevant work experience including professional experience in programme/project management in the field of development;
• Experience in providing advisory services in the area of rule of law and governance;
• Experience the design and management of rule of law strengthening programmes in an international context, preferably in a post-conflict setting;
• Proven management experience, preferably within UNDP or another a UN agency, with sound knowledge and experience in all aspects of project cycle (design, implementation, monitoring & evaluation);
• Proven skills in effective fundraising, resource mobilization and donor relations and experience in partnership building and networking;
• Advanced computer skills and strong knowledge of various software including Excel, PowerPoint and Word;
• Previous experience in KP province an advantage.

Language

• Excellent knowledge of English and ability to communicate clearly in written and spoken English is required; 
• Proficiency in Urdu or Pashto an asset.