enhancing community security and access to justice in host ... s… · enhancing community security...

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Enhancing community security and access to justice in host

communities and other fragile areas in Jordan

(2015-2018)

Project Title Enhancing community security and access to justice in host communities and other fragile areas in Jordan

SP/RPD Outcome(s): SP Outcome III : Countries have strengthened institutions to progressively deliver universal access to basic services

Expected Output(s): Project Summary Information

Implementing Partner: UNDP

Responsible Parties:

BRIEF DESCRIPTION

This project will assist enhancing community security services and access to justice in host communities and other critical areas in Jordan. The project is planned and designed in order to complement UNDP overall support in host communities and to address challenges of community security and access to justice. The activities and outputs under the project are designed to enhance confidence and trust in security and justice institutions through increase effective service delivery. In doing so, UNDP will engage with Ministry of Interior, the Public Security Directorate, Ministry of Justice, the Bar Association and Civil Society Organizations. Engagement will be designed with a view towards sustainability, including a major emphasis on national ownership and influencing national policies especially with regard to legal aid through results obtained at the local level. The project will also ensure linkages and coordination with other UNDP programmes and the Jordan Response Plan. The project is oriented around two main and reinforcing outputs: (1) Enhancing community security and cohesion in host communities and strengthening the capacities to prevent crime and reduce violence; (2) Improving access to Justice, legal aid and counselling in Host Communities and other critical areas in Jordan is improved and supporting the institutionalization of a legal aid framework.

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Programme Period: 2015-2018 Key Result Area (Strategic Plan):

Atlas Award ID: ______________ Start date: July 2015 End Date July 2018 PAC Meeting Date April 2015 Management Arrangements UNDP DIM

Project Summary Information

Country The Hashemite Kingdom of Jordan

UNDAF Outcome(s):

Outcome 2: Good governance mechanisms and practices established towards poverty reduction; protection of human rights and gender equality in accordance with the Millennium Development Goals

UNDP Strategic Plan 2014 - 2018

Outcome 3: Countries have strengthened institutions to progressively deliver universal access to basic services.

Output 3.4. Functions, financing and capacity of rule of law institutions enabled, including to improve access to justice and redress.

Output 3.5 Communities empowered and security sector

institutions enabled for increased citizen safety and

reduced levels of armed violence

Expected UNDP CP Outcome(s): Outcome II: Strengthened national capacities to protect,

promote, monitor and report on human rights.

Project Outcome:

Stability and community security in Host Communities and

Fragile areas in Jordan maintained through enhanced

community security and access to justice

Expected Project Output(s):

Output One – Community Security and Cohesion in Host Communities Enhanced; and Capacities to Prevent Crime and Violence Reduction Strengthened;

Output Two - Access to Justice, Legal Aid and Counselling in Host Communities and other critical areas in Jordan is Improved, and a Legal Aid Framework is in Place and Institutionalized;

Total Budget: 4,168,865 USD

Total resources required USD 4,168,865

Total allocated resources: USD 0

Regular RBAS- TRAC: 0 BPPS: USD 1,047,000

Other: o UNDP Elections Project

(Joint activities) o Government _________

Unfunded budget: USD 3,121,865

In-kind Contributions MoJ (offices at MoJ)

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Allocated Budget:

Government Contribution:

UNDP BPPS Contribution:

Donors Contribution:

Executing Entity: UNDP Jordan

Implementing Agencies: UNDP Jordan

Programming Period 2015 – 2018

Key Result (UNDP Strategic Plan) Outcome III : Countries have strengthened institutions to

progressively deliver universal access to basic services

Atlas Award:

Project ID:

Implementation Modality DIM

Agreed on behalf of Ministry of

Planning and International

Cooperation:


Justice, Kingdom of Jordan:


Interior, Kingdom of Jordan:

Agreed on behalf of United Nations

Development Programme, Jordan

Country Office

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Acronyms

AGO ARDD-Legal Aid

Attorney General Office Arab Renaissance for Democracy and Development – Legal Aid

AWP Annual Work Plan CBO Community Based Organization CDR Combined Delivery Report CPAP Country Programme Action Report CPD Country Programme Document CSO Civil Society Organization CO CVS

Country Office Crime Victims Survey

DGTTF Democratic Governance Thematic Trust Fund DFID EC

Department for Foreign International Department (UK) European Commission

EU European Union FPD Family Protection Department FPU GBV

Family Protection Unit Gender-Based Violence

HDI Human Development Index INL US State Department of International Narcotics and Law Enforcement IP Implementing Partner

ISIS (ISIL) Islamic State in Iraq and Syria (Islamic State Syria and the Levant) ISS Implementation Support Services JTI Judicial Training Institute LEP Legal Empowerment for the Poor

MENA Middle East and North Africa MDGS Millennium Development Goals MOI Ministry of Interior MOJ Ministry of Justice

MOPIC Ministry of Planning and International Cooperation MOSD Ministry of Social Development NCHR National Center for Human Rights NEX National Execution NWC National Women Community

PB Project Board PR Progress Report

PSD Public Security Department RCC Regional Center in Cairo ROL Rule of Law RRF Results and Resources Framework

SBAA Standard Basic Assistance Agreement SGBV Sexual and Gender Based Violence SOP Standard of Procedures

TRAC Target for Resources Assignment from the Core (Country Office core budget) UNCT United Nations Country Team

UNDAF United Nations Development Assistance Framework UNDP United Nations Development Programme

UNHCR United Nations Higher Commissioner for Refugees UNICEF United Nations Children’s Fund OHCHR Office of Higher Commissioner for Human Rights

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UPR Universal Periodic Report USAID United States Agency for International Development

WB World Bank

Table of Contents

I. Situation Analysis............................................................................................................................. 7

A. Background and Introduction ....................................................................................................... 7

B. Security Service and Judicial based institutions and frameworks ................................................ 10

II. Challenges facing Access to Justice and Community Security at the National and Sub-National Levels

(Host Communities in Particular) ........................................................................................................... 15

A. Community Security: Public Security Department in Host Communities ..................................... 15

B. Access to Justice: Courts and Legal aid ....................................................................................... 16

III. Relevant Support and UNDP Comparative Advantage .................................................................... 17

IV. UNDP’s Theory of Change .......................................................................................................... 19

V. Strategy and Rationale ................................................................................................................... 19

VI. Methodology and Implementation Strategy ............................................................................... 21

VII. Guiding Norms and Principles .................................................................................................... 23

VIII. Project Deliverables: Outputs and Activity Results ..................................................................... 24

A. Output One – Community Security and Cohesion in Host Communities Enhanced; and Capacities

to Prevent Crime and Violence Reduction Strengthened; ................................................................... 24

B. Output Two: Access to Justice, Legal Aid and Counselling in Host Communities and other critical

areas in Jordan is Improved, and a Legal Aid Framework is in Place and Institutionalized ................... 27

IX. Partnership Strategy .................................................................................................................. 29

X. Management Arrangements .......................................................................................................... 29

A. The Project Management Unit: ...................................................................................................... 31

B. Project Board (PB) ...................................................................................................................... 32

XI. Monitoring & Evaluation ............................................................................................................ 34

XII. Sustainability and Exit Strategy .................................................................................................. 35

XIII. Legal Context ............................................................................................................................. 36

XIV. Results and Resources Framework ............................................................................................. 37

XV. Budget ....................................................................................................................................... 45

XVI. Budget- resources requested from BPPS .................................................................................... 47

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I. SITUATION ANALYSIS

A. Background and Introduction

1- Jordan shares land borders with Iraq, Syria, Saudi Arabia, Israel and the Occupied Palestinian

Territory. Being one of the most strategically positioned countries in the Region and considered

to be one of the most stable, its geopolitical location makes Jordan extremely vulnerable to

external political and economic influences.1 This is evident by the repercussions on Jordan’s

infrastructure and security resulting from the neighboring crises, influx of refugees and

imminent security threats across the border.

2- Jordan accomplished significant development advancements over the last years, with its human

development index above the average for countries in the Arab States.2 Jordan’s population of

approximately 6.3 million persons is unevenly dispersed across the country and is

overwhelmingly young with 37% of the population under age 15 and 57% below 30 years.3 Most

of the Jordanian population (72%) is located in the urban governorates of Amman, Irbid and

Zarqa with a pattern of rapid urban expansion. Yet, Jordan faces a number of environmental

challenges especially water shortage (Jordan is one of the ten driest countries in the world) as

well as shortages of energy and other resources.4 Unemployment rates are high, especially for

women and youth with wide income disparities between various groups at sub-national levels.5

3- The Government of Jordan (GOJ) has expressed a political will for reform, manifested through its

efforts in placing justice reform strategies (such as the national justice reform strategy) to

improve access to justice as well as other public sector reform initiatives to ensure that rule of

law is respected and followed by the security sector6. The law enforcement in Jordan is

regulated by a solid legal framework that have allowed the police to provide efficient and

effective service delivery.7

4- The Syrian crisis has entered its 5th year with no solution in sight, this has caused severe impact

on Jordan human development trajectory and the delivery of basic services including services

1 Jordan and the United Nations Development Programme entered into a Standard Basic Agreement in 1976, reaffirming UNDP’s commitment to Jordan’s national development. Since that time, UNDP has endeavoured to support democratic governance, social and economic development, protection and sustainability in Jordan; including environmental protection, crises prevention and recovery and disaster risk reduction. UNDP’s global mandate, strategic plan and its Country Programme are in direct support of Jordan’s “National Agenda” 2006-2015. UNDP’s approach is articulated in the most recent United Nations Country Programme Document (CPD)(2013-2017), United Nations Development Assistance Framework (UNDAF)(2013-2017) and the UNDP Country Programme Action Plan (CPAP)(2013-2017) and in previous planning frameworks.

2 Human Development Index reports, Jordan; avaliable at http://ow.ly/K8VfL

3 UN CA Jordan

4 See, Needs Assessment Review of the Impact of the Syrian Crises on Jordan (November 2013), MoPIC/UN.

5 Id.

6 Public Sector Restructuring in Jordan, avaliable at http://ow.ly/K8Vle

7 UNDP Community security, small arms and light weapons and criminal justice assessment mission report, Oct 2014

http://ow.ly/K8VfL

http://ow.ly/K8Vle

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provided by the justice institutions. Refugees from Syria and Iraq have recently expanded

Jordan’s population by several hundred thousands of persons—mostly resident in Northern

Jordan Governorates of Irbid and Mafraq, now known as refugee host communities. Since July

2012, the Government of Jordan, with the support of UN agencies and bilateral donors, has

opened Zaatari Refugee camp and several other camps and transit facilities to help cope with

the growing influx of Syrian refugees.8 Nevertheless, the large majority of the Syrian refugee

population continues to be hosted in urban settings, whether with relatives or in rented

housings. As of Feb 2015, Jordan is hosting over 620,0009 of registered Syrian refugees. In 2014,

it was reported that 20% were living in the camps while the other 80% are residing within host

communities.10 While Jordan has largely adopted an open border policy to Syrian refugees, the

influx of refugees has burdened the state’s institutions over time and refugees have on occasion

been deported back to Syria.11

5- The refugee crises has placed a great burden upon Jordan’s public sector and social service

delivery, including law enforcement and the courts. It has also increased tensions between

Jordanians and non-Jordanians who find themselves competing for the same scare resources.

Even before the Syrian crisis, courts in host communities suffered from limited capacities. Post-

2011, the situation of courts in host communities is compounded by the increased number of

cases and also the advent of different crimes including cases that are not usually prosecuted in

these courts. With no evidence of an improvement of the Syrian situation in the near future, the

pressure on state institutions in host communities is expected to continue. As such, in

December 2014 the Government of Jordan approved the Jordan Response Plan (JRP) for 2015.

The JRP is a one-year nationally-led effort developed to respond to the impact of the Syria crisis

in Jordan. It has been developed to address the needs of both refugees and the Jordanian

communities hosting them, and comprises eleven different sectors including justice, social

protection, education, health, energy, housing, livelihoods & employment, municipal services

among others.

6- In spite of the government’s commitment to improve access to justice, there are a number of

challenges in part due to the steady increase of the total number of judicial cases in which

Syrians are party to (e.g. 50% increase of caseload in Amman during the period 2011-2014, 77%

in Irbid and 84% increase in Mafraq). This is manifesting in capacity limitations of the Justice

Service Providers, at technical and operational level, having a direct impact in the performance

of courts and their ability to ensure a fair trial. This includes Juvenile courts, which have also

been challenged by the increasing demand for speedy and child-friendly procedures, which has

gained further importance since the Juvenile Law was endorsed in 2014.

8 As of December 2013 there were a total of six camps in Jordan for Syrian refugees, with Zaatari camp being the largest.

9 See: http://data.unhcr.org/syrianrefugees/country.php?id=107

10 National Resilience Plan, 2014 – 2016. The deteriorating infrastructure situation and the accumulating tensions with host communities have prompted the Government and the international community to develop a National Resilience Plan (NRP). The NRP is aiming to build the resilience of institutions within host communities. It is worth mentioning that the NRP includes a component on social protection with focus on addressing community violence, however access to justice is not explicitly included. According to the National Resilience Plan the distribution of the Syrian refugees is as follows: 30-35% in Al Mafraq, 20-30% in Amman and Irbid and 10-20% in Zarqa and Al Balqa. Given this distribution, there is an estimated increase of 30% in Al Mafraq alone. According to UN sources, 77% are women and children and 54% are under the age of 18.

11 See: “Growing Restrictions, Tough Conditions: The Plight of Those Fleeing Syria to Jordan”, Amnesty International (October 2013).; See also, “An Internatinoal Failure: The Syrian Refugee Crises”, Amnesty International Briefing (13 December 2013).

http://data.unhcr.org/syrianrefugees/country.php?id=107

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7- Obtaining free legal aid and counsel services for those who cannot afford legal support and

representation is difficult. Courts are mandated to guarantee legal representation for adults

only in criminal cases entailing death penalty and/or life imprisonment. Also legal aid is granted

by virtue of the Bar Associations law of 1972, but in practice access to free legal aid remains a

challenge in Jordan especially for vulnerable groups, women and children.12 Furthermore there

is a lack of awareness of rights and duties amongst the public and the refugee community13

which on the one hand, prevents individuals from claiming their rights and on the other hand,

means individuals are faced with situations where they unintentionally break the law.

8- Dispute resolution mechanisms and actors capable of contributing to dispute resolution within

host-communities are not clearly identified or mapped. Access to justice for women has

particular challenges, including Gender-Based Violence (GBV) and domestic violence. Due to the

sensitivity of the subject, women are less likely to report disputes and when they do, they are

more likely to go to court unrepresented. Women also face different types of legal disputes than

men and consequently, more often find themselves having to claim rights under the Personal

Status Code and before Sharia’ and religious courts. Access to justice is also compounded due to

lack of information and legal awareness, lack of resources and an inability to travel to courts.14

For example, an estimated 57% of refugees polled in Zaatari Camp in 2014 stated that they

would like more information on employment and legal issues. Many refugees remain in fear of

deportation and desire to know the legal protections available to them against refoulement.15

9- While violence and criminality levels in Jordan are quite low according to the Public Security

Directorate (PSD), there has been an increase in the northern region of criminal acts, assaults,

and proliferation of small arms.16 The Syrian and Iraqi crises and influx of refugees have

gradually affected the demographic and social construction of local communities nationwide.

The increased demographic pressure has resulted in inefficient and insufficient delivery of goods

and services (e.g. rising prices for commodities, increase in rent prices, lack of rental properties,

competition over low-skill employment, tensions due to cultural differences, high drop-out rates

of Syrian children in schools due to bullying, tensions in camps between tribes, political and

religious groups). Furthermore the imbalanced distribution of international aid in host

communities is creating misperceptions and tensions between locals and refugee populations.

12 According to several studies: in 2011 it was found that 68% of defendants in Jordan didn’t have legal representation and in pre-trial cases 83% defendants didn’t have legal representation (Justice Center); another study found that women are more likely than men – 26% versus 17% - to report avoiding court due to customs and traditions (world bank 2013). Social pressure also steers women from initiating claims directly with formal institutions. Nearly 70% of requests for legal aid assistance come from women (Justice Center for Legal Aid).

13 According to UNDP Interviews conducted with public prosecutors, judges and lawyers working in and with courts in host communities.

14 “Jordan Country Gender Assessment: Economic Participation, Agency and Access to Justice in Jordan”, World Bank (July 2013).

15 Serrato, Bryant C., Refugee Perceptions Study: Zaatari Camp and Host Communities in Jordan, Oxfam (june 2014).

16 UNDP CSAC scopping mission Sept 2014

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10- With the large numbers of refugees from Syrian and other nationalities17 and the ensuing

competition over resources causing tensions; there is a growing fear of such settings becoming a

fertile ground for radicalization, violent extremism and youth mobilization.18 In 2014, the first

display of support for ISIS in Jordan was experienced during a demonstration of young men

waving the banner of ISIS in the South of the country.19 This has raised the concerns of

authorities and communities alike. The deployment of guards and rise in alert along the 125 mile

frontier with Iraq is an indicator that the Government of Jordan (GOJ) is responding to the

increasing concerns. While such measure can deter the spillover of violence and invasion to the

Jordanian territories, this will not address threats of home grown extremist cells garnered

through radicalization and recruitment of youth. According to Government officials, an estimate

of 2,000 Jordanians are fighting with ISIS and a national poll revealed that 10% of Jordan’s

residents view ISIS positively.20 Amidst these complexities, there are limited national and locally-

based mechanisms that can prevent and address radicalization.

11- Against this backdrop and through this project, UNDP will support the GOJ and national actors

to provide support to maintain the current stability in host communities through the

enhancement of community security and access to justice services. While support will aim to

increase service delivery, it will also aim to foster community-based dispute resolution

mechanisms in order to provide additional and viable means of reconciliation in host

communities. The risk of not addressing community security and access to justice needs may

deprive vulnerable groups from attaining the right to access to justice and enjoy safety, as well

as disputes and conflicts among the community may contribute to ignite a combustible

situation.

B. Security Service and Judicial based institutions and frameworks

12- Security and Justice service-based institutions engaged in the delivery of law enforcement and

justice comprise law enforcement agencies (the Public Security Department), the formal courts

(civil and criminal), Sharia courts (personal and family matters), and the prosecution office.21 For

the purposes of this project document, focus will be limited to the work of courts, PSD and

access to legal aid.22

13- Public Security Directorate (PSD): A key component of the Jordanian justice sector and access

to justice for families, is the Public Security Directorate (PSD) functioning under the Ministry of

17 See: http://www.unhcr.org/pages/49e486566.html

18 See: http://reliefweb.int/report/world/idps-refugees-and-violent-extremism-victims-vectors-change

19 See: http://ow.ly/K8VIk

20 See: http://time.com/3721793/jordan-fight-against-isis/

21 Corrections is clearly also a part of the ‘justice chain’ but beyond the specific scope of the current proposal to ensure programmatic delivery with available resources.

22 Corrections is clearly also a part of the ‘justice chain’ but beyond the specific scope of the current proposal to ensure programmatic delivery with available resources.

http://www.unhcr.org/pages/49e486566.html

http://reliefweb.int/report/world/idps-refugees-and-violent-extremism-victims-vectors-change

http://ow.ly/K8VIk

http://time.com/3721793/jordan-fight-against-isis/

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Interior (MOI).23 The Public Security Directorate (PSD) acts as Jordan’s national police and is

responsible for law enforcement and providing security within Jordan’s refugee camps.24 The

PSD Strategy (2014-16) indicates the importance of Community policing and is divided into three

basic operational lines: Administrative Police, Judicial Police and Operational Support. There are

10 regional directorates, eight of which correspond to the governorates, one for Amman and its

suburbs and the Desert Police—all units report to the General Director in Amman.

14- PSD is also responsible for providing security within the Zaatari Refugee Camp and other camps

in Jordan and maintains Family Planning Units and Juvenile Police sections within the camps.

Despite the fact the most refugees feel safe within their community, there remains a perception

of mistrust towards the police until they actually utilize police services.25 PSD is generally

perceived to be a modern and professional police force26, but as with the rest of justice sector

entities its resources have been strained by the current refugee crises. Police stations within

host communities are visited daily by Syrian refugees seeking basic legal information and

assistance (e.g. filling out forms for identification cards).

15- Meanwhile, crimes of fraud and forgery schemes, primarily related to expediting exit permits,

landlord fraud, and forgery of identity documents and permits continues.27 While the overall

number of reported crimes and misdemeanors fell slightly in 2013 as opposed to earlier years, in

2014 PSD had noted an increase in refugees and cross-border security incidents, civil unrest and

petty crime within host communities. According to the PSD, cases of car theft and narcotics

were also on the rise.

23 In September 1997, the PSD in Amman initiated the Family Protection Division to deal with domestic violence and sexual abuse cases to implement a system to work in partnership with the institutions concerned with women’s issues and children; and to consolidate the principle that “police serves the people”. The Division was officially established in February 1998, and was upgraded on 2nd November 1999, to become a department, called (Family Protection Department “FPD”).

24 See: United States Department of State, Bureau of Diplomatic Security, Jordan 2014 Crime and Safety Report, et., seq., Note: the basis for PSD’s jurisdiction is the “Law for Public Security” No. 38 (1965). that defines PSD’s duties and powers as: 1. Preservation of order and security and the protection of lives, honour and properties; 2. Prevention of crimes and endeavour to discover and pursue them, to arrest and apprehend their perpetrators and deliver them to justice; 3. Administration of prisons and guarding of prisoners; 4. The implementation of laws and regulations, Judicial and legitimate orders, and assisting the Public Authorities in executing their functions according to the stipulations of laws; 5. Receiving unclaimed items and properties and dealing with them according to the stipulations of laws and regulations; 6. Supervising and organizing Traffic on roads; 7. Controlling the public meetings and processions on roads and in public places; 8. Carrying out any other duties imposed by the enforced laws.

25 See: Serrato, Bryant C., Refugee Perceptions Study: Zaatari Camp and Host Communities in Jordan, Oxfam (june 2014). The recent study by Oxfam found that the majority of refugees polled (87%) stated that they felt safe within their community, but expressed mixed feelings about the Jordanian police and were somewhat hesitant to contact the police if they had a dispute. Thoee refugees who had contacted the police had an overall more favorable impression of the police stating that the interaction had changed their perception.

26 PSD has relatively well-developed internal accountability and oversight mechanisms. The PSD Ombudsman exists to enforce compliance with its Code of Conduct by all PSD units and has an Internal Affairs Division that oversees quality of policing services and receives and investigates citizen complaints against the police. Serious cases of police misconduct rising to the level of criminal behaviour are referred to the AGO and proceed to court if required. The PSD also has several lawyers on staff to represent it in such actions. PSD also has responsibility for the administration of places of detention and corrections in Jordan; including monitoring compliance with the “Crime Prevention Law”.

27 See: “Syrians, Fruad and Forgery in Jordan”, ARDD-LEGAL AID (2013-2014).

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16- Courts System: There are three types of courts in Jordan: 1) Civil Courts; 2) Religious Courts

(Sharia’ Courts for Muslims and the tribunals for other non-Muslim Religions) and

3) Special Courts.28 The regular Civil Courts have jurisdiction over both civil and criminal matters,

except for matters of “personal status” (in the case of Muslims, cases are tried by Sharia’

courts). There are four levels of civil courts: Courts of Conciliation (Mediation), Courts of First

Instance; Courts of Appeal; and the Court of Cassation (final appellate review). There are 48

courts of conciliation in Jordan distributed in the different regions of which 3 courts were

opened in 2011. Courts of First Instance have jurisdiction in criminal matters and civil cases

where alleged damages exceed JD 750. There are 16 First Instance Courts in all districts (4

courts in the north of Jordan, 8 courts in the middle and 4 courts in the south. Magistrate's

Courts have jurisdiction in criminal matters for misdemeanors and minor crimes where the

prospect sentence is two years or less and hear civil actions where alleged damages do not

exceed JD 750. Finally, magistrate courts look into eviction cases and lawsuits charging trespass

on land. There are 14 magistrates in Amman. Most Jordanian cites have two or three

magistrates. The Major Felonies Court has first instance jurisdiction over a specific set of serious

criminal offenses (defined as crimes with a possible sentence greater than three years), which

are not heard in the military court/state security court (see below). Crimes tried in this court

include manslaughter/murder cases and rape and other sexual offenses. There is only one

major felonies court in Jordan, located in Amman. Appeals from a major felonies court judgment

are made directly to the Court of Cassation.

17- Sharia and Personal Status Courts: In Jordan there is a strict separation of the civil court system

and Sharia’ and other religious courts. Sharia’ and religious courts act essentially as the “family

courts” of Jordan. There are 59 Sharia’ courts in Jordan within 12 districts and 3 Sharia’ Courts of

Appeal (Amman, Irbid and Ma’an).29 Sharia’ courts handle marriage, divorce, custody,

maintenance, surrogacy and inheritance for Muslims (N.B. all citizens of Jordan no matter their

religion are governed by Sharia’ law for inheritance). Other religious courts handle family law

related issues for their particular religious group---excluding inheritance as explained above. In

addition to the Sharia’ Court, there are 11 different religious courts with widely varying fees,

jurisdiction and avenues of appeal.30 There is no instance where a civil court would accept an

appeal from a Sharia’ judgment or permit a lawsuit on the basis of failure to comply with the

judgment of a Sharia’ court. To date, Sharia’ courts and religious courts have not been engaged

in dialogues on access to justice and legal aid initiatives of donors and civil society. Sharia’ and

religious courts have been criticized for not being subject to the appellate jurisdiction of the

Court of Cassation or Constitutional Court nor are fulfilling Jordan international obligations

especially with regard to gender responsiveness. Sharia’ Courts in Jordan have undertaken some

recent reforms including for women and girls rights-affirmative. For example, the Sharia’ Court

has supported a women’s right to open a bank account and has recently reformed its own

procedural rules with regard to testimony of women before the court. The Sharia’ courts are

also active in promoting mediation for family disputes due to the fact that Jordanians turn to

28 “Access to Justice in Jordan Study (Reality, Gaps, recommended solutions), Justice Center for Legal Aid and USAID (May 2013)

29 Justice Center for Legal Aid/USAID Access to Justice Study (May 2013).

30 For example, a divorce costs 80 JD in the Shari’a Court, but 800 JD in the Catholic Court; if a person wishes to appeal the decision of the Catholic Court, then he or she must go to Jerusalem and after that to Rome to appeal.

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Sharia’ courts for inheritance matters and Muslims in particular for family law matters. In the

aggregate, this represents tens of thousands of cases each year and is a large part of the access

to justice system.

18- The Sharia’ courts are relatively well-funded and resourced compared to the regular court

system. Nonetheless, Sharia’ courts and extension offices operating in host-communities are

over-burdened and challenged. Specifically, the Sharia’ Court in Mafraq is extremely

overburdened with a high demand from refugees for its services. Sharia’ courts are under highly

increased pressure to deal with Sharia’ law related cases, including marriages. For example, the

rate of registered child marriages among Syrian refugees has risen from 18% in 2012 to more

than 30% in the first quarter of 2014. An office of the Sharia’ court has opened in Za’atari

refugee camp—attended once per week by a Sharia’ judge—but the capacity is still humble

considering the extensive demand. There is a need to increase dialogues on inheritance and

women’s rights generally, as well as to support the Sharia’ courts in their outreach and

education programmes. Furthermore, the role of the newly established family reconciliation

offices at the courts needs to be strengthened to: 1) provide counseling to families, 2) to help

minimize the number of family dispute cases maturing into lawsuits and consequently reducing

the stress on the court system.

19- Ministry of Justice (MOJ): The Ministry of Justice comprises of the following directorates:

Human Resources; Administrative Affairs; Financial Affairs; Information Technology;

Communications; Buildings and Projects; Legal Affairs; International Cooperation; Alternative

Disputes Resolution and Case Management Support; Human Rights and Family Affairs; Future

Judges; Polices and Institutional Development; Criminal Records; and Correctional and

Rehabilitation Centers. In 2014, MOJ launched a three year strategy (2014-2017) to reinforce

the objectives of previous strategies and to address institutional gaps critical for effective justice

delivery.31 This includes increasing access to justice in Jordan by improving legal aid mechanisms

and institutionalizing cooperation with the Bar Association.

20- Legal Aid: Under Jordan’s international treaty obligations, Jordan is bound to offer persons resident within its borders protection of basic civil liberties, due process, fairness and equality. Yet, many key laws in Jordan lack harmonization with international standards. The Jordan Universal Periodic Review (UPR) Working Group recommendations in 2009 and 2013 urged the Government to harmonize the legal framework, increase the education and training of justice providers and improve gender sensitivity in the legislative and judicial sectors among other recommendations. At the same time, Jordanian CSOs are reinforcing the calling for an independent and effective judiciary, accountability, guarantees for fair trial, including by ensuring access to legal counsel and public hearings before competent jurisdiction.32 Jordan’s National UPR report submitted to the Human Rights Council in 201333, detailed a number of

31 See: http://jordantimes.com/three-year-strategy-launched-to-enhance-judicial-sector

32 See: http://www.hrw.org/news/2013/09/30/jordan-upr-submission-september-2013

33 UN General Assembly, Human Rights Council, “Nation Report submitted in accordance with paragraph 5 of the annex to Human Rights Council resolution 167/21* Jordan” A/HRC/WG.6/17/JOR/1

http://jordantimes.com/three-year-strategy-launched-to-enhance-judicial-sector

http://www.hrw.org/news/2013/09/30/jordan-upr-submission-september-2013

14

developments to promote human rights, access to justice and judicial reform.34 This included the enactment of rights-affirmative legislation for women, most importantly, the Protection from Domestic Violence Act; the Act on Prohibition of Human Trafficking and amendments to the Personal Status Act.35 In addition, the Government changed the definition of an honor crime that allowed for the strengthening of penalties relating to Sexual and Gender Based Violence (SGBV).

21- As of today, there isn’t a comprehensive legal framework that regulates the provision of legal

aid in Jordan. Statistics on demand for legal services are not extensive in Jordan, yet those that

do exist, reveal that legal aid services are under-targeted and do not take cover coordination or

costing.36 Article 208 of the Criminal Procedure Code provides the criminally accused a right to

be afforded legal counsel by the State in crimes entailing a life imprisonment or a death penalty.

Legal aid is also granted by virtue of the Bar Associations law of 1972, Article 100; but, such

representation only begins when the case goes to court, not at preliminary stages of the

criminal justice process. Article 100, further provides that the Chairman of the Bar can assign

legal cases to attorney’s to handle on a pro bono basis. However, concepts of pro bono legal

service in Jordan are not well developed; as a result it is rare for most practicing attorneys to

represent clients on a pro bono basis. The Bar Association currently lacks any mechanism for

allocating indigent cases to practicing attorneys for pro bono legal representation and lack of

enforcement mechanisms; as such, a lawyer may refuse to represent anyone.37 The law

stipulates that legal aid in Jordan is administered in the hands of the Bar Association.

22- The Bar Association: Jordan has more than 9,500 practicing lawyers, all of whom are required to

become members of the Jordanian Bar Association as per the 1972 Bar Association Law. In

addition, lawyers must complete a two-year “apprenticeship” in a law firm before being

permitted to appear in court.38 The Bar Association is a critical player in increasing access to

justice in Jordan, as it has a legal mandate to provide legal aid under Article 100 of the Bar

Association Law 1972. However, the Bar Association is yet to have an institutionalized

mechanism to regulate its provision of legal aid. The Bar Association has recently signed MoUs

with the Ministry of Labor and the National Human Rights Centre to provide legal aid for civil

34 These included, among others, amendments to Jordan’s Constitution; the Code of Criminal Procedures; the Reform and Rehabilitation Centres Act; the Labour Act; the Judicial Independence Act; the Personal Status Act; the Criminal Code; the Constitutional Court Act; a set of amendments pertaining to the Shari’a courts. In addition, several draft laws were proposed that impact upon access to justice, most prominently the Juveniles Bill (subsequently enacted in 2014); the Judicial Independence Bill; The Children’s Rights Bill; the Protection from Domestic Violence Bill and the Rights of Persons with Disabilities Bill.

35 The Personal Status Act. (No. 36 of 2010) contains many provisions relating to women and children. The Act established the right of women to marry, to frreely chose their spouse, to be protected from forced marriage and establishes that women have precedence over men in custody of children. The Act also stiputlates women’s financial rights, including right to maintenance and bride price. The Act also establishes a credit fnd to pay maintenance awareded to owmen and children upon divorce.

36 Id., citing, Justice Centre for Legal Aid (JCLA) study (2010). The JCLA study showed that 47% of cases in Jordan where legal representation was provided involved personal status issues. The vast majority of cases (81%) involved civil law as opposed to criminal law legal issues.

37 “A Survey of Pro Bono Pracices and Opportunities in 71 Jurisdictions”, Latham & Watkins LLP (August 2012).

38 Lawyers who are members of the Jordanian Bar Association practice in the regular courts only and do not deal with Shari’a Court cases as a general rule, but are free to apply for admission to practice as an advocate before the Shari’a Courts or Religious Courts. By way of contrast, the advocates of the Shari’a Court are not required to have a law degree; however, many of the lawyers who practice before the Shari’a Court are in fact members of the Jordanian Bar Association.

15

cases. Bar Association lawyers have recently provided representation to Syrian refugees in

criminal matters when requested to do so by UNHCR. The Jordanian Bar Association needs

continued support on concepts of pro bono legal service and training for its membership who

are participating in legal aid initiatives.

II. CHALLENGES FACING ACCESS TO JUSTICE AND COMMUNITY SECURITY AT THE

NATIONAL AND SUB-NATIONAL LEVELS (HOST COMMUNITIES IN PARTICULAR)

A. Community Security: Public Security Department in Host Communities

23- While security has been identified as a destabilizing factor to social cohesion in Northern Jordan, a total of 152 communities have identified security as a challenge in accessing basic services.39 Such community perceptions can be indicators of tensions within the community. The PSD in host communities has reiterated concerns related to community security especially with the increased competition for jobs and services in these areas. The increase in unemployment, living costs such as house rental prices, pressure on access to clean water, sewage and waste disposal services, under age marriage, increased admissions for local hospitals and schools not designed for the steep rise in population are issues that people living in host communities are confronting on a daily basis. Thus the PSD in these locations is constantly adjusting to cope with the dramatic increase in requests for police service including for securing safety with the current status of double shifts in schools and the advent of public demonstrations and disorder arising from more nightlife and street parties. The PSD acknowledges that the current situation will require new strategies to intervene on crime prevention and maintaining security.

24- The PSD in host communities (Al Mafraq and Irbid Governorates) has expressed concerns with regard to community tensions and increasing demand for innovative approaches to ensure community security and prevent crimes. In Irbid, the region police is responsible for all policing in the Northern region of Jordan, comprising 4 districts, 6 areas (including Al Mafraq) and 2 border crossings. With 1,000 police staff, they are coping with increasing levels of tension, crime and environmental issues. The high numbers of Syrian refuges living in these communities, increased the burden placed on police to respond to community security needs. The police also have to deal with heighted rate of SGBV allegations, where the Human Trafficking unit in the MOJ has reported a significant increase in complaints for 2014.40

25- The PSD is also working to prevent and counter youth radicalization, however innovative

approaches are yet to be developed in this area. All of the indicators suggest that there is a significant underlying tension threating community security in host communities. As such, there is a need to enhance community policing techniques and follow national principles. This in addition to empower municipalities with access to decision-making forums that would assist these provincial communities and police to avert crisis of significant proportion. The police chief and community leaders would benefit from support to enhance their advocacy skills to enable their voice to be heard at decision-making levels of local governors and national government.

39 Preliminary Impact Assessment, Jan 2014, avaliable at http://ow.ly/K8Uir.

40 UNDP Community security and small arms assessment report, Oct 2014

http://ow.ly/K8Uir

16

26- Although the PSD is a professional entity and is providing good policing services, it needs additional support to address the unprecedented security challenges arising from the Syrian refugee crisis. As such, the PSD Community Policing strategy needs to be adapted to better address community security needs in the host communities, including for a national plan that would enhance the ability of local police to utilize best practices, including gender responsiveness, combat the proliferation of small arms and light weapons (SALW), initiate local solutions under national principles, and the implementation of performance measures in order to inform senior police about community concerns in a timely manner.

B. Access to Justice: Courts and Legal aid

27- Courts and Caseload: Even before the Syria Crisis, courts in Jordan were struggling with

technical and administrative capacity limitations. These were already acute, but the refugee

crises has magnified existing deficiencies within all sectors of the Jordanian justice system. For

example, first Instance Courts in Jordan received 38,111 cases in 2006 in addition to 21,316

cases that were carried over from 2005. The total number of cases reviewed during 2006 was

59,427. A total of 34,416 cases were settled in 2006, while 23,129 were carried over to 2007.

This high volume of cases proves very demanding for courts and judges. The increase in

caseloads have directly affected the performance of courts and challenged its ability to ensure a

fair trial. Since 2006 and with a growth rate estimated at 0.14%, the population of Jordan have

increased remarkably to 6,388,000 in 2012 (not counting the Syrian refugees). After the Syrian

crisis and according to the MoJ, courts in host communities are currently overburdened and face

large case backlogs with slow rates of case adjudication and disposal. The MOJ has registered a

total number of cases in which Syrians are parties in 2011 (3,648 cases), in 2012 amounted to

(5,591 cases) in 2013 amounted to (8,887 cases) and in 2014 amounted to (8,475 cases). There

has been an increase of 50% in the caseload in Amman during the period 2011-2014, 77% in

Irbid and an alarming 84% increase of cases in Mafraq.

28- The steep increase of caseloads, is threatening the ability of the courts – especially courts in

host communities - to ensure a fair trial. Moreover, there is also an impact on the time that

affected people have to wait before their case can be seen by a judge. The First Instance Court

in Irbid is a case in point. The Justice Palace of Irbid serves approximately 250,000 Syrian

refugees who are resident in the area. In June 2014, the court undertook a comparative study

that has revealed that caseloads had increased dramatically. The cases on minor financial

liabilities increased by 36%; cases of first instance reconciliation increased by 127%; appeal

cases 25% and criminal cases by 17%. This is proving challenging considering the limited space

and judges available at the Justice Palace.41

29- The judiciary has developed a “fast track” procedure for landlord-tenant cases and for certain

categories of crime (i.e. domestic violence), but additional fast-track mechanisms could be

developed in order to increase the rate of adjudication. The MoJ is very interested42 to develop

specialized judges and dockets within the existing overall court system and to explore ways in

41 UNDP scoping mission Jun 2014.

42 UNDP scoping mission Jun 2014.

17

which new fast-track mechanisms could be employed to more efficiently adjudicate cases. As for

Juvenile courts, there are only three dedicated Juvenile courts operating in Amman, Zarqa and

Irbid that are challenged by the increasing demand for speedy and child-friendly procedures.

Further pressures are placed on juvenile courts due to the increasing numbers of Syrian youth

coming in contact with the law.

30- Legal aid and awareness: Legal awareness in host communities is very limited, which is affecting

both host communities and Syrians. Due to the competition over resources, disputes over

housing and employment affects the entire community, in addition to challenges particular to

Syrians such as persons facing deportation.43 With the limited legal aid mechanisms,44 it is

challenging for men and women to seek redress through justice institutions. While in some

instances local authorities resolve disputes in accordance with the state policy as it’s more

accessible and save expenses of going to the justice system,45 however, justice institutions

remain critical to provide means of dispute resolution and redress. Thus it was recommended to

increase the legal awareness of community leaders and community alike, as well as to prove

legal aid and empowerment particularly in the area of housing, employment, debt recovery and

civil disputes (family/personal issues).46

31- With the absence of a comprehensive legal aid law and lack of a coordination body, access to

legal counsel and aid remains limited in host communities. Legal aid services are currently being

provided by a number of CSOs in addition to the Bar Association. These CSOs provide both

criminal and civil legal aid services to indigent and vulnerable groups—especially women and

SGBV survivors—across Jordan and within host communities including the Zaatari Refugee

Camp. For example, the Justice Center for Legal Aid (JCLA) provides national legal

representation and has worked closely with the both the Ministry of Justice (MOJ) and the

Ministry of Social Development (MOSD) to provide advocacy services; as well as conducting

research on access to justice in Jordan. As well as ARDD-Legal Aid (Arab Renaissance for

Democracy and Development), which is the only legal aid CSO operating in the Zaatari Refugee

Camp in partnership with UNHCR and provides legal aid and counselling including for Sharia’

courts related cases (i.e. early marriages, alimony, divorce, civil registration and birth

certificates). Others include, the Norwegian Refugee Council (NRC), Mercy Corps, Oxfam, Save

the Children, DIGNITY (Danish Institute Against Torture) and Penal Reform International. Despite

the efforts of different actors supporting the “demand” side of the access to justice equation,

support remains insufficient and temporary with the absence of a comprehensive regulatory

framework for legal aid and awareness. As such, the present situation directly impacts the

delivery of justice in Jordan.

III. RELEVANT SUPPORT AND UNDP COMPARATIVE ADVANTAGE

32- A number of UN agencies including UNDP, are providing relevant support to host communities

43 http://www.hrw.org/news/2014/11/23/jordan-vulnerable-refugees-forcibly-returned-syria

44 REACH (2013) Syrian Refugee Mapping in Jordan.

45 IRC, Cross Sectoral Needs assement (2013)

46 Id.

http://www.hrw.org/news/2014/11/23/jordan-vulnerable-refugees-forcibly-returned-syria

18

in Jordan in the area of justice. UNHCR is working on civil registration and providing legal

assistance inside the refugee camps;47 UN Women and UNICEF are advocating for legal

harmonization and compliance with CEDAW. This support is seeking to combat SGBV and early

marriages. In addition, UNICEF provided support in legal aid provision. UNICEF has recently

opened a women’s center in the North of Jordan. UN Women has supported programmes for

judges, lawyers and police, looking at access to justice from a women’s rights perspective and to

combat violence against women. UNODC has provided technical assistance to the MoI/PSD to

increase its capacity to deal with issues facing women and juveniles in the refugee camps (i.e.

provided logistical support to PSD in the form of containers to house female police officers in

the Zaatari camp). The UNODC regional office is also supporting Jordan’s compliance with UN

Convention on Anti-Corruption. UNDP maintains a comprehensive project entitled: “Mitigating

the impact of the Syrian Refugee crises on vulnerable host communities in Jordan” with total

budget of 10.5 million (4.5 million allocated), the project focuses on creating enhanced

livelihoods through employment and economic opportunities—particularly in the Northern

governorate.

33- Bilateral international donors have also been heavily involved with justice sector support—

including atomization of courts, criminal justice reform, legal education and legal aid. For

example, the European Union has recently implemented two projects: one to build budget

support at the MoJ (with two seconded technical experts housed at the MoJ itself), the other

project is a criminal justice support project that has undertaken extensive analysis of many

sectors in the criminal justice system; produced an extensive analysis of the Criminal Code and

supports the high-level goals of the National Committee on Criminal Justice. The US Embassy/US

Department of State (INL) and USAID supported training and equipment for the Prosecution and

courts (particularly with case management IT and software). USAID completed an extensive

Access to Justice in Jordan Study (2013); however, this was not specific to host communities and

other critical areas in Jordan. Other bilateral donors have provided support train the

Constitutional Court judges and other related support.

34- The UNDP Project to enhance of community security services and access to justice in host

communities and other fragile areas in Jordan will constitute the third pillar of UNDP’s Host

Communities initiative which was launched in 2012 and is currently ongoing. Its overall aim is to

support response to the crisis-affected host communities, by strengthening means of conflict

resolution and redress. Hence, contributing to preserve the humanitarian protection space for

the Syrian refugees, while supporting the GOJ and host communities to increase their service

delivery, absorption capacity and mitigating possible tensions within host communities. UNDP’s

Host Communities Programme two main pillars are 1) enhancing local economic development

through employment generation activities and 2) working with municipalities to enhance their

basic service delivery especially in waste management and local governance. Social cohesion

47 UNHCR estimates 50,000 children born to the Syrian refugee population regionally since the beginning of the conflict. A recent survey conducted by UNHCR’s Lebanon office showed that 70% of the refugee families that tried to register a birth could not due to conflicts in the personal status laws (N.B. but Lebanon requires proof of legal registry). SGBV (and births resulting from forced sex, prostitution and survival sex) raise a host of related issues.

19

aspects is considered essential and has been integrated into the Host Communities Programme

as a cross-cutting element. The access to justice and community security component will

supplement the work of the Programme to increase UNDP’s remittance in supporting the crises

response and to meet an immediate need within host communities.

35- This project will capitalize on UNDP’s global comparative advantage in its practice area of rule of

law, justice and security. UNDP will draw relevant lessons learned and best practices made

available through its engagement in rule of law, access to justice and community security

programming in over 47 countries worldwide.

IV. UNDP’S THEORY OF CHANGE

36- The project’s Theory of Change (TOC) is based on the assumption that by 1) investing in

strengthening formal and informal conflict resolution mechanisms and 2) increasing access to

justice and community security, tensions and possible security threats will be addressed in a

timely manner and sustain peace and stability for these host communities. In addition,

community awareness and outreach will support the GOJ and community leaders’ to address

threats of radicalization and will help protect the youth and other vulnerable groups. This

support will also increase the public trust in justice and law enforcement institutions when

linkages and cooperation between formal and informal justice institutions are strengthened.

37- The Theory of Change of the project also assumes that for best impact, engagement with and

building the capacity of key justice institutions and civil society is critical to ensure the

sustainability of interventions. Subsequently, this will optimize and re-enforce support provided

by international partners aiming to increase access to justice in host communities and other

fragile areas in Jordan. As such, the project seeks to engage with the MOJ, BA, and Courts as

well as with civil society and community leaders at the local level. The project will capitalize on

the community engagement and awareness raising to 1) assess the needs and identify local

solutions to address access to justice and community security challenges; 2) strengthen

community resilience to address security and radicalization threats and 3) increase community

trust in justice and law enforcement at the local level.

V. STRATEGY AND RATIONALE

38- Based on the comparative advantage established by UNDP Jordan with its work in host

communities, UNDP will complement its already ongoing programme with a community security

and access to justice component.

39- In particular, UNDP will provide support to both the demand and supply side of justice at the

national and local level. At the national level, UNDP´s strategic support will aim to achieve more

durable and sustainable improvements to ensure access to legal aid. This support will be done

through empowering and working with civil society actors leading on institutionalizing legal aid

in Jordan. Supporting the institutionalization of legal aid in Jordan will facilitate access to justice

through pro bono services at the local level, especially in host communities. This is especially

critical with the increase contractual disputes, family/personal and deportation cases. By

providing support to civil society actors to sustain their engagement and advocacy efforts with

20

the MOJ and BA, it will directly build the capacity of these actors. Engaging with civil society will

also contribute to 1) the creation of sustainable solutions for access to justice through policy

frameworks, 2) stronger collaboration between MOJ and the BA and, 3) support coordinating

provision of legal aid at the local level. Providing technical and operational support and engaging

with civil society will strengthen linkages between justice and law enforcements institutions.

UNDP will engage in a continuous advocacy effort to muster better linkages and increased

cooperation between justice institutions, the Bar Association and civil society organizations.

Improving capacities, coordination and linkages of institutional and civil society actors will

enable the court system to become more equitable, accountable and responsive to the needs of

host communities and in other fragile areas in Jordan.

40- Support at the local level will target formal and informal institutions; including the piloting of

fast-track mechanisms/dockets for courts to increase the rate of case processing while ensuring

a fair trial; building the capacity of the PSD to work closely with community leaders to jointly

assess and develop local solutions for the security needs of the community. In addition, UNDP

will work with communities to sensitize and link Alternative Dispute Resolution (ADR)

mechanisms with state actors. Strengthening the use of ADR mechanisms increases trust in state

institutions, and will help identify security challenges in a timely manner. Community outreach

that focuses on providing support to raise awareness and strengthen capacities to counter

radicalization narratives that may affect vulnerable groups and mobilize youth towards violent

extremism. This is especially important given the dynamic political context and proximity of the

host communities to regional security threats.

41- At the local level, due to the burden facing justice institutions, there is a rising demand for

effective and quick service delivery within host communities. Failure to provide such support is

probable to lead to increased tensions given an already combustible situation in host

communities. Supporting access to justice at the local level will contribute to improvements of

justice services as well as establishing confidence building measures, which in turn will

contribute to stability and the suppression of imminent security threats.

42- A justice and safety needs assessment will be carried out in selected pilot areas. The results will

be shared with state and community actors in order to identify local solutions to address these

challenges. The outcome of the assessments will also directly inform UNDP´s engagement with

local actors and the support that will be provided. This assessment will also include a

perceptional survey on access to justice and safety, the causes and consequences of community-

based tensions and the perceived effectiveness of informal conflict resolution mechanisms.

43- A Crime Victims Survey (CVS) will be designed and rolled out to assess the community’s

satisfaction with the justice and security service delivery in host communities. The CVS also

seeks to measure the qualitative performance of justice providers. These surveys will support

the establishment of baselines, identify areas that needs further improvement and, track

progress/regress of service delivery. Analysis of the data will provide guidance on future

programming and potential for scaling up of support, especially with regard to gender and age

specific requirements that need to be addressed in order to facilitate access to justice to certain

21

groups of the community. The CVS will be gender and age sensitive throughout the project’s

preparatory, mid-term and final phase.

44- Technical and operational support provided to courts at the local level will enable fast-track

mechanisms that allow cases to be processed in a timely and fair manner. Support to the PSD

seeks to improve safety, strengthen crime prevention and, muster community confidence

through inclusive dialogues. Support to the PSD in community-oriented policing will adopt

innovative approaches that draw solutions from local communities and incorporates them into

municipality plans. As such, support will be provided to put in place local community security

plans that are tailored to the specific needs of the communities reinforcing community co-

existence and coping mechanisms. The aim is to increase the community’s ownership of the

proposed solutions, build trust between the community and justice institutions and, to

strengthen community resilience. On this basis, UNDP will work closely with community leaders

and ADRs to facilitate their linkages with state institutions. UNDP will also be rolling out

awareness raising to counter radicalization narratives that may affect vulnerable groups and

mobilize youth towards violent extremism. The project will also work with law enforcement

institutions at the national and sub-national level to address issues of society perception on

community safety. In this light, support will adopt a problem-solving bottom-up approach.

45- UNDP strategic assistance is in line with national priorities and well-situated within the objective

of the Ministry of Justice and the Ministry of Interior respectively, including the National

Committee on Criminal Justice’s high-level objectives and the strategies of other justice actors

such as the Public Security Directorate and Attorney General Office.48 These entry points are

informed through extensive consultations with national stakeholders, international partners and

national strategies and priorities.49 In planning and designing UNDP´s access to justice and

community security project, additional consultations also took place at the working level and

those experiences, assessments and recommendations of pervious and on-going support were

also taken into consideration.

VI. METHODOLOGY AND IMPLEMENTATION STRATEGY

46- Building on the implementation arrangements of the Host Communities Programme, this Project

of Enhancing of Community Security Services and Access to Justice in Host Communities and

Other Fragile Areas in Jordan will utilize the same flexible range of implementation modalities

and engage with national and international partners. As with the Host Communities Programme,

the project will work with international, national and local NGOs, partner UN agencies, and

University and research institutions especially for the transfer and exchange of know-how

48 MoJ strategy objectives are: 1) Contribute to the development of the national integrity system through an independent and active judiciary, 2) Contribute to developing the set of legislation and laws in justice institutions, 3) Strengthen institutional capacity and entrench a culture of excellence, 4) Contribute to raising the efficiency and effectiveness of justice sector institutions and 5) Guarantee the facilitation of access to justice and contributing to strengthening public confidence in the judiciary and improving its the legal culture.

49 Scoping mission consultations included: MoJ, MOI, Public Security Directorate, Public prosecution, Bar Association, UN Women, UNODC, EU, UK, Mizan (CSO) and Justice Center (CSO).

22

including the promotion of best international practices in terms of empowerment, integration,

social cohesion, peace building, and reconciliation.

47- The Ministry of Planning and International Cooperation (MoPIC) will continue to be the main

government counterpart, and will also be the overall coordinating authority of this project. The

Ministry of Interior/Local Development Directorate and the Ministry of Justice will provide

overall guidance, policy-setting and enforcement mandate and will also be closely involved in

supervisory and monitoring roles. The project will work with local authorities to plan, coordinate

and implement the priority interventions; and will develop with local authorities a monitoring

framework to track implementation status and adjust deliverables against any changes on the

ground to ensure that interventions remain relevant.

48- The project will concentrate its implementation in 3 governorates namely Irbid, Marfaq and

Zarqa with attention to geographic areas with medium and high level of societal tension

including host communities.

49- This project will use a Direct Implementation Modality (DIM), and will utilize the already

operational and fully-staffed Programme Management Unit (PMU) under the Host Communities

Programme to deliver the activities under the two outputs identified in this project. The project

will therefore be coordinated nationally through a Programme Steering Committee that will be

set-up under the broader umbrella of the Host Communities Programme and will be comprised

of MOPIC, MOI and MOJ representatives as well as participating donors to guide and oversee

the overall implementation of the Programme.

50- UNDP will focus on developing and implementing an agreed upon and rigorous results

framework to link interventions with relevant outputs/targets. Indicators are designed at all

levels to measure quantitative and qualitative progress towards outputs. Baselines will be

established by compiling existing data (including for data made available from the MOJ and

Mizan system50). Given the lack of comprehensive data and baselines with regard to community

security and access the justice, the project will roll out an access to justice assessment and a

Crime Victims Survey (CVS) to identify evidence-based baselines. Monitoring and evaluation

activities will also incorporate gender-impact analysis methodologies. Based on the 1)

assessments, 2) preliminary data collection and 3) identification of adequate indicators, the

project will formulate the monitoring plan/strategy. Where relevant, UNDP will utilize

assessments, surveys and results gathered and compiled by national and international actors.

51- UNDP will mobilize national and international expertise, including by embedding/seconding

technical support within relevant justice institutions. In other areas, and depending on the

nature of the request for assistance, the project will act as a facilitator, broker and coordinator

of support by using its extensive network of partner organizations to muster national advocacy

efforts. Resources will be allocated to facilitate provision of specialized technical expertise upon

50 The Mizan system is a government owned software on Court Case Management System (CCMS) developed by MOJ at all court levels (court automation programme)

23

demand from national counterparts where possible, and within the overall framework of UNDP

Jordan assistance.

VII. GUIDING NORMS AND PRINCIPLES The programme design has been informed by and will be implemented based on the guiding norms and principles outlined below:

52- National Ownership: UNDP has established close linkages with various national counterparts, in

particular with MOPIC, MOI, MOJ, PSD, the Bar Association and representatives of civil society

and NGOs. The project planning and design exercises where carried out in a highly consultative

manner, and thus are aligned with MOPIC and the justice sector within the Jordan Response

Plan. The project will continue to engage fully with national counterparts to ensure mutual

guidance and communication during the implementation phase.

53- Fostering Partnerships and Greater Coordination: Beyond the core partnership with MOPIC,

MOI and MOJ, the project will ensure strong linkages with the activities of the UNCT, civil

society, donor community and other bilateral and multilateral actors involved in supporting

access to justice and community security in Jordan. The broad alignment of national and

international actors consulted in formulation of this document will be maintained throughout

the project implementation in order to maximize use of available resources and avoid any

possible duplication.

54- Sustainability: All activities undertaken in the course of the project will be rooted in the need to

ensure sustainability. This includes building – not supplementing – national capacities, ensuring

training is on-going, and that assistance is solidly institutionalised in broader national structures

and planning processes. In order to be able to tackle issues of delivery of basic social services to

communities, coordination with partners and monitoring of interventions, capacity

development of local authorities at municipal and governorate levels are central to this project.

55- Gender Sensitivity and Women’s Empowerment: To address gender issues and women’s

empowerment, in particular women’s access to justice services and women’s role and

participation in the rule of law architecture in Jordan, the project may pursue the following

course of action:

i. Seek to ensure that gender issues are incorporated into all relevant policies and

legislation, and that justice institutions and processes are equal and fair;

ii. Advocate for increased participation of women in the rule of law sector at the

institutional level and those active in civil society and upon application of affirmative

actions;

iii. Conduct sensitisation on gender and women’s rights and public role, especially aimed at

justice and security officials;

iv. Ensure gender and its different constituents are addressed when developing curricula

and training materials;

24

v. Strengthen gender responsiveness in Jordanian court structures and procedures evident

in their court manuals, infrastructures, facilities, and help desks.

56- Human Rights and Due Diligence Policy: The project follows a Human Rights Based Approach (HRBA). The project will be implemented in line with the UN Human Rights Due Diligence Policy. Additionally, the project will actively promote human rights in a cross-cutting approach. It actively works to strengthen formal and traditional rule of law institutions’ knowledge of human rights principles and the responsibilities of duty-bearers to uphold respect for human rights and protect communities.

57- Cross-sectoral linkages: Since this project is building on the existing Host Communities Programme, an integrated and inclusive community/area-based approach will be used to ensure that the new project activities related to community security and access to justice will be done in coordination with the existing economic recovery and municipal service activities. The rationale for strengthening cross-sectoral linkages is to maximize the use of available resources, create impact, and contribute to the reinforcement of existing local conflict resolution structures.

58- Bridging the gap between humanitarian, recovery and development: The following crosscutting issues have been considered to contribute to longer-term recovery and development:

i. Ensuring early recovery begins from a humanitarian setting and develops towards a development setting that is sustainable;

ii. Linking work at the community level with national policy and strategies; iii. Being consistently disaster/conflict-risk sensitive both at activity and policy level; iv. Partnership building within the municipalities, governorates and the UN; v. Innovations in local governance/community security interventions through pilot projects

that can be scaled up for impact.

59- Monitoring and Evaluation (M&E) set-up: The project team will develop and cost of the project’s M&E strategy and plans, including all surveys and assessments (see RRF).

VIII. PROJECT DELIVERABLES: OUTPUTS AND ACTIVITY RESULTS

60- This Project is designed around two key outputs: 1) Community Security and Cohesion in Host

Communities Enhanced; and Capacities to Prevent Crime and Violence Reduction Strengthened

and 2) Access to Justice, Legal Aid and Counselling in Host Communities and other critical areas

in Jordan is Improved, and a Legal Aid Framework is in Place and Institutionalized.

A. Output One – Community Security and Cohesion in Host Communities Enhanced; and Capacities to Prevent Crime and Violence Reduction Strengthened;

Through a number of specific and targeted interventions, this output will aim at enhancing

community security and improving the capacity of authorities and communities alike to prevent

crime and violence.

25

1.1 State-Community Response plan to reduce crime and enhance stability agreed and

implemented;

UNDP Jordan is currently undertaking an extensive consultation process based on the Conflict

Development Analysis (CDA) methodology. This CDA will be conducted in 3 governorates where

refugee communities are causing demographic and social-economic tensions. The CDA will

suggest rapid response programmes in the area of conflict resolution, dialogue and community

security aspects.

Despite these ongoing efforts, as of now, there is no comprehensive data that captures public

perception with regards to community security, including for crime, violence, youth

radicalization and proliferation of illicit small arms and light weapons within the communities.

The results of the CDA will serve as a baseline study to carry out the Crime Victims Survey (CVS).

The Project will roll out a national Crime Victims Survey (CVS) to be able to compare levels of

victimization across Jordan, measure how Jordanians feel about their security and safety in

order to be able to establish a baseline. Such data is important to assess the security threats –

whether perceived or actual– within communities and be able to establish a baseline. The survey

will also provide information on community satisfaction with the efficiency of criminal justice

system and PSD in combating and preventing crimes. Without such information, solutions to

increase community security will remain generic and may not meet the immediate need of the

different segments of the community. For example, community security needs of girls and

women are assumed to be different from the ones faced by the elderly and disabled as well as

the youth. Where the youth might be more vulnerable to radicalization and mobilization by

extremist groups, girls and women are more subject to physical threats and vulnerability. In

these settings, collecting data is often challenging due to the limited legal awareness of the

community, perceived fear of law enforcement institutions which directly limit reporting of

security threats and violations.

Following the survey results, the project will carry out a contextual analysis in which the results

of an assessment on access to justice (see output 2.1) will also be considered. The outcomes of

both these surveys will be presented and discussed with local authorities and community

leaders to co-create locally informed solutions and increase the ownership of the community in

addressing identified security threats. By default, this exercise will build trust and increase

coordination between community members and local authorities. The findings will be shared in

3 pilot communities, and the Action Plan will be implemented in collaboration with local actors

that have been identified throughout the analysis and consultations phase.

As what has become standard practice, UNDP will roll out these surveys ensuring the gender and

age sensitivity, with the aim to develop well-tailored gender and age responsive interventions to

address community security threats and support stability in host communities.

1.2 Capacities to Prevent Crime and Reduce Violence Enhanced

26

The project will provide support to the PSD to increase its capacities with regard to crime preventions and violence reduction following the Human Rights Based Approach (HBRA). As of now, the PSD have elaborated a national strategy. As such, UNDP will work closely with the PSD to advocate to mainstreaming human rights standards through its capacity building trainings in host communities. PSD capacity building will comprise of technical advice, training and support to security-specific and contextual analysis. The project will also support PSD Community Policing initiatives through inclusive dialogue sessions and training workshops. The objective of these workshops will be to support linkages between PSD and the respective communities, increase understanding of the local dynamic and help identify security threats in a timely manner. Capacity building activities will be directly informed by outcomes of the access to justice assessment and the perception survey as well as by the outcome of discussions with host communities at the local level. Support enabling the PSD strategy aims to further capacitate PSD at the local level to address violence and radicalization threats. This will include support for the implementation of the newly developed SALW action plan, enforcing international standards and carrying out sensitization activities on the harms of SALW. The sensitization will target youth in schools, universities, and places of assembly. It will also work with community leaders to promote safety management of SALW within homes. This will be done in addition to supporting the development and implementation of a rapid response plan for the non-proliferation of SALW in pilot areas. Finally, the project will engage in designing and implementing an outreach and awareness raising campaign in 3 pilot governorates comprising host communities. The focus of the campaigns will be to combat radicalization and the proliferation of illicit SALW. The campaigns will be carried out in partnership with national partners including community leaders, municipalities and local authorities. The sensitization will seek to increase the community security awareness including for the role of the formal (e.g. PSD/municipalities) and informal institutions (e.g. community leaders) to increase access ability and increase reporting of threats and violence cases.

1.3 Communities and ADR capacities to counter radicalization strengthened through sensitization,

inclusive dialogues and operationalization of the GOJ counter radicalization strategy

Sensitization of communities and community leaders on counter radicalization will be mainstreamed through different activity results as well as through specific dialogue forums. Given the regional and political context regarding radicalization of youth, the indicative activities to achieve this result will be carried out in 4 pilots. Activities will comprise piloting a partnership initiative between selected CSOs and PSD on de-radicalization and counter-radicalization, specifically tailored and designed for each pilot area. The focus will convene inclusive community dialogues on counter radicalization focusing on youth, education, conflict resolution and non-violence in 4 selected municipalities. Dialogue forums with religious leaders will be organized to advocate for non-violence through religious speech during religious ceremonies. The project will pilot an activity within 2 prisons (one with women and the other with men) to sensitize and train correctional officers in counter radicalization and develop an inmate’s awareness raising programme. Such sensitization and programme will include trainings designed to support prisoners to reintegrate into society.

27

B. Output Two: Access to Justice, Legal Aid and Counselling in Host Communities and other critical areas

in Jordan is Improved, and a Legal Aid Framework is in Place and Institutionalized

UNDP will undertake a number of activities at the national and local levels under this output aiming to increase access to justice in host communities and other critical areas in Jordan. Support is designed to provide immediate access to justice and redress in host communities by strengthening mechanisms at the local level that include 1) piloting legal aid clinics, 2) operationalizing fast-track/dockets in pilot courts, 3) strengthening Sharia’ Courts and its linkages to Family Protection Units as well as, 4) working with and strengthening ADRs. In order to ensure sustainability of access to legal aid, support will be provided to national actors at the strategic level to institutionalize legal aid and place a regulating framework. In addition, the project will support identifying community access to justice needs through a comprehensive assessment and public perception survey. Alongside this, the project will roll out relevant legal awareness campaigns. 2.1 Access to Justice Mechanisms in Host Communities and Other Critical Areas is Enhanced

An access to justice needs assessment and perception survey will be rolled out in host communities in order to support establishing a baseline and identifying access to justice challenges that include experiences with existing legal aid services. While the outcomes of the assessments are intended to support further analysis, it will also help future programming. The mapping of existing legal aid services (CSOs) will further complement the findings of the assessment and will support the instalment of an electronic database and referral system containing available pro bono services. Such databases will be managed electronically by the MOJ and made accessible to CSOs to increase the referral of cases.

In order to meet the current demand for legal advice and counselling, especially with the increase of contractual disputes, cases of deportations and other, legal aid clinics will be piloted in three areas to provide legal advice and counselling to host communities and refugees alike. Legal aids will be gender responsive and cater to the needs of women and girls in providing advice and increasing legal awareness. The legal aid clinics will provide an immediate means of dispute resolution and will support increase access to the formal system. A legal aid guide will be developed through consultations with national and international partners incorporating international standards while identifying potential partners.

2.2 Legal Aid Regulated and Institutionalized

As mentioned earlier, Jordan currently lacks a comprehensive legal framework that regulates

the provision of legal aid. As such, legal aid services are under targeted without coordination or

costing being undertaken.51 Consequently, and in order to ensure sustainability, UNDP will

provide support to national actors currently engaged in institutionalizing legal aid. Through this

51 Id., citing, Justice Centre for Legal Aid (JCLA) study (2010). The JCLA study revealed that 47% of cases in Jordan where legal representation was provided involved personal status issues. The vast majority of cases (81%) involved civil law as opposed to criminal law legal issues.

28

output and the work with national partners, UNDP will support the establishment of a legal aid

coordination mechanism in order to maximize support from national and international partners

currently provided in host communities. The MOJ and BA efforts to place and implement a

unified legal aid Standard of Procedures (SOP) is advocated and supported by national CSOs.52

UNDP will work with national partners and CSOs to provide technical support in placing and

operationalizing a legal aid SOP. Furthermore, to ensure community empowerment at the local

level, trainings of paralegals will be rolled out in host communities.

2.3 Fast-track mechanisms, court information points, and alternative dispute resolution (ADR) (i.e. mediation) for handing increased caseloads are identified, adopted and operational

After the Syrian crisis and according to the MoJ, courts in host communities are currently overburdened and face large case backlogs with slow rates of case adjudication and disposal. The MOJ has registered a total number of cases in which Syrians are parties: in 2011 (3,648 cases), in 2012 (5,591 cases), in 2013 cases amounted to (8,887 cases), while in 2014 Syrian cases amounted to (8,475 cases). There has been an increase of 50% in the caseload in Amman during the period 2011-2014 (77% in Irbid and an alarming 84% increase in Mafraq). The Justice Palace of Irbid serves approximately 250,000 Syrian refugees who are resident in the area. In June 2014, the court undertook a comparative study that has revealed that caseloads had increased dramatically. The cases on minor financial liabilities increased by 36%; cases of first instance reconciliation increased by 127%; appeal cases 25% and criminal cases by 17%. The Justice Palace has limited space and limited judges. Thus, court capacities in host communities are stretched with slow case disposals thereby affecting the effectiveness of the courts and public perception. The intention to provide an increase in legal aid services is expected to increase the number of cases filed within courts. Under this activity result, UNDP will support operationalizing fast-track/dockets in three courts in order to increase case processing and reduce the backlog experienced by courts nowadays. Increasing access to justice through legal advice and speeding the ability of courts to process cases will increase the delivery of courts and will contribute to positive perceptions of the courts’ effectiveness.

UNDP will also work with community leaders and local authorities to form conflict/dispute resolutions forums (ADRs). ADRs will be supported to hold regular meetings with local authorities for increased coordination and linkages. UNDP will work with communities to ensure ADRs are inclusive with effective gender representation. Besides gender sensitization, the newly created ADRs will also be sensitized on issues relating to youth and adolescence. The ADR initiative will be piloted in four communities and its effectiveness will be assessed quarterly.

2.4 Sharia’s and Religious Courts at National and Sub-National Levels are Incorporated into Justice Dialogues, and are Sensitized on Human Rights based approaches, especially with regard to Women Access to Justice

In Jordan, there is a strict separation of the civil court system and Sharia’ and other religious

courts that essentially act as “family courts”. Because these courts play a central role in access

to justice especially with regard to women and girls, it is important to strengthen the linkages of

52 MOJ and BA SOP is currently being supported by the Justice Center Organization in Amman/Jordan.

29

these courts with the rest of the justice system. In order to enhance dialogue, this project will

aim at developing mechanisms for cooperation between the Sharia’ Courts, Religious Courts and

the Family Protection Units/PSD at the national and local levels. Thus, there will be a need to

increase dialogues on women’s rights including support to Sharia’ courts and their outreach.

Moreover, the project will provide support to Sharia’ and Religious Court extension offices in

host communities to enhance their mechanisms of cooperation, communication and linkages

with Family Protection Units and legal aid service providers. Technical advisory services and

trainings will be provided to the judges of the Sharia courts operating in host communities to

familiarize them with issues facing women, youth and children in host communities and other

critical areas in Jordan. Furthermore, Sharia and Religious courts will be supported so that they

can extend their outreach activities to raise awareness of citizens in Jordan—especially

regarding recent reforms to the Personal Status Law and women’s rights within the Sharia’ legal

system. UNDP will commission a comparative study on the application of Sharia’ law from a

women’s rights perspective, and the analysis will include alternative/gender rights-affirming

interpretations of Sharia’ law in the Middle East and North African Countries.

IX. PARTNERSHIP STRATEGY

61- The Project will rely on the close working relationships in place in the UNDP Host Community Programme, while maintaining a flexible mechanism that enables different channels to remain open for additional partnerships for a more efficient and coordinated response to host community concerns.

62- The Project will be implemented under the guidance of MOPIC, MoI and MoJ (i.e. signatories to programme document) in close collaboration and coordination with the Public Security Directorate, the Judiciary, the prosecutors and the police, Ministry of Social Development, Sharia’ Courts, Jordanian Bar Association, National Centre for Human Rights, National Women’s Commission, and other leading Jordanian CSOs especially those working on human rights and justice issues.

63- Strong partnerships will be established with donors (including the European Commission, Netherlands, Switzerland, Norway, Sweden, U.K./DFID, US Department of State-INL and USAID). The UNDP Regional Hub in Amman and UNDP's Bureau for Programme and Policy Support (BPPS) in HQ will be called upon to provide technical inputs and coordination support during the life span of the Project cycle as needed.

X. MANAGEMENT ARRANGEMENTS

30

64- The capacity of the UNDP Jordan Country Office (CO) has more than doubled in the past two

years and has an exceptionally good track record for implementing programmes in governance and in host-communities. The CO has a proven ability to scale-up and scale-down relatively quickly to accommodate new programming or changes to existing programming.

65- A Project Board will be formed to oversee the implementation of the Enhancing Community Security and Access to Justice in Host Communities and Other Fragile Areas in Jordan Project, composed of the UNDP Jordan Country Director, the UNDP Jordan Programme Specialist and a Project Manager. In addition to ensuring proper linkages with other UNDP projects, the Project Management Committee will revise and approve annual work plans and will ensure identification of necessary revisions to the Project given donor’s approval. In addition, the Project Management Committee will meet with national counterparts on a quarterly basis to provide different actors and stakeholders with the opportunity to share their insights and recommendations, and to build consensus and ongoing ownership of the Project. This Project will recruit experts with background on gender equality throughout the lifecycle of the project implementation.

Project Board

Senior Beneficiary:

Ministry of Interior

Ministry of Justice

Executive:

UNDP Country Director

Senior Supplier:

(UNDP - Head of Socio-Economic Portfolio)

Project Assurance

Project Organization Structure

National officer (Community Security)

Project associate

Enhancing community security and access to justice in host communities

and other fragile areas in Jordan

P4 Programme Specialist on Community Security and Access to Justice

National officer (Legal/judicial)

31

66- The Executive: The role of the Executive will be held by the UNDP Country Director. The Executive is ultimately responsible for the project, supported by the Senior Beneficiary (MOI and MOJ) and Senior Supplier (UNDP - Head of Socio-Economic Portfolio). The Executive’s role is to ensure that the project is focused throughout its life cycle on achieving its objectives and delivering outputs that will contribute to higher level outcomes. The Executive has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of beneficiary and supplier.

67- The Senior Beneficiary: Representatives of the MoI and MoJ (including the Higher Judicial Council) will hold the role of Senior Beneficiary. The Senior Beneficiary is responsible for validating the needs and for monitoring that the solution will meet those needs within the lifecycle of the project. The role represents the interests of all those who will benefit from the project. The Senior Beneficiary role monitors progress against targets and quality criteria.

68- Senior Supplier: The UNDP Head of Socio-Economic Pillar will hold the role of Senior Supplier. The Senior Supplier represents the interests of the parties which provide funding and/or technical expertise to the project (designing, developing, facilitating, procuring, implementing). The Senior Supplier’s primary function within the Board is to provide guidance regarding the technical feasibility of the project. The Senior Supplier role must have the authority to commit or acquire supplier resources as required.

A. The Project Management Unit:

69- The Project Management Unit will be comprised of the following international and national staff:

i. International Programme Specialist on Legal Aid and Community Security (P4)

ii. National Project Officer on Legal Aid (NOA)

iii. National Project Officer on Community Security (NOA)

iv. Programme Associate (finance

v. /administration)

vi. Driver: Hiring one driver for this project will be necessary due to the need to travel

regularly to host communities and other areas in Jordan where frequent meetings are

expected to be held with stakeholders.

70- International Programme Specialist (Project Manager): The project will be managed by a

Project Manager. The Project Manager (PM), under the guidance and supervision of the Head of

the Socio-Economic Pillar, will be responsible for the overall implementation of the project. The

UNDP International Programme Specialist (hired at the P-3 level) will be tasked with the day-to-

day management of the Project, quality control and ensuring that it produces the expected

results as set out in the Project Document RRF and subsequent annual work plans. In addition,

he/she will be responsible for preparing narrative and financial reports to account for resources

allocated and results achieved. The Project Specialist will also foster partnerships with the MoJ

and other justice actors, and will engage in mobilizing funds for activities. The International

Programme

32

71- Specialist will have experience in legal aid and community security delivery. He/she will also be

responsible for rendering technical and comparative legal expertise as needed for the 2

essential components of the project.

72- The PM is responsible for:

i. Providing strategic guidance for the implementation of the project;

ii. Preparing the annual work plan;

iii. Ensuring the financial follow up;

iv. Identifying potential donors;

v. Provide quality assurance for the production of narrative and financial reports;

vi. Manage the project staff.

73- National Officer: Two National Officers will be recruited, and will be responsible for supporting

the implementation of the project in close coordination with the Project Manager and the

consultants recruited in the framework of the project. The National Officers will be responsible

for inter alia, liaising and coordinating between UNDP and national relevant counterpart for the

effective implementation of the project, monitoring and reporting on its implementation, or

conducting research to assist in the development of concept notes, project documents and

policy frameworks as directed by the Project Manager. The two National Programme Officers

(one specializing on legal aid and the second on community security) will support the

Programme Specialist together with the Programme Associate.

74- Project Associate: The Project Associate will support the implementation of the project on all

matters related to administration and finance. He/she will be responsible for:

- Organizing missions (e.g. arranging tickets, accommodation, entitlements, including actively following-up on securing required approvals such as security clearance requests, preparation of any necessary documentation for the duration of the mission and upon return for the UNDP Rule of Law Team, staff, consultants and other participants as needed)

- Organizing meetings (e.g. securing venues);

- Any other necessary support for participants and team members of the project;

- Preparing financial reports;

- Providing frequent updates on available funds;

- Monitoring and evaluation of results.

B. Project Board (PB)

75- Aimed at bringing together key actors and stakeholders, a Project Board will be established to

review the strategic direction of the Project, ensuring accountability and proper oversight. The

board meetings will also provide a forum for stringent quality control and review of progress.

This will entail determining deliverables and achievement of benchmarks, alongside

opportunities for fine-tuning and adjustments, including any prioritization of activities in the

33

event that the Enhancing Community Security and Access to Justice in Host Communities and

Other Fragile Areas in Jordan Project is not fully funded. The Project Board will specifically be

responsible for the following:

i. The PB will include senior representatives from UNDP, donors and Senior

Beneficiary (MOI and MOJ/Higher Judicial Council). It will be chaired by the UNDP

Country Director, who also functions as the Senior Executive of the PB;

ii. Meeting regularly to discuss the Project’s progress and reviewing the Quarterly

Progress Reports. The PB has a decision-making role within the Project and thus will

provide direction and recommendations to ensure that the agreed deliverables are

produced satisfactorily according to the Project Document. This also means that the

PB can make changes to the project based on the progress reports and

recommendations from project staff and partners alike;

iii. Reviewing and appraising the detailed Project Plan and AWP, including Atlas reports

covering activity definition, quality criteria, issue log, risk log and the monitoring and

communication plan;

iv. Providing overall guidance and direction to the project;

v. Addressing any project-related issues as raised by the Project Manager;

vi. Providing guidance and agreeing on possible countermeasures/management actions

to address specific risks;

vii. Agreeing on the Project Manager’s milestones in the Annual Work Plan and

quarterly plans when required;

viii. Reviewing Combined Delivery Reports (CDR) prior to certification by the

Implementing Partner(s);

ix. Reviewing each of the Annual Work Plan upon completion, and approving

continuation to the next AWP;

x. Appraising the Project Annual Progress Report, making recommendations for the

next AWP, and informing the Outcome Board about the results of the review;

xi. Providing ad-hoc direction and advice for exceptional situations when tolerances of

parties are exceeded;

xii. Providing strategic orientation and recommendations to the project manager and

implementers;

xiii. Ensuring full implementation of the project and assuring that all Project deliverables

have been produced satisfactorily by the end of the project;

xiv. Reviewing and approving the Final project report, including lessons learnt;

xv. Commissioning a project evaluation (based on a consensus by the PB)

xvi. Notifying operational completion of the project to the Outcome Board;

76- The Project Board, which will meet at least twice a year and be comprised of:

i. UNDP Jordan

ii. Ministry of Interior

iii. Ministry of Planning and International Cooperation (MoPIC)

iv. Ministry of Justice (including Higher Judicial Council)

v. Ministry of Interior (Public Security Directorate and Family Protection)

vi. National Centre for Human Rights

vii. National Women’s Commission

34

viii. Ministry of Social Development

ix. Attorney-General’s Office/Public Prosecution

x. Sharia’ Court

xi. Jordanian Bar Association

xii. Donors/development partners

xiii. Academic institutions

xiv. Civil Society Organizations

xv. UN agencies

XI. MONITORING & EVALUATION

77- In line with the Project Document and its Results and Resources Framework (RRF), a Monitoring

and Evaluation plan/strategy will be made available in UNDP Jordan’s ATLAS management

information system. Quarterly progress reports tracking quantitative and qualitative indicators

and communicating best practices and lessons learned will be submitted by the Project Manager

to The Project Board, using the standard report format available in ATLAS and ROAR.

OVERVIEW OF UNDP RULE OF LAW PROJECT M&E

Deliverable Description Schedule

Strategic Plans Certain activities (i.e. legal aid mechanism) will require the National counterparts to develop strategic plans and

M&E for the activity

Prior to implementation of the activity

Quarterly reports Quarterly financial and narrative reports will be used to review progress, address issues, and provide project

policy guidance

Quarterly

Annual Review and/or Mid-term

Report(s)

Annual reports and a Mid-term Evaluation are conducted to assess progress towards project results of

the RRF and provide recommendations

Annually

Final Review and Report

A final Project Evaluation to access achievement of programme results and impact at the outcome-level as articulated in the RRF and to document lessons learned

Upon 100% project completion or after initial

3-years of programme implementation

Audit reports Annual internal or external audit in line with UNDP rules and regulations

As per UNDP Jordan CO schedule

78- Furthermore, various logs will be activated in ATLAS and updated by the Project Manager

including: Issue Log; Risks Log; Lessons Learned Log and a Quality Log. The Project Manager will

be responsible for updating all the information.

79- Whenever deemed appropriate, National counterparts will develop strategic plans connected

with activities prior to the start of those activities to enable UNDP to evaluate success and

impact. The Annual Review Report will be produced during the fourth quarter of the first year as

a basis for assessing the performance of the Project. This review will involve all key project

stakeholders and focus on the extent to which progress is being made towards outputs, and that

these remain aligned to appropriate outcomes; it will also include a Mid-Term re-assessment of

35

the baseline studies and strategic plans. The review will be structured by a set of common

standards, and will be subject to UNDP Evaluation Office review for quality assurance. At the

conclusion of the Project, UNDP Jordan will initiate a full external evaluation to be incorporated

into the Final Review Report, utilizing baseline studies and strategic plans as one of the means of

assessing completion of project goals in relation to feedback gained from the various methods

of collecting data to verify inputs. UNDP shall provide each donor with an opportunity to provide

their comments and feedback on the drafts of the Mid-Term Review Report and Final Review

Report during the drafting phase and in advance of its finalization and publication. The costs of

the Mid-Term Review and Final Review shall be charged to the Project budget.

80- The Project will be subject to the internal and external auditing procedures provided for in the

financial regulations, rules and directives of UNDP. Should an Audit Report provided by the

Board of Auditors of UNDP to its governing body contain material issues and observations

relevant to the project’s financial contributions, such information shall be made available to

donors.

81- UNDP Jordan will prepare an unaudited financial statement of receipts, disbursements and fund

balance with respect to the Project and forward a copy to each donor at the Project closure or

upon request. In the event that donors request a financial statement audit to be performed by

external auditors, the costs of such an audit, including the internal costs of UNDP Jordan with

respect to such an audit will be charged to the Project budget. UNDP Jordan will provide each

donor with a copy of the auditor’s report.

XII. SUSTAINABILITY AND EXIT STRATEGY

82- This Project Document and its RRF are designed for approximately a 30-month implementation

period (equivalent to two and a half years). It is important to recognize that the exit strategy of this Project is contingent upon many factors, some of which are outside the direct control of UNDP. These include, but are not limited to change of leadership within Government of Jordan ministries, political will, the adoption of legislative reforms, budget allocations and the on-going security situation in the region.

83- UNDP Jordan will actively work to influence the pace of adoption of improved mechanisms for access to justice, legal aid and security reforms, strategies and frameworks. Cooperation between different institutions, counterpart absorption capacities and the amount, type and success of assistance provided by others during the coming 36 months and beyond will also play an important role.

84- Some mechanisms envisioned by UNDP will increase the likelihood of the Project’s success

which will allow its exit strategy in due course, these are integrated into the Project’s outputs and activities. Some of them are as follows:

i. Co-financing; ii. Use of piloting; iii. Gradual transition of Donor funded initiatives to full GoJ funding;

36

iv. Legislative reforms to support development interventions – e.g. legal aid; v. Avoidance of IT-related deliverables that require on-going maintenance;

vi. Training of trainers.

85- UNDP will explore all opportunities for Co-financing with the GoJ for outputs related to legal aid, and the improvement of Family Protection Units. In addition, this Project supports piloting of all outputs to enable the GoJ to better accurately plan and perform costing and budgeting in preparation for assuming full financial responsibility for expanding the legal laid mechanisms on a nationwide basis ultimately.

86- The way in which the Project will exit a significant number of its activities and outputs is currently not possible to foresee in detail especially for a 30-month project. However, should the need arise, the design of an exit strategy can be defined at the mid-term evaluation phase. This process will also entail consultations with donors and other development actors working in the sector to further inform the details of the exit strategy.

XIII. LEGAL CONTEXT

87- UNDP Jordan as the executing agency shall comply with the policies, procedures and practices of

the United Nations safety and security management system. UNDP Jordan will undertake all

reasonable efforts to ensure that none of the funds received pursuant to this Project Document

are used to provide support to individuals or entities associated with terrorism and that the

recipients of any amounts provided by UNDP Jordan, hereunder, do not appear on the list

maintained by the U.N. Security Council Committee established pursuant to Resolution 1267

(1999).

88- This list can be accessed via:

http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be

included in all sub-contracts or sub-agreements entered into under this Project Document.

http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml

37

XIV. RESULTS AND RESOURCES FRAMEWORK

Intended Outcome as stated in the Country Programme Results and Resource Framework:

Outcome II: Strengthened national capacities to protect, promote, monitor and report on human rights.

Outcome indicators as stated in the Country Programme Results and Resources Framework, including baseline and targets:

Supporting sustainable access to justice in Jordan through effective and accountable justice and security service delivery

UNDP Strategic Plan 2014 – 2017 Applicable Key Result Area

Outcome 3: Countries have strengthened institutions to progressively deliver universal access to basic services.

Output 3.4. Functions, financing and capacity of rule of law institutions enabled, including to improve access to justice and redress.

Output 3.5 Communities empowered and security sector institutions enabled for increased citizen safety and reduced levels of armed violence

Partnership Strategy: The project will be implemented in close cooperation with i) Government authorities; ii) Local authorities; iii) CSOs/CBOs and iv) donors, to mobilize their varying policy-making, decision-making, consultation, resource mobilization, implementation, monitoring, supervision, lobbying, policy influence capacities and/or mandates: In addition, coordination and synergy will be sought with bilateral and multilateral partners (donors, international NGOs, UN partners), through existing and appropriate coordination mechanisms, and according to their respective comparative advantages and technical expertise.

Project title and ID (ATLAS Award ID):

Outcome: Enhance access to justice, community security and cohesion in host and vulnerable communities in Jordan

INTENDED OUTPUTS

OUTPUT TARGETS FOR (YEARS)

INDICATIVE ACTIVITIES RESPONSIBLE PARTIES

INPUTS

Output 1 –

Community security and cohesion in host communities enhanced and capacities to prevent crime and violence reduction strengthened;

Baseline:

1. No CVS baseline in place.

2. No State-Community

engagement on crime

reduction

3. PSD strategies and action

Targets (year 1)

- CVS national Crime Victims Survey conducted

- 3 pilot communities introduced to CVS results

- PSD action plan implemented and outcomes of the review and the survey used to develop the pilot

- Pilot at community level established and community council meets regularly.

1.1 Activity Result: State-Community Response plan to reduce crime and enhance stability agreed and implemented 1.1.1 Action: Conduct a national Crime

Victims Survey (CVS) to compare

levels of victimization across

Jordan and to measure how

Jordanians feel about their

security and safety.

1.1.2 Action: Results of the CVS and

UNDP, MOI, CSOs, PSD

- National Crime Victims

Survey – Contractual

Services - 200,000 USD

- Consultant for

Community Policing

Strategy plus meetings

(45,000 consultancy +

12,000 meetings) =

57,000 USD

- Pilot a community

policing initiative x 3

38

plans doesn’t contain local

solutions (community

based) and sufficient HR

standards

Indicators:

4. Baselines and indicators

identified through the ICVS

to measure safety and

security across Jordanian

neighbourhoods

5. Percentage (%) of crime

/violence reduced

6. Change of community’s

perception on safety and

security

7. # of PSD and community

leaders participating in

dialogues

8. # of population sensitized

through campaign on safety

and de-radicalization

- Comprehensive awareness campaign developed in 3 areas

Targets (year 2)

- Comprehensive report on the findings of the survey, together with contextual analysis and recommendations finalized and shared with the Government.

- National coordination mechanism on community policing, combating radicalization and SALW to implement the newly developed national strategy established

- Comprehensive awareness campaign rolled out in 3 areas

Targets (year 3)

- Comprehensive campaign

rolled out in 3 areas

- Documentary launched

- National Conference on

Safety and security

conducted

legal aid assessment (2.1.1)

presented in 3 piloted

communities, findings discussed,

recommendations and action plan

to address security challenges

drafted with support from

community leaders

1.1.3 Action: Action Plan implemented

in 3 pilot host communities with

identified key stakeholders

1.2 Activity Result Capacities to prevent crime and reduce violence enhanced.

1.2.1 Action: Work with PSD and

Universities/Schools to raise

awareness on the newly

developed national strategy on

SALW and mainstream

international standards

1.2.2 Action: Capacity of PSD

Community Policing initiatives is

enhanced through dialogue

sessions and training workshops,

with the aim of promoting

protection, community resilience,

tolerance and security in host

communities and other critical

areas in Jordan for women and

other vulnerable groups.

1.2.3 Action: Develop and implement a

rapid response plan for the non-

proliferation of SALW

locations = 200,000 USD

- Documentary, academia

materials and

orientation sessions –

contractual services =

250,000 USD

- PSD Training

programme –

contractual services

150,000 USD including

awareness raising

- 10 dialogue sessions

over 4 months period


trainer 70 working days

- Consultant to develop

rapid response plan for

SALW 35 day X 800 =

28,000 USD

- Implementation of

SALW activities including

raising awareness on de-

radicalization – 200,000

USD

- Campaign through

39

1.2.4 Action: Awareness raising

outreach campaign in host

communities and other critical

areas about combating

radicalization and illegal firearms

proliferation designed and

implemented (piloted in 3

governorates)

1.3 Activity Result: Communities and ADR capacities to counter radicalization strengthened through sensitization, inclusive dialogues and operationalization of the GOJ counter radicalization strategy.

1.3.1 Action: Support the GOJ counter

radicalization strategy

1.3.2 Action: Pilot a partnership

initiative between selected CSO

and PSD on de-radicalization and

counter-radicalization focusing

on:

- Conducting community

dialogues on counter

radicalization focusing on youth,

education, conflict resolution and

non-violence in # of areas (e.g. in

4 municipalities)

- Convening dialogue forums with

Imams to advocate for non-

violence through religious speech

contractual service =

200,000 USD

- Pilot in 3 areas –

consultancy and training

100,000 USD

- Counter radicalization

strategy support –

consultancy 120

working days X 700 =

84,000 USD

- CSO contractual services

– pilot initiative in a

selected governorate


awareness raising and

dialogue sessions on de-

radicalization and

counter radicalization.

- Venue for dialogue

sessions, transportation

and communication

35,000 USD

- Consultancy/pilot

programme for prison

training/raising

awareness 20 working

days X 700 = 14,000 USD

- Contractual service/local

40

in # of areas

1.3.3 Action: Support a pilot de-

radicalization programme in two

prisons (one for women and one

for men). This will include a

training for prison managers on

de radicalization and raising

awareness for prisoners to

reintegrate into society

NGO 250,000 USD

TOTAL: 2,068,000

Output 2-

Access to Justice, legal aid and counselling in Host Communities and other critical areas in Jordan is improved; and legal aid i framework is in place and institutionalized

Baseline:

1. Limited number of

individuals have access to

legal aid services.

Indicators:

1. # Of Women, Girls, Boys

and Men (WGBM)

benefiting from legal

information, counselling

and/or representation for

criminal and family law

Targets (year 1)

- Legal Aid Needs

Assessment conducted

and report finalized.

- Legal Aid Response Plan

and local legal aid

providers identified

- MOU operational

between MOJ and BA,

describing appropriate

model(s) of criminal legal

and civil legal aid.

- SOPs for legal aid unit in

MOJ in place and

operational

- Legal aid coordination

mechanism established,

meets regularly and is

operational.

- Legal Aid Guide produced

2.1 Activity Result (demand side): Access to Justice mechanisms in host communities and other critical areas is enhanced;

2.1.1 Action: Roll out a Legal Aid Needs Assessment;

2.1.2 Action: Support a mapping of CSOs providing legal aid and establish a baseline;

2.1.3 Action: Support MOJ establishing an electronic referral system and a database with all pro-bono providers in Jordan;

2.1.4 Action: Pilot in-court Legal Aid

clinics in 3 areas / locations

(including in the BA)

2.1.5 Action: Support the production of a national “Legal Aid Guide” for beneficiaries, service providers, CSOs and other stakeholders in Jordan;

UNDP, MOJ, Bar association, CSOs

- Consultant (needs assessment and referral system design) – 100 working days x 500 USD/day = 50,000 USD

- Mapping of CSOs providing legal aid in host communities and establish a baseline of # of persons receiving legal aid. 45,000 USD

- Develop an electronic referral system and a database – through contractual service – 90,000 USD

- Consultant to design work flow at pilot legal aid/orientation for LA Unit + legal aid guide + operational support (shadow support) – 120

41

cases in host communities

and other critical areas

(M/F, age, GBV cases)

2. # of lawyers contacted in the BA for pro bono representation, and # of cases represented.

3. # of cases adjudicated and tested through Alternative Dispute Resolution mechanism

4. # of women and girls benefited from legal aid at Sharia’ and religious courts

and launched

- BA and MOJ coordination

mechanism established

and operational.

- Trainings on pro-bono

services conducted.

- Database with all pro-

bono providers in Jordan

in place and updated.

- Referral system designed

and in place

- Legal aid mechanisms

piloted in 3 areas

- Actors and entry points

for dockets/fast track

case processes in court

identified and operational

(pilot)

- Review of service

provision of legal aid

(with sex disaggregated

data) in Jordan

conducted.

- A draft legal aid

framework for Jordan is

submitted to MOJ.

- ADR key players identified

and assessed.

- Mechanisms for

cooperation between the

Sharia Courts, Religious

Courts and the Family

2.2 Activity Result (Supply side): Legal Aid regulated and institutionalized;

2.2.1 Action: Support establishing a

legal aid coordination mechanism

including the MOJ, BA, Sharia

courts, NGOS and community

leaders (in partnership with

CSOs);

2.2.2 Action: Design a national legal aid

SOPs in consultation with national

key actors;

2.2.3 Action: Support the partnership

agreement between MOJ and Bar

Association for extending legal aid

pro bono services;

2.2.4 Action: Training and advice on pro

bono representation provided to

BA personnel, paralegals and

other partners.

2.3 Activity Result: fast-track mechanisms, court information points, and alternative dispute resolution (ADR) (i.e. mediation) for handing increased caseloads are identified, adopted and operational;

2.3.1 Action: Identify and assess entry points for piloting specialized dockets/fast track case processes in courts;

2.3.2 Action: Place and operationalize special dockets/fast-track

working days x 500 day = 60,000 USD

- Develop “Legal Aid Guide”- consultant (10,500 USD) + design and printing (10,000 USD) = 20,500 USD

- Meetings to establish the legal aid coordination mechanisms – 500 USD/ meeting x 6 meetings = 3,000 USD

- Consultant to develop an SOP and related mechanisms for the operationalization of the Legal Aid Unit and an internal SOP for the BA – 80 working days x 500 day = 40,000 USD

- Trainings for field staff (NGOs, BA, MOJ and court staff) – 5,000 USD x 3 pilot locations = 15,000 USD

- Consultant to develop and operationalize special dockets/ fast track mechanisms in 3 pilot courts – 25

42

Protection Units

developed

Targets (year 2)

- Legal aid guide finalized

and published.

- Coordination mechanism

for alternative dispute

resolution designed and

rolled out

- Study on the application

of Shari’a law from a

women’s rights

perspective conducted.

- Awareness campaign for

Sharia’ Courts designed

and rolled out.

Targets (year 3)

- Legal Aid Mechanism is

actively providing legal

aid to 50% of eligible

criminal defendants in

the 3 pilot areas.

- BA legal aid unit

established and

operational

- ADR mechanisms for

conflict resolution

evaluated and

recommendations

mechanisms for cases processing in 3 pilot courts

2.3.3 Action: Identify and assess available actors capable of contributing to dispute resolution (Alternative Dispute Resolution mechanisms);

2.3.4 Action: Based on identified actors, design a coordination mechanism for alternative dispute resolution with linkages to formal justice institutions and to facilitate referrals;

2.3.5 Action: Roll out the proposed alternative dispute resolution mechanism in 3 communities

2.3.6 Action: Training on gender sensitization and human rights based approaches to identify ADRs designed and provided.

2.3.7 Action: Evaluate the effectiveness of the ADR mechanisms and develop robust recommendations for potential scale up nation wide

2.4 Activity Result: Sharia’s and Religious courts at national and sub-national levels are incorporated into justice dialogues, and are sensitized on human rights based approaches, especially with regard to women access to justice;

2.4.1 Action: Develop mechanisms for

working days x 700 day = 17,500 USD

- ADR expert and trainer 40 working day X 500 = 20,000 USD

- Roll out a ADR Needs Assessment in three pilot areas – Through a Contractual Service – 150,000 USD

- Venue: 10 meetings X 500 per day = 5,000 USD

- Training and Research– (gender, designed mechanism and piloting ( through a service contract– 175,000 USD

43

drafted

cooperation between the Sharia Courts, Religious Courts and the Family Protection Units;

2.4.2 Action: Support the capacity of Sharia Court and Religious Court extension offices operating within host communities to improve mechanisms of cooperation, communication and linkages with Family Protection Units and legal aid service providers.

2.4.3 Action: Commission a study on the application of Sharia’ law from a women’s rights perspective, including alternative/gender rights-affirming interpretations of Shari’a law and comparative analysis of application of Shari’a law in the MENA countries.

2.4.4 Action: Support Sharia’ and Religious courts to extend its outreach activities to raise awareness of citizens in Jordan—especially regarding recent reforms to the Personal Status Law and women’s rights within the Shari’a legal system and other issues facing women and children in host communities and other critical areas in Jordan.

- Coordination workshops to develop coordination mechanism 4 X 5000 = 15,000 USD

- Facilitators 2 X 20 working day X 600 = 24,000 USD

- Training for Sharia’ court personnel and family protection unit (bridging and networking) 50 days X 1000 = 50,000 USD

- Consultancy – gender/legal expert study for Sharia law applicability – 15 working day X 700 = 10,500 USD + 8000 USD venue = 18,500 USD

- Outreach activities/awareness campaign on personal status law – service contract/company/NGO 125,000 USD

Total = 923,000 USD

TOTAL Total budget (output 1 +2)

2,991,500 USD

44

Project Management International Programme Specialist (P4)

390,000 USD (3years)

National Officer (community Security) NOB

99,000 USD (3 years)

National Officer (Legal Aid) NOB


Project Assistant (admin/finance)


Travel 50,000 USD (3 years)

Communication / Knowledge Management


M&E (3% total amount) 115,560 (3 years)

Miscellaneous 10,000

GMS 8% 308,805

TOTAL Total budget (output 1 +2 + Management) =

4,168,865 USD

45

XV. BUDGET

Output Budget Description Amount ( USD )

Output 1 – Community security and

cohesion in host communities

enhanced and capacities to prevent crime

and violence reduction strengthened;

Consultants

Community Policing Strategy 57,000

283,000

Rapid response plan 28,000

Pilot de-radicalizaiton 100,000

Counter Radicalization strategy

84,000

Consultancy on prisons 14,000

Contractual

Services

National Crime Victims Survey 200,000

1,650,000

Pilot Community Policing 200,000

Documentary, academia materials and

orientation sessions

250,000

PSD Training Programme

150,000

Implementation of SALW activities 200,000

Campaign 200,000

Dialogue sessions on de-radicalization and counter radicalization

200,000

CSO / Prisons 250,000

Meetings/Events

10 dialogue sessions

100,000 135,000 Dilaogue session counter

radicalization

35,000

Total Programmatic Budget Output 1

2,068,000

Output 2- Access to

Justice, legal aid and counselling in

Host Communities and other

critical areas in Jordan is improved; and

legal aid i framework is in place and

institutionalized

Consultants

Needs assessment – legal aid and referral system design

50,000

290,500

design work flow at pilot legal aid/orientation for LA Unit + legal aid guide + operational support

60,000

Develop “Legal Aid Guide”

10,500

develop an SOP and related mechanisms for the operationalization

of the Legal Aid Unit and an internal SOP for the BA

40,000

ADR expert and trainer 20,000

Place and operationalize special dockets/fast-track mechanisms

17,500

Facilitators (Sharia' courts) 24,000

Training for Sharia’ court personnel and family protection unit (bridging and networking)

50,000

gender/legal expert study for Sharia law applicability

18,500

Contractual Services

needs assessment – mapping and referral system design

45,000

585,000 Electronic referral system and a database

90,000

46

Training and Research– (gender, designed mechanism and piloting

175,000

Roll out a ADR Needs Assessment in three pilot areas

150,000

Awareness campaign on personal

status law

125,000

Meetings/Events

Meetings to establish the legal aid

coordination mechanisms

3,000

38,000

Training for field staff (3 locations)

15,000

Meetings for ADR in pilot areas 5,000

Coordination workshops (for Sharia' courts)

15,000

Printing and Publications

Legal Aid Guide 10,000

10,000


923,500

Project

Management

Staff

International Programme Specialist (P4)

130,000 USD x 3 years

390,000

National Officer (community Security) NOB


99,000

National Officer (legal aid) NOB


99,000


25,000 USD x

3 years

75,000

Travel 50,000

Communication / Knowledge Management 30,000

M&E (3% Total project - for 3 years) 115,560

Misselleneous Expenses

10,000

Total Management Expenses 868,560

Sub total 3,860,060

GMS (8%) 308,805

TOTAL

4,168,865

47

XVI. BUDGET- RESOURCES REQUESTED FROM BPPS

Output Budget Description Resources requested from BPPS

Total Amount (USD)

Output 1 –

Community security and cohesion in

host communities enhanced and

capacities to prevent crime and violence

reduction strengthened;

Consultants

Community Policing Strategy

57,000 57,000

57,000

Rapid response plan

28,000

Pilot de-radicalizaiton

100,000

Counter Radicalization strategy

84,000

Consultancy on prisons 14,000

Contractual Services

National Crime Victims Survey 200,000

160,000

210,000

Pilot Community Policing (1 pilot) 200,000

50,000

Documentary, academia materials and orientation sessions

250,000

PSD Training Programme 150,000

Implementation of SALW activities 200,000

Campaign 200,000

Dialogue sessions on de-radicalization

and counter radicalization

200,000

CSO / Prisons

250,000

Meetings/Events

10 dialogue sessions 100,000

- Dilaogue session counter

radicalization

35,000


2,068,000 267,000

Output 2- Access to

Justice, legal aid and counselling in

Host Communities and other

critical areas in Jordan is improved; and

legal aid i framework is in place and

institutionalized

Consultants

Needs assessment – legal aid and referral system design

50,000

50,000

187,000

design work flow at pilot legal aid/orientation for LA Unit + legal aid

guide + operational support

60,000 60,000

Develop “Legal Aid Guide” 10,500

develop an SOP and related mechanisms for the operationalization

of the Legal Aid Unit and an internal SOP for the BA

40,000

40,000

ADR expert and trainer

20,000 20,000

Place and operationalize special

dockets/fast-track mechanisms

17,500 17,000

Training for Sharia’ court personnel and family protection unit (bridging and networking)

50,000

Facilitators (Sharia' courts) 24,000

48

gender/legal expert study for Sharia law applicability

18,500

Contractual

Services

needs assessment – mapping and

referral system design

45,000 45,000

125,000

Electronic referral system and a

database

90,000

Training and Research– (gender, designed mechanism and piloting

175,000

Roll out a ADR Needs Assessment in three pilot areas

150,000

80,000

Awareness campaign on personal

status law

125,000

Meetings/Events

Meetings to establish the legal aid

coordination mechanisms

3,000 3,000

3,000

Training for field staff (3 locations) 15,000

Meetings for ADR in pilot areas 5,000

Coordination workshops (for Sharia'

courts) 15,000

Printing and Publications

Legal Aid Guide

10,000

-


923,500 315,000

Project Management

Staff

International Programme Specialist

(P4) 220,000 USD

x 1.5 years 330,000

465,000

National Officer (community Security)

NOB 30,000 USD x

3 years 0

National Officer (legal aid) NOB

30,000 USD x 1.5 years 45,000


10,000 USD x 1.5 years 15,000

Travel 50,000

20,000

Communication / Knowledge Management

30,000

Programme Operational Costs

115,560

50,000

Misselleneous Expenses 10,000 5,000

Total Management Expenses

868,560

465,000

Sub total

3,860,060

1,047,000

GMS (8%)

308,805

TOTAL

4,168,865 1,047,000

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