United Nations Development Programme

Kosovo

FINAL REPORT: PHASE II OF THE UNMIK/UNDP-SPONSORED KOSOVO POLICE SERVICE (KPS)

INSTITUTIONAL CAPACITY BUILDING PROJECT(INCLUDES A SUMMARY OF

PHASE I & II LESSONS LEARNED)

PREPARED BY: TERRY O’NEIL*APRIL 2005

* Terry O’Neil, an American citizen, is a local government practitioner and advisor with nearly twenty years of administrative experience in the United States and in international settings, including Bosnia & Herzegovina, Kosovo and East Timor. While every effort has been made to objectively compile this evaluation, in the interest of full disclosure it should be noted that Mr. O’Neil served as a consultant to UNDP-Kosovo in September 2002 on six-month assignment to help develop and launch Phase I of the KPS Institutional Capacity Building Project. For this reason, certain observations made and conclusions drawn in this document, particularly as they pertain to earlier stages of the project, are, in part, based on the evaluator’s firsthand experiences. Other points of view regarding the efficacy of the KPS project and the content of this report are, of course, welcome.

Acronyms

ASD Administrative Services Division DSRG Deputy Special Representative of the Secretary GeneralICT International Criminal TribunalIPO International Police Officer KCB Kosovo Consolidated BudgetKIPA Kosovo Institute of Public Administration KFOR NATO-based Peace Keeping Force in KosovoKPS Kosovo Police ServiceKPIS Kosovo Police Information System KPSS Kosovo Police Service SchoolKPSICBP Kosovo Police Service Institutional Capacity Building ProjectKTC Kosovo Trust CorporationNGO Non-Governmental Organization OSCE Organization for Security and Cooperation in Europe PISG Provisional Institutions of Self-GovernmentSRSG Special Representative to the Secretary General UNDP United Nations Development ProgramUNMIK United Nations Mission in Kosovo

Terms of Reference:

The International Consultant will be responsible to produce the Kosovo Police Service Institutional Capacity Building Project (KPSICB) Phase II Final Report and will include a lessons learned section covering Phase I and II. Specifically he/she will be responsible for:

(a) Summarizing the obstacles and challenges faced by the project and how they were overcome;

(b) Examining and evaluating interim project impact;(c) Consulting with all stakeholders and beneficiaries on project impact and future

needs;(d) Producing a comprehensive Final Report on KPSICB Phase II;

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(e) Making recommendations for future planning and assistance for KPS Administration.

CONTENTS

Section A. Executive Summary

Section B. Putting the Project in Context

Section C. Final Report on Phase II Activities

1. Reporting Approach2. Phase II Objectives, Inputs and Outputs vs. Results3. Organizational Chart of the KPS Administrative Support Division (March 2005)4. Snap Shot of the KPS ASD (staffing levels, senior appointments, etc.)5. Review of Capacity Building Team’s Work Products (policies, procedures, manuals)6. Training Activities7. Targeted Donations

Section D. Phases I & II – Lessons Learned

1. Approach 2. The Project’s Partners, Stakeholders and Beneficiaries3. Obstacles & Challenges Faced By the Project and How They Were Overcome4. Stakeholder & Beneficiary Views on Future Needs5. The Project’s Impact on the KPS Thus Far6. Recommendations for Further Planning Assistance to the KPS7. Comments Regarding Gender Issues8. Synergies With Other UNDP Projects

Section E. Concluding Remarks

Section F. Persons Interviewed & Supporting Documentation

1. Persons Interviewed2. Documents Reviewed3. Targeted Donations4. Phase II Training Matrix

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SECTION A. EXECUTIVE SUMMARY

“As part of its overall peace building and conflict prevention mandate, UNDP has begun to focus on the need to transform the justice and security sector in crisis-post-conflict countries to comply with the principles of democratic governance. It is increasingly recognized that bringing the security sector under civilian control and establishing equitable justice are integral elements of any peace-building . . . effort.”

“At the same time, it is widely acknowledged that UNDP’s policy formulation must build upon its comparative strengths and position within the larger international donor community, compliment existing expertise in the area, and be grounded in operational experience from the field.”

Aide Memoire, UNDP Conference, “Coherence, Cooperation and Comparative Strengths – Justice and Security Sector Reform” 10-11 April, 2003

In September 2002, as part of its Justice & Security Sector portfolio, the United Nations Development Programme (UNDP) in Kosovo sought to put the above words into action by developing and executing, in partnership with the United Nations Mission in Kosovo (UNMIK), and through the generous financial support of the governments of The Netherlands and Norway, the Kosovo Police Service Institutional Capacity Building1

Project (KPSICBP).

Staffed by a team of experienced administrative practitioners and technical advisors, the project’s ultimate goal has been (and remains) the creation of an effective, responsive and transparent Administrative Services Division (ASD) within the emerging Kosovo Police Service (KPS). The task has not been easy. A late start in focusing on the newly forming agency’s administrative wherewithal, and delays in transitioning from international control to a fully “Kosovarized” operation have unquestionably slowed the pace of capacity building. Uncertainty, and in some cases skepticism, on the part of some within UNMIK as to the role the UNDP-sponsored project should play in aiding the KPS transition have been complicating factors as well.

Yet despite these and other challenges, and owing in no small measure to UNDP’s perseverance and UNMIK’s early 2003 decision to place a lead international administrator (now Deputy Police Commissioner) in charge of creating the ASD, the KPS Capacity Building Project, particularly Phase II, has managed to produce exceptional results. Two years ago critical administrative functions within the fledgling KPS, such as budgeting, logistics, asset management, human resources, fleet maintenance and information technology were being provided by UNMIK’s mission-wide logistics apparatus, a stand-in crew of international police officers (IPOs) and a handful of Kosovar employees. Today, there exists a clearly defined, coherently structured administrative services division with nearly 750 competitively-hired KPS employees, both sworn officer and civilians, deployed across three departments and nineteen sub-departments and directorates. A closer look finds a new ASD that is reasonably well equipped, grounded in sound budgeting and operational procedures, and, assuming an accelerated pace in hiring permanent managers and the completion intensive training called for in Phase III of the project, substantially on its way to providing the essential

1 Capacity development: The process by which individuals, groups, organizations and countries develop, enhance and organize their systems, resources and knowledge, all reflected in their abilities, individually and collectively, to perform functions, solve problems and set and achieve objectives. Capacity development is also referred to as capacity building or strengthening. (UNDP Handbook on Monitoring and Evaluating for Results, Glossary of Terms)

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services needed to sustain a modern police force. By any reasonable measure, the UNDP capacity building effort has been instrumental in helping to bring this about.

As mentioned, not all has been smooth sailing. Throughout the course of the project, significant obstacles were encountered, including delays in securing facilities to house the ASD, delays in hiring KPS administrative staff, conflicting opinions as to what standards and protocols should be used, differing views as to the pace and urgency of transitional activities, turnover amongst project staff, and a host of other difficulties. While the evaluation that follows touches on a wide range of issues pertaining to phases I & II of the project, some of the initiative’s more general “lessons learned” might be summed up as follows:

(1) Start early. Notwithstanding the post-conflict imperative of rapidly training and deploying officers on the street, addressing the “back office” administrative capacities of a start-from-scratch police force cannot be effectively accomplished as an afterthought.

(2) Secure the right mix of skills. With some exceptions, international police officers (IPO’s) deployed in Kosovo did not included trained budget specialists, human resource specialists, asset management specialists, logisticians or other administrative types. In setting up, training and provisionally managing a post-conflict police force, UN policy makers and their national counterparts need immediate, ongoing, hands-on assistance from experienced administrative practitioners. While recruiting IPO’s with administrative backgrounds might appear to be a viable option, it is not a reliable alternative to a structured, targeted initiative such as the KPSICBP.

(3) A clearer understanding of respective roles. At times, UNDP’s partnership with UNMIK has been unbalanced. Delays by in launching important components of the transition were not adequately addressed in terms of their impact on the project. At the same time, the project should have probably been better calibrated to apply resources on a “when ready” basis. The project’s steering committee met only twice in the course of phases I & II and focused mainly on the status of the KPS operations in general rather than on the workings of the project itself. From the outset, a memorandum of understanding or similar agreement between UNDP and UNMIK, clearly identifying each partner’s roles and obligations, would have likely benefited the project.

(4) Adaptability. Among the project’s most noteworthy characteristics has been its adaptability. Because of the start from scratch nature of the effort, capacity building team members were routinely called upon to perform tasks outside the scope of what might ordinarily be considered traditional capacity building. True, training and mentoring did not begin as quickly as might have been desired, but had the team not aggressively played a provisional role in helping to lay the organization’s crucial groundwork, the KPS Administrative Services Division would not be the viable, soon-to-be independent agency that it is today.

(5) Policy influence. Finally, in designing and executing the KPS Institutional Capacity Building Project, it is clear that UNDP officials intended to provide not only technical advice and expertise, (which proved particularly effective), but also a certain measure of policy guidance with regard to matters of enhanced civilian oversight, civilianization of the KPS administrative workforce, transparency of operations, responsiveness to wider civil society environment and similar “principles” which tend to define security sector reform in the broader sense. In practice, however, with UNMIK officials exercising nearly exclusive policy oversight, it must be acknowledged that KPS capacity building project has held relatively little sway in these areas. Any future efforts by UNDP to strengthen its role in shaping security sector policy, particularly in the context of a similar police

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capacity building project, will undoubtedly prove more effective if policy directions are agreed to SECTION B. PUTTING THE PROJECT IN CONTEXT

In June 1999, following NATO air strikes that forced the withdrawal of Yugoslav military and paramilitary troops from the majority ethnic-Albanian province of Kosovo, United Nations Security Council Resolution 1244 established the United Nations Mission in Kosovo (UNMIK). Headed by a Special Representative to the Secretary General of the United Nations (SRSG), UNMIK is organizationally divided into four sectors or “pillars” encompassing Police & Justice, Civil Administration, Democracy & Institution Building, and Reconstruction & Economic Development. In addition to resources marshalled through UNMIK, a host of non-governmental organizations (NGO’s), as well as donor-governments have provided aid and development assistance to Kosovo’s roughly two million citizens. Also present in Kosovo is the NATO-led multi-national stabilization force known as KFOR, which has played a critical role in maintaining peace and stability in Kosovo. Charged with bringing order, democracy, and fundamental self-governance to the shattered region, UNMIK has, during the five-year span of its mission, temporarily administered a wide range of government functions, including civilian policing. Today, nearly all basic functions, including the judiciary, municipal authorities, central banking, economic development and cultural development, are no longer held by UNMIK as “reserved authorities” but rather are administered on a day-to-day basis by Kosovo’s duly elected Provisional Institution of Self-Government (PISG) and its relevant ministries. Police, however, is still a reserved function and is expected remain so until near the end of UNMIK’s mission. Discussions regarding Kosovo’s final status, based on several progress indicators, are scheduled to begin in the summer of 2005.

From the outset establishing and mobilizing an effective civilian police force has been among UNMIK’s most pressing mandates2. Initially meeting the post-conflict security challenge by deploying a multi-national force of several thousand international police officers, UNMIK, aided by the Organization for Security and Cooperation in Europe (OSCE), has made significant gains in fielding a resident police force through its Kosovo Police Service School (KPSS). At present, well over 6,000 Kosovar men and women (both Albanian and Serb) have graduated from the school and are now on the KPS payroll. In addition to in-service training, the bulk of these new recruits have also had an opportunity to work side-by-side with international officers. A rapid draw down of IPO’s is currently underway with the expected departure of all but a small contingent by mid 2006. As currently structured, the KPS is divided into five regions, with a main headquarters at Pristina, the capital city, and five regional stations at Pristina, Mitrovica, Pec, Prizren and Gnjilane. A total of 51 stations and substations are scattered throughout the Kosovo’s regions. Border patrol, which regulates eight checkpoints, is also a police responsibility. Today, the KPS main headquarters, and nearly half of the regional HQ’s, stations and substations are under the day-to-day command of senior KPS officers. UNMIK police commanders, who until recently supervised all day-to-day activities, are now rapidly taking on the role of observers and advisors.

The ongoing transfer of both operational and administrative functions to the emerging KPS has understandably been accompanied by a marked reduction in international funding. At present, with the exception of unilateral contributions made directly through donor governments, KPS funding is derived almost entirely from the Kosovo Consolidated Budget (KCB). Managed by the UNMIK-established Central Fiscal

2 Among the prerequisites to begin final status discussions in mid 2005, “Kosovans must assume progressively greater functional responsibilities through the justice sector and in prisons and the KPS, and demonstrate their capacity to exercise those responsibilities effectively and impartially towards all ethnic communities” (Kosovo Standards Implementation Plan, 31 March, page 27).

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Authority (CFA), the KCB derives its revenues from local customs duties, as well as sales and excise taxes. As might be expected, because of Kosovo’s struggling economy, high unemployment, lack of skilled workers, tradition of black market activities and nascent tax administration, the KPS budget, a modest € 632 million in 20043, falls well short of the government’s actual needs. Anticipated KCB spending on police will be about € 50 million in 20054, or roughly nine percent (9%) of the provisional government’s projected annual revenues. Given this revenue outlook, it is clear that KPS spending will remain modest for the foreseeable future and that capital spending will be a fraction of that spent under the UNMIK umbrella. Across the board, salaries for government workers in Kosovo, including those within the police service, are extremely low. At present, senior KPS officers above the rank of major receive € 275 per month. Lower ranking officers are paid € 235 per month. The monthly salary of KPS civilian administrative staff ranges from a high of € 217 for senior administrators to a low of € 130 for support staff such as receptionists, janitors and carpenters5. In this low-pay environment, attracting skilled employees and combating corruption are persistent concerns.

In its push toward building an indigenous police force, UNMIK has targeted the bulk of its resources on training and equipping front-line officers. As mentioned, until substantive transitional activities began in early 2003, most administrative functions, such as budgeting, procurement, human resources, asset management and contract management were overseen and handled almost exclusively by IPO’s, the lion’s share of which were acting outside the scope of their usual expertise. Moreover, scores of employees from UNMIK’s theatre-wide logistics division provided further support to the KPS by renovating and maintaining a portion of its buildings and by providing janitorial services, vehicle maintenance, communications, back-up generators, fuel, utilities payments and a host of other services. Thus, as UNMIK resources were scaled back and administrative responsibilities began to shift more rapidly to the fledgling KPS (and its shoestring budget), the urgency of developing the organization’s in-house administrative capabilities became that much more acute.

It is against this backdrop that, in late 2002, UNDP Kosovo partnered with UNMIK Pillar I officials and the donor-nations of The Netherlands and Norway to develop and execute an eight-month “quick-start” capacity building project that ultimately expanded into a two-phase, two-year effort. Consisting of up to eight international specialists, the KPS capacity building team has helped to set up key administrative functions within the new KPS Administrative Services Division, developed needed policies and procedures, aided with recruiting and hiring, while at the same time advising and mentoring their local counterparts. Now, as the project’s third and final phase gets underway (1 April thru December 2005), UNDP has called for an assessment of challenges faced by the project, its impact thus far, how stakeholders and beneficiaries have viewed the project, as well as recommendations for enhanced capacity building in the project’s remaining months. Also included with this assessment is a final close out report on the project’s Phase II activities.

3 UNMIK 12/31/03 Press Release: SRSG Harri Holkeri Promulgates Regulation Approving Kosovo Consolidated Budget 2004. 4 KPS 2005 draft budget estimate5 2004 KPS Salary Scales

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SECTION C. FINAL REPORT ON PHASE II ACTIVITIES

1. Reporting Approach

Building on the accomplishments of Phase I, Phase II of the KPS Capacity Building Projects was designed around two primary objectives:

1. To provide ongoing assistance and build capacity through the establishment of managerial basic, provisional, and immediate management and administrative support for the KPS and,

2. To provide technical assistance to UNMIK Police in the development of a Strategic Business Plan for the KPS Administrative Services Division (ASD) to ensure KPS long-term operational sustainability.

Based on relevant excerpts from the KPSICB Phase II Project Document, the matrix below addresses each of above objectives, as well as their sub-objectives, inputs6 and outputs7, and the extent to which they were (or were not) realized during the course of the project. Also included in this section is the most recent organizational chart of the KPS Administrative Service Division and a matrix depicting the Division’s current staffing levels, planned staffing levels, senior managers appointed to-date, ratio of sworn officers to civilian staff, whether needed office space and logistics facilities are secured, the extent to which needed protocols are in place, and the number of KPS employees who have gone through training. Together this data is intended as a snap shot of the ASD as it stands today in the wake of Phase II activities. Also included in this section is a comprehensive summary of protocols, standard operating procedures, manuals, forms, etc. prepared by the project team, the bulk of which now serve as the basis for daily operations, as well as ongoing training efforts. A summary of the project’s targeted material assistance donations and training initiatives is also included.

3. KPSICBP Phase II -- Objectives, Inputs & Outputs vs. Results

Objectives, Inputs and Outputs Result(s)/Comment

Objective 1. To provide ongoing assistance and build capacity through the establishment of management and administrative support for the KPS.

Technical assistance and capacity building were ongoing throughout the course of Phase II.

Sub-component 1.1 Provide provisional support8 to the establishment of provisional KPS Administration elements.

Given the KPS Administrative Services Division’s nascent status, capacity building team members have been called upon routinely to provide substantial provisional support to both UNMIK policymakers and the

6 Input: A means mobilized for the conduct of programme or project activities, i.e., financial, human and physical resources. (UNDP Handbook on Monitoring and Evaluating for Results, Glossary of Terms)7 Outputs: Tangible products (including services) of a programme or project necessary to achieve the objectives of a programme or project. Outputs relate to the completion (rather than the conduct) of activities and are the type of results over which managers have a high degree of influence. Example: agricultural extension services provided to rice farmers. (UNDP Handbook on Monitoring and Evaluating for Results, Glossary of Terms)8 For the purpose of this report, provisional support is defined as distinct from the direct training and mentoring of local counterparts and includes activities needed to sustain current operations and lay the groundwork for the newly forming ASD.

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KPS. Examples of this support are varied and include such activities as budget preparation for individual departments, creating technical specifications, engaging in contract negotiations on behalf of the KPS, helping to secure KPS facilities, acting as liaisons to outside entities such as OSCE, KFOR, the PISG’s Ministry of Finance & Economy, attracting potential donors, and a host of other tasks. Team members estimate that roughly 40-45% of their time has been spent in these provisional activities.

provide back office support . . . only in the areas of highest priority

The UNMIK/KPS Commissioner and his Deputy Commissioner for Administration have determined the type and degree of provisional support provided by the project.

In consultation with the Technical Assistance Team, priority functions are to be determined by the Commissioner and the Head of KPS Administration. The criterion used in the selection of priority areas is the function’s centrality to the maintenance of KPS’s current and future operational capabilities. Within each priority functional area a ranking of sub-priorities will also be required. A ranking based on regional priorities may also be necessary in order to address specific needs at that level.

Again, priority setting for the project has been determined by the Police Commissioner and the Deputy Commissioner for Administration. Throughout the course of Phase II, UNMIK officials have expressed satisfaction with the project’s level of support for current operations, as well as the degree of capacity building applied to future operations. A focus on regional capacity building (i.e.: training for regional administrative staff and regional commanders) was intensified toward the end of Phase II and is expected to be a major component of Phase III.

For each priority area, civilian Kosovan personnel will need to be recruited and selected. The Technical Assistance Team PHASE I developed a recruitment system, job descriptions, salary scales, and other essential human resource mechanisms, in line with procedures and salaries adopted for Kosovan civil servants. PHASE II will assist in executing this process, in building capacity in these positions, in addition to acting as mentors in PHASE II final stages.

Recruitment activities and hiring of KPS employees increased markedly during Phase II, with the overall ASD workforce increasing from roughly 300 to 750 employees. Team members assisted directly by advising on the structure of department and directorates, identifying staffing needs, preparing job descriptions, and in some instances helping to interview candidates. Team members have worked directly on a day-to-day basis with their local counterparts in overseeing and developing their respective departments.

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The current managerial and administrative priorities enumerated by Pillar I and UNMIK Police for 2004-2005 are as follows:

Human Resources

Policies, Procedures, and SystemsPriority Implementation:

(a) Integration of Uniformed and Civilian records

(b) Development of “total” software package for records

(c) Consolidation of those human resources activities that can be combined

(d) Develop program to train human resources staff

a) Uniformed and civilian KPS personnel records are now kept and administered under a single office and system.

b) Following preparation of a request for proposals, several software packages were evaluated by the team’s Human Resource Specialist, Project Manager and others -- none of which fully met the requirements of UNMIK/KPS administrators. At the close of Phase II, the team’s project manager has been asked to again prepare an updated RFP for human resources software. UNIMIK administrators have set a target deadline of May 2005 for a new RFP, with the system in place by September 2005.

c) Under the current, interim human resources management system, those systems that can be readily combined have been combined. Further consolidation will undoubtedly occur once the new software package is up and running.

d) KPS Human Resource employees have received OSCE-administered “Personnel Data Security” training, including protocols for releasing information about KPS sworn officers and staff. The team’s Human Resources Specialist worked directly with the director of personnel to develop minimum heath standards for new department hires. A specific Human resources training module is called for in Phase III. Every effort should be made by UNMIK officials to secure the Human Resources software package as quickly as possible so as to augment this training.

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Logistics

Procedures, and Systems, Supply Policy, Procedures and Systems Priority Implementation:

(a) Logistics support manuals for Logistics base operations

(b) Receipt and quality control inspections of

incoming goods.

(c) Establish software operations for fuel, fleet, self service operations, warehousing

(d) Develop training program for logistics personnel, safety, inventory, accountability

a) In the absence of a permanent log base, (now under construction) provisional log base support manuals were prepared and distributed to a skeleton crew of KPS warehouse staff. This material has been used on a limited basis for setting up the temporary facility and for training. That said, it is important to note that UNMIK IPO’s have taken the lead in managed the KPS logistics operations throughout the course of Phase II. Technical guidance and advice offered by the team’s Logistics Specialist and Project Manager have, at times, been disregarded.

b) By UNMIK directive, receipt and quality control inspection protocols have yet to be implemented pending completion of the new log base facility. The project’s Logistics Specialist prepared a suggested organizational scheme and staffing plan (hiring package) for the receipt and inspections unit in mid 2004. To date, no action has been taken.

c) The “Road Base” software program, purchased and donated by the project, includes features relating to fuel and fleet operations. Space constraints at the new log base have caused the self-service distribution center concept to be abandoned. Warehouse management software is being developed in-house and in tandem with development of the asset management database. The project’s Logistics Specialist continues to provide advice and guidance in this regard.

d) KPS log base services have been operating out of temporary facilities in Ferizaj pending completion of the new facility, expected in June 2005. In the meantime, to the extent permitted by managing IPO’s, the project’s Logistics Specialist has provided advice and mentoring to KPS warehousing staff. The logistics' Specialist also developed standardized logistics packages be used in setting up and maintaining permanent regional headquarters includes a comprehensive list of radios, computers, desks, chairs, filing cabinets, vehicles and a host of other items necessary to support KPS operations. This information will be instrumental in budgeting and procurement planning.

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Asset Management

Basic Policies, Procedures, SystemsPriority Implementation:

(a) Implementation of software system for Asset Management

(b) Create the system and tools for control

and audit

(c) Implement asset maintenance scheme

(d) Implement integrated acquisition planning

(e) Establish life cycle cost, and useful life cycle

(a) Software system for asset management is in place, including network-ready features and required security features.

(b) System description and procedures in place, however, auditing functions are currently on hold pending completion of data base entries. This work is ongoing and should be finished by the end of May 2005. Auditing by KPS staff, including stocktaking, handover procedures, maintenance, etc., to begin immediately thereafter.

(c) Asset maintenance requirements are tied directly to the final asset registry currently being compiled. With direct assistance from the project’s asset management specialist, KPS managers will be required to finalize and apply these requirements once assets are formally assigned to their departments of sections. This work is ongoing and will be completed by the end of May 2005.

(d) Procedures for “integrated acquisition planning,” -- a formal process whereby KPS managers will be required to engage in basic needs assessment, cost analysis, maintenance analysis, etc. – are in now in place and will be used as the bases for training during the course of Phase III.

(e) The Road Base software package for fleet maintenance includes these features. For all other assets owned by the KPS the final asset registry includes life cycle data, including deprecation. This data will then be linked to the planning and budgeting process.

It should be noted that the project’s Asset Management Specialist and other team members has been particularly diligent in coordinate closely with the various agencies of the PISG to insure compatibility of department rules and regulations with the central authorities. In some areas, such as procurement, the central government has chosen to model its approach after the KPS standards.

Information Technology (IT)

Basic Policies, Procedures, Systems,Priority Implementation:

(a) An implementation plan for data communications, including e-mail, internet, intranet and the KPS Kosovo-wide network, is now complete. Approximately (80%) of the plans components are expected to be in place

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(a) Plan for implementation of the KPS data communications plan

(b) Work schedule and prioritization for installation of new equipment

(c) Establish train the trainer program for ICT Operations

(d) Identify eligible candidates for advance training

by June 2005, with the balance completed by year’s end. At the close of Phase II, the KPS “911” Emergency Response system is up and running. A consolidated communications network, including telephone, radio and computers is soon to be on line using a Kosovo-wide microwave system. This will free regional offices from the unreliable local phone system and will generate substantial savings by controlling the costly practice of making personal calls on KPS phones. The team’s efforts to set up a KPS website will also serve as a valuable tool for administrative staff and commanders in the field. See www.kosovopolice.com

(b) Work schedule completed and in use. Over thirty individual projects are underway with completion of entire package expected by year’s end.

(c) Fifteen 15 KPS ICT staff members have received direct guidance and instruction from the project’s ICT Specialist and are in turn helping to train their colleagues. Areas of instruction have ranged from basic network planning to special projects training.

(d) Approximately 15 KPS ICT employees have received advanced training, including Microsoft Systems certification and advanced Motorola training.

Communications Technology

Basic Policies, Procedures, SystemsPriority Implementation:

(a) Plan for implementation of the KPS communications plan

(b) Work schedule and prioritization for installation of new equipment

(c) Prepare floor plan for operations centers (Main and backup)

(d) Establish train the trainer program for ICT Operations

(e) Identify eligible candidates for advance training

(a) The implementation plan for KPS communications, including Tetra radio system, UN Tetrapol special police unit system, and analogue system encryption, is complete. Donation of equipment by the US and UN expected by year’s end.

(b) Work schedule completed and submitted to UNMIK/ICT administrators.

(c) Main operation center (command and control center) was planned, built and is now in operation. Regional backup locations have been identified and are being linked back to the main control center.

(d) (d) Approximately 10 KPS ICT staff members have received direct daily guidance from the project’s ICT Specialist. They, in turn, are helping to train their colleagues. Areas of instruction have ranged from basic communications planning to special projects training.

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(e) Approximately 15 KPS ICT employees have received training, including advanced Motorola training.

Fleet Maintenance

Basic Policies, Procedures and Systems

(a) Develop Fleet Management Operating Manual

(b) Plan for the transition of fleet operations to the new location

(c) Develop plan for processing incoming fuel for accountability and quality

(d) Identify and establish software program to manage the entire KPS fleet

(a) The KPS Fleet Operational Manual has been completed and is in use.

(b) The project’s Fleet Maintenance Specialist prepared a complete transition plan for the relocation of fleet operations to facilities currently under construction. Occupancy of the new facility is expected in June 2005.

(c) Quality control of fuel is included as part of Fleet Operational Manual and the Road Base software program.

(d) Following a review and tender process spearheaded by the team’s Fleet Maintenance Specialist, the “Road Base” fleet maintenance software program was purchased by the project and donated in October 2004 at a cost of $27,000. The system is now actively in use and has begun to generate substantial cost savings in terms of fuel use and maintenance. For example, data gathered by the system determined a prevalence of “backing-up” accidents, which cued changes to the driver training curriculum.

Sub-Component 1.1 – Outputs:

1. Advice in the execution of basic policies, procedures, and systems by which requisiteadministrative activities can be accomplished in as orderly, efficient, and accountable amanner as possible to maintain the KPS’s continued operational capacity.9

Throughout Phase II, Capacity building team members have provided technical advice and substantial follow up support in implementing policies and procedures. This support includes daily coordination with KPS counterparts and the use of newly developed materials as the basis for in-house training.

2. Assist in recruitment and selection processes by which civilian Kosovan personnel are brought into the KPS to fulfill requirements as established by the staffing tables designed during the course of PHASE I. Identify, recruit train and mentor the senior and middle

As mentioned, the pace of KPS hiring increased significantly during the course of Phase. Capacity building team members have established direct mentoring relationships with senior and mid-level staff, as well as rank and file employees. The devolution of management responsibilities has clearly accelerated during

9 Because of the urgent nature of the Preparatory Phase of the Project, it is possible that these provisional basic proceduresmay have to be revised as they may not be those that are ultimately developed over the whole course of the Project.

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management civil servants to whom management of the back-office functions will be devolved through the course of 2004.

Phase II.

3. Assist KPS Administration in the performance of these urgent functions according to the agreed upon priorities of the KPS.10

Established by the UNMIK/KPS Commissioner and Deputy Commissioner.

Sub-Component 1.1 – Inputs:

1. Placement of Technical Assistance Team

2. KPS Administration Quality Circles in support of TA Team

1. Capacity building team deployed.

2. Direction and guidance for the capacity building team has been provided through daily meetings between the Project Manager and the KPS Deputy Commissioner for Administration and his staff.

Sub-Component 1.2: Provide technical assistance to select areas of specialized logistical support within KPS Administration.

Technical assistance regarding logistics was made available to UNMIK policymakers throughout the course of Phase II.

Specialized logistical facilities and services have been identified and are being established as part of PHASE I, including, inter alia, equipment and vehicle repair, inventory and asset management, and communications services and facilities; these specialized technical services and facilities and their efficient management are crucial for the logistical support of KPS operations. This process is ongoing and requires continued support by the TA Team.

The project’s Logistics Specialist and Fleet Maintenance Specialists advised extensively on the design of a comprehensive log base facility at the former British KFOR facility, only to find at the eleventh hour that the property would not be released to the KPS by the Kosovo Trust Corporation (KTC), custodian of all socially owned properties. The facility was slated to house fleet maintenance, warehousing, facilities maintenance, and several other services. Team members then provided a new design for an alternate facility now under construction. In the meantime, fleet maintenance remains in service through a temporary facility near the village of Gracanica and through a contract with a Slovenian management firm.

At present, the KPS possesses mediocre technical expertise to analyze needs, plan, install, and/or manage these special logistical services and facilities. It is the responsibility of the Technical Assistance Team to further assist the KPS in developing these specialized services and facilities.

Technical assistance regarding needed logistical facilities has been ongoing throughout Phase II. Again, delays in establishing the KPS Log Base facility have required capacity building team members to engage their activities in a more abbreviated fashion than anticipated.

10 Because of the current situation, it may be the case that certain KPS units, specialized or otherwise, may have to provide their own basic support functions for a given period of time.

15

16

Provide assistance in the establishment and management of specialized technical support services and facilities.

Help desk facilities for both computers and communications equipment have been developed by the Capacity building Team.

Sub-Component 1.2 – Outputs:

1. Based upon the priority needs specified by the KPS, consolidate PHASE I’s assistance in the execution of development plans (achieved under PHASE I) of detailed technical plans for the establishment of specialized technical support services and facilities, including:

a) Vehicle Repair Facility – Approximate KPS fleet of 1,000 vehicles, with repair facility output of 15 vehicles/day with towing capacity. The Central Logistics base.

b) Voice Systems Repairc) Armory/Ammunitiond) Data Systems Repaire) A central and Backup server and

operations center.2. Provide assistance in the

establishment of specialized technical support services and facilities.

(a) The capacity building team’s Fleet Maintenance Specialist has played a central role in helping to establish a fleet maintenance facility near the village of Gracanica. The facility, which it currently being run by a Slovenian firm, under the direction of KPS contract administrators, is fully capable of serving the KPS fleet of over 800 vehicles and meets the maintenance output standards proscribed. Operations at the Gracanica facility are scheduled to move to the new KPS Log Base facility in June 2005. UNMIK administrators have decided to retain the Slovenian management firm for the next 12 months. Thereafter, a decision will need to be made whether to continue out-sourcing the service or to establish an in-house operation.

(b) Voice System repair, armory/ammunition and data system repair have been fully designed and incorporated into new logistics facilities currently under construction. A central backup server and operations center is in place.

2. Specialized technical support and advice in establishing KPS facilities has been constant throughout the course of Phase II.

Sub-Component 1.2 – Inputs:

1. Placement of Technical Assistance Team

2. Possible provision of specialist technical experts to design, install, and initial assist inmanaging specialized logistical services and facilities (i.e. vehicle maintenance unit/shop, IT /data repair unit.).

1. Technical Assistance Team was deployed.

2. Technical assistance in the areas mentioned has been provided by members of the capacity building team and did not require that the project contract for any additional expertise.

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OBJECTIVE 2: To provide further technical assistance in the ongoing development andexecution of a Strategic Plan for KPS Administration to ensure the KPS’s long-termoperational sustainability.

Although assistance in developing a “Strategic Business Plan” for the KPS was identified as a primary objective in both Phases I & II of the project, assembling a master document was not viewed by the client as an immediate priority. Instead, with the intention of focusing on the individual components of an overall strategic plan, UNMIK directed the capacity

building team to concentrate its efforts on preparing policies, standard operating procedures, manuals, forms, etc. UNMIK officials confirm that the capacity building team has fully met its obligations in this regard.

The second objective is to assist in the ongoing development and execution of a Strategic Plan that can be implemented within the following two (2) years to establish the full array of service and functional areas required of KPS Administration to ensure that the KPS is an administratively sustainable, accountable and efficient police service. The Strategic Plan will specify show how KPS Administration will be made fully operational, how appropriate procedures and processes will be put in place, and how and what numbers of civilian personnel need to be recruited and trained. The Strategic Plan will also detail how administrative authority will be devolved to Kosovan personnel over the course of the subsequent two (2) years.

As mentioned, per the client's direction, the capacity building team has been tasked with creating what might be termed the sub- components of a strategic plan consisting of such materials as organizational charts, job descriptions, department protocols, manuals and other similar documents. While team members offered suggestions as to staffing numbers, final decisions regarding staffing of the KPS administrative support division, as well as the ratio of civilians to sworn officers, have been made by UNMIK officials.

The Technical Assistance Team will be responsible for working directly with KPS to develop the Plan for the organizational structure, sequencing, systems, guidelines, and required staffing of the overall Administrative Services Division of the KPS. By providing study trips, the Project will also draw on the expertise of other police services in the region that have undergone a similar institutional transition.

Capacity building team members have consistently provided advice to UNMIK/KPS officials regarding the structure, sequencing, systems, guidelines, and staffing of the administrative services division. In May 2004, two KPS employees, Head of the Support Services Department and an ICT Specialist attended a study visit to the Slovenian Police Operations and Communication Center. In December of 2004, the KPS Head of Training attended the Annual Training Conference of International Association of Women Police Officers in Boston, Massachusetts. See Phase II training in Section F. 4.

Sub-Component 2.1 – Outputs:18

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1. A detailed strategic plan for the KPS to establish all administrative functional areas, including:

(a) Planning(b) Warehouse/Logistics(c) Asset Management(d) Facilities Maintenance(e) IT(f) Communications (g) Human Resources(h) Executive services

In nearly all areas identified, the capacity building team has provided extensive technical support and supporting documentation. As mentioned, the development of a comprehensive KPS Strategic Plan is not yet underway.

Sub-Component 2.1 – Inputs:

1. Placement of Technical Assistance Team, Project Manager in lead role;

2. KPS Administration Quality Circles in support;

3. Study Trips to regional counterpart police services administrative divisions (Slovenia,Croatia).

1. The Project Manager has maintained a lead role in administering the project throughout the course of Phase II.

2. The Project’s manager, (and capacity building team members as needed), attended daily meetings with the Deputy Commissioner for Administration and senior KPS staff.

3. Study trips to observe Slovenian command and control center operations and other functions were arranged and funded by the project.

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3. KPS Administrative Services Division (March 2005)

Since its formation two years ago, the KPS Administrative Services Division has gone through several organizational designs and re-designs. The chart below, which was developed with input from the capacity building team, was approved by the UNMIK/KPS Commissioner in December 2004 and is expected to remain relatively static as the basis for recruiting the organization’s remaining workforce.

Snap Shot of the KPS Administrative Serviced Division (March 2005)

As indicated by the matrix below, at the close of Phase II of the capacity building project, significant progress has been made in forming the KPS administrative support division. With nearly 750 administrative employees on the payroll, roughly 50% of the organization’s targeted workforce is now in place. Civilian staff members currently hold approximately 30% of the ASD’s filled positions. Fourteen of thirty-two (or 43%) of senior management positions are permanently filled by KPS employees. With the exception of the KPS logistics base, (currently under construction with an expected completion date of June 2005) nearly all ASD departments and sub departments have secured sufficient office space and facilities to maintain their operations. Virtually all of the division's nineteen departments, directorates and sub units are now clearly governed by office

21

protocols, job description, personnel regulations, manuals and forms, most of which are being used on a daily basis for both operations and on-the-job training. UNMIK’s Deputy Police Commissioner estimates that 60% of the ASD’s needed operational protocols are now in place. With regard to training, particular emphasis has been placed in forming and strengthening KPS Training Department. Headed by one of the police service’s three highest-ranking officers, the department serves as the focal point for an aggressive program of both in-house and extra-departmental training initiatives. To date, 19 KPS managers have participated in over 30 training events. A total of 288 rank-and-file KPS employees have participated in nearly 350 separate trainings. A detailed description of the types of training provided can be found in Section F. 4 of this report. Regional support units, representing the various services provided by ASD headquarters, have also been formed and are currently in place.

KOSOVO POLICE SERVICE (KPS) ADMINISTRATIVE SERVICES DIVISION (ASD) – SNAP SHOT AS OF MARCH 2005

   

Deputy Commissioner, Department, Office, Directorate, Workshop, Unit

Cur

rent

KPS

sta

ff(s

wor

n)

Cur

rent

KPS

sta

ff (c

ivili

an)

Plan

ned

KPS

Sta

ff (to

tal)

Swor

n K

PS O

ffice

rs

(pla

nned

)

KPS

Civ

ilian

s (p

lann

ed)

Perm

anen

t KPS

man

ager

ap

poin

ted

IPO

's c

urre

ntly

as

sign

ed

UN

MIK

tem

p. e

mpl

oyee

s cu

rren

tly a

ssig

ned KPS

office space, facilities secured

office protocols, manuals, etc. in place

KPS mngrs trained, # of events

KPS rank and file trained, # of events

Deputy Commissioner Administration

0 0 10 1 9 N 1 Y

Administrative Assistant 0 0 1 1 N 2 Y 10

Policy and Plans Directorate 5 0 21 9 12 N 3 8 Y

Professional Standard Unit 29 0 48 38 10 N Y Y

Executive Officer 0 0 1 1 N Y

Executive Officer Staff 0 0 2 2 N 4 1 Y

Total 34 2 83 52 31 8 11

Department of Admin. Services 1 1 1 1 Y 1 Y

Admin. Office 1 0 2 1 1 YDirectorate of Internal Services 2 3 19 3 16 Y 2 3 Y 1

Personnel Directorate 11 12 35 6 29 Y 2 10 Y Y 1 26

Health Services Directorate 11 8 31 8 23 N 2 2 Y Y 1 6

Informatics Directorate 3 0 28 3 25 Y 3 Y Y 6

Total 29 4 116 22 94 10 14

Department of Training 2 2 1 1 Y 1 Y

Admin. Office 1 2 1

60

N 1 Y 1 1Mandate Training Directorate 67

154

56 Y Y Y

Advanced & Specialized Training Directorate

56 38 Y 22 Y 2

Training Administration & 10 17 10 7 Y 1 20 Y Y 1 9

22

Support DirectorateTotal 135 1 175 107 68 24 21Department of Support Services 1 2 2 Y 1

Admin. Office 1 1 2 1 1 1Budget & Finance Directorate 2 9 19 1 18 Y Y 1 13

Contracting Directorate 1 10 20 1 19 Y 1 Y 1 11

IT Comms Directorate 149

642

Y10

Y Y 1 18

Comms IT Workshop 5 4 1 N Temp Y

Facilities Directorate 1 14 29 1 28 N 3 Temp Y

Facilities Management Unit 0 58 35 0 35 N 6 Temp Y 9

Logistics Directorate 3 28 27 3 24 Y 3 4 Temp Y 1 6

Asset Management Unit 0 27 5 0 5 Y Y Y 3

Fleet Workshop 1175 68

165 Y

3 3 Temp Y 1 2

Logistics Warehouse 2 2 1 Temp Y 2

Total 28 226 256 19 237 18 17Regional Support UnitsPristina HQ N Y Y 3 37

Pristina 43 111 100 11 N 4 Y Y 29

Peja 41 111 100 11 N 4 Y Y 1 8

Prizren 38 111 100 11 N 4 Y Y 31

Mitrovica 32 111 100 11 N 4 Y Y 9

Gnjilan 43 111 100 11 N 4 Y Y 3 13

Borders (8) Y Y 1 41

Total 555Temporarily 11Assigned to Operations

287

Totals ASD 226 520 1,470 19/30 288/350

4. Summary of Capacity Building Team’s Work Products.

During the course of Phase II, capacity building team members have produced an extensive volume of protocols, polices, manuals, etc. needed to bring structure and focus to the Administrative Support Division’s various departments, directorates and sub-units. A summary of these documents is provided below:

Logistics

Policies, SOP’s, Etc.:

o Supply Policies and procedureso Warehouse SOP’so Regional Support Unit Responsibilities (brief outline)o Logistics Flow Chart (with written procedures)o Procurement Flow Charto Stocktaking Policy

11 At present, approximately 290 civilian employees of the Administrative Services Division are temporarily assigned to the KPS operational divisions. These employees are slated to return to the ASD in the coming months.

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o Location System Procedureso Ammunition and explosives warehousing (brief outline)o Transportation of Arms and Ammunition SOP (with Asset Management

Specialist)

Forms designed:

o Supply Request Formo Request for Goods and Services form (translated and with instructions)o Receipt and Inspection form (translated and with instructions)o Receipt and Inspection Discrepancy form (translated and with instructions)o Log Base Inventory Control Formo Log Base Receiving Report (translated)o Log Ops Tracking form (translated)o Clothing Scale of Issue form (pending UNMIK approval)

Asset Management

Policies, SOP’s, Etc.:

o Asset Data Base Entry formso End of Service Clearance Certificateo Request to Write Off Formo Hand over Formo Disposal & Write-off SOP o Disposal Request Formo Survey Team Report Formo Arms Transport Guideo Asset Request/Hand over Quick Service Guideo End of Service Guideo Accident/Incident Reporting Guide o Property Survey Board o Acquisition Planning Guideo New Asset Registration SOPo Asset Reception Control SOPo Asset Service & Maintenance SOPo Inventory SOPo Control & Audit SOP

Information/Communication Technology

Policies, SOP’s, Etc.:

o KPS recording policy.o Information and Communication Technology Services, KPS Policy and

Procedures.24

o Information and Communication Technology Services, Standard Operating Policy and Procedures, Acceptable use Policy.

o 092 Emergency Procedures Checklists on Dispatching Police Patrols, decision-making and taking action, handling major occurrences and emergencies, notification, informing and reporting etc. operation and communication center, General Police Directorate.

o Information Technology (it) Guidelines for Mission Members and KPS employees.

Forms designed:

o Defective Equipment Form.o Request creation/modification of network/e-mail account.o Request for file access change.o Request for internet access.

UNDP Project Proposal Documents:

*Note: Majority of these proposals have been implemented

o Internet and Network Proposalo ISP Surveyo Proposal for server-based Networko KPS administrationo KPS Network Proposalo KPS CCC Proposalo KPS CCC security Proposalo Communications Proposalo TetraPol and Tetrao KPS Communicationso KPS Microwave Link Network Proposalo Cost Estimate for Operations/communications centers in Kosovo Proposalo Naming Strategy for Domain Nameso General KPS LAN and WAN Configuration and IP Address Informationo Information about Current and Proposed KPS Router equipment Specification

and in Field Situationo Network Security when connecting KPS Network to the Interneto IT-Lab Equipment and Structureo Mailing System in KPS Exchange Servero Preparing and Configuring KPS Backup Systemo Client side Configuration for Adding the Workstations to the KosovoPolice.com

Domain and connecting them to Exchange Servero Network Eng. Administrative Tasks in KPS Network

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Fleet Management

Policies, SOP’s, Etc.:

o GENERATORS; procurement, installation and operationo KPS Health, Environment & Safety Program o KPS Environmental Waste Recycling Programo KPS Fleet administration Standard Operations Procedures for “Use of KPS

vehicles”o KPS Fleet Unit Organization chart

Forms:

o Adjusted forms within the Fleet Management Software o Job cardso Mileage & Fuel consumptiono Accidents reporto Insurance information reporto Property and Handovers forms

5. Summary of Training Activities

Working closely with the KPS Director of the Department of Training, the capacity building team spearheaded a wide range of training opportunities for KPS employees, including both administrative support personnel and operational staff (police officers). Through a combination of project-funded, donor-funded and in-house courses, as well as study trips, the team assisted in conducting over 580 training events during the course of Phase II. The range of coursework provided included general management skills, EU institutions, budget & finance, EU Court of Justice regulations, EU Computer Driver’s License protocols, communication skills, Microsoft system training, Free Balance financial systems, Motorola equipment training, Glock weapons training, office skills and management, Tetra World Congress, IT management, command & control center operations, general computer use, Corel Draw 12, E-mail use, Program Management, and other courses. A summary of these activities, including the number of participants, is provided in Section F. 4. of this report.

Note: In the course of observing a classroom computer training session, it was noted that a number of scheduled trainees were not in attendance. While this is thought to have been an isolated incident, capacity building team members may wish to contact the KPS Head of Training to ensure that regional commanders and other mid-level managers are aware of the importance of training and do not arbitrarily countermand mandatory training schedules set forth by the KPS Training Department.

6. Targeted Donations

Among the project’s most noteworthy accomplishments has been the targeted donation of material assistance to the KPS Administrative Services Division. Ranging in value from a few hundred to several thousand euros, these basic “packages” have included

26

tools for the start-up KPS Facilities Management Unit, engineering manuals, numerous software packages, including the comprehensive Road Base system for fleet maintenance, classroom rentals and construction, computers, printing of manuals and forms, study trips for KPS employees and a host of other expenditures. At 23% of the project’s Phase II budget, material assistance donations were relatively modest. Nevertheless, a number of these expenditures have been crucial in helping to jump-start several KPS departments and in providing needed resources that might otherwise have been omitted from the KPS budget or postponed. Particularly in the areas of training, computer software programs and IT equipment, a persuasive argument can be made that the project’s donation packages served to “institutionalized” a standard of operations that is now more likely to be sustained in future years. A full summary of these expenditures is provided in Section F. 3. of this report.

PHASE II PROJECT COST DISTRIBUTION % Project

Approved Project Budget $1,073,020.00Material Assistance to KPS $151,059.88 14%Training of KPS Staff $78,130.02 7%KPS Study Trips $21,549.01 2%UNDP CO Charges $63,000.00 6%Project Expenditures $759,281.08 71%

Section D. Phases I & II – Lessons Learned

1. Approach

This report, researched in Pristina, Kosovo over a one-month period beginning in mid February, 2005, is based on in-depth interviews with a host of individuals representing the newly formed Kosovo Police Service (KPS), United Nations Mission to Kosovo (UNMIK), United Nations Development Programme (UNDP), the KPS Capacity Building Team (CBT), donor governments, and others, and through a detailed review of both primary and secondary project-related documents. Interviews typically lasted about an hour and in several cases individuals were interviewed more than once. Site visits were made to selected Kosovo Police Service (KPS) regional and administrative support facilities. Several routine daily meetings and in-house training sessions were observed. A list of persons interviewed and documents reviewed is provided in Appendix I. With regard to the report’s overall approach, the UNDP Evaluation Office publication “Handbook on Monitoring and Evaluating for Results,” was looked to as a guide. It should be noted that outcomes called for by the KPSICBP, namely the creation of a rationally designed, competently staffed administrative services division within the KPS, have remained relatively static throughout the course of Phases I & II and therefore survive as relevant benchmarks for evaluating the project’s overall success.

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2. The Project’s Partners, Stakeholders and Beneficiaries

Standards used in measuring the efficacy of a capacity building project typically address the extent to which development activities are owned and driven by partner (target) governments, as well as the extent to which such activities are participatory and responsive to the needs of the project’s beneficiaries.12 In hindsight, an argument can be made that formulation and implementation of the KPS Institutional Capacity Building Project did not adequately include Kosovars as active partners and stakeholders. As illustrated by the table below, the project’s partners and stakeholders were limited primarily to UNDP, UNMIK and the project donors, with UNMIK assuming the lead role in policy making. While this dynamic can be explained, in part, by the start-from-scratch nature of the KPS and its yet-to-be-developed central government oversight mechanisms, a greater effort to include KPS and PISG representatives, as well as civil society interests, would have undoubtedly strengthened the project. Regrettably, the recent appointment of a PISG official (the new head of the Office of Public Safety) to the project’s steering committee, though laudable, comes late in the project and is unlikely to yield results given the committee’s infrequent meeting schedule. Having said this, however, notwithstanding the limited formal involvement of Kosovars in the project’s oversight, there is ample evidence to suggest that newly hired KPS managers and their employees did, in fact, emerged as de facto partners and stakeholders through their close collaborations with members of the capacity building team. Team members are to be commended for maintaining an atmosphere of mutual respect and professional camaraderie throughout the course of the project.

CATEGORY

AGENCY/GOVERNMENT/GROUP

Active Nascent

Partners13: UNMIK, UNDP, Donor Governments KPS Officials, PISG Representatives, Civil Society Groups, Kosovo Police Service School, etc.

Stakeholders14: UNDP, UNMIK, Donor Governments KPS Officials, PISG Representatives, Civil Society Groups, Kosovo Police Service School, etc.

Beneficiaries15: KPS, PISG Civil Society Groups, Kosovo Citizenry

12 Carlos Lopes and Thomas Theisohn, 2003-11 Ownership, Leadership and Transformation: Can we do better for Capacity Development? Earthscan/ UNDP, 377 pages

13 Collaboration among institutions to achieve mutually shared and agreed upon objectives and goals that draws on individual strengths and maximizes synergies. Effective partnerships, where there is a clear understanding of the contribution of each partner to agreed outcomes, are central to achieving results. (UNDP Handbook on Monitoring and Evaluating for Results) 14 People, groups or entities that have a role and interest in the objectives and implementation of a programme or project. They include the community whose situation the programme seeks to change; project field staff who implement activities; project and programme managers who oversee implementation; donors and other decision-makers who decide the course of action related to the programme; and supporters, critics and other persons who influence the programme environment. In participatory evaluation, stakeholders assume an increased role in the evaluation process as question-makers, evaluation planners, data gatherers and problem solvers. (UNDP Handbook on Monitoring and Evaluating for Results) 15 Individuals and/or institutions whose situation is supposed to improve (the target group), and others whose situation may improve. Also refers to a limited group among the stakeholders who will directly or indirectly benefit from the project. (UNDP Handbook on Monitoring and Evaluating for Results)

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3. Obstacles & Challenges Faced By the Project and How They Were Overcome

As mentioned previously, the start-from-scratch, build-operate-and-transition-as-you-go nature of the project, coupled with delays in securing needed facilities and hiring KPS administrative staff presented significant challenges to both UNMIK and the capacity building team. Limited funding and the lack of a coherently structured budget in the early stages of the project proved to be complicating factor as well. Advising on how to structure the organization, identifying the types of administrative skills needed, preparing job descriptions, determining the span of control and responsibilities of each department, developing office protocols, standardizing operating procedures, and creating needed manuals and forms were just some of the many advisory tasks required of the team. A lack of administrative skills among potential ASD candidates and an abysmally low salary schedule served only to make matters worse. Further, because of the provisional status of the KPS Administrative Services Division, capacity building team members were called upon routinely to act on behalf of the fledgling agency in negotiating contracts, securing needed facilities, reviewing technical standards, soliciting support from outside organizations, engaging with PISG ministries, troubleshooting procurement issues, and a host of other provisional tasks.

Another challenging dynamic that should not be overlooked is the advisory nature of the capacity building project versus the role that IPO’s played in overseeing the ASD’s various departments. Bluntly put, the level of cooperation between team members and IPO managers was at times problematic. This was particularly evident in the area of logistics and fleet maintenance where work products developed by the team, including hiring plans, suggested protocols and building designs, were not responded to for extended periods of time. In one instance the team’s Logistics Specialist was asked to “check in” with the IPO in charge before visiting the operations base he was assigned to assist. Fortunately, at the project manager’s request, UNMIK’s Deputy Commissioner for Administration was able to step in when needed to remind his IPO staff of the project’s limited duration and the importance of using the capacity building team as a resource. In a similar vein, in those instances where capacity building team members failed to adapt to the project’s challenging environment, changes in project personnel were made.

Members of the capacity building team also found themselves handicapped by a lack of reliable data. The problem was particularly acute in the area of asset management and logistics. Identifying properties and facilities owned by the KPS, as well as accounting for numerous items donated by UNMIK and others proved difficult as well. Most of the KPS’s existing databases were found be incompatible and largely out of date.

How then did the capacity building project overcome these challenges and obstacles? Any assessment of the work of the capacity building team must begin with the acknowledgement that theirs was an important initiative, implemented in a complex and difficult environment, in a highly effective manner, and with remarkable results. Strong and consistent leadership on the part of the project manager cannot be overlooked as one of the primary reason for this success. In addition to possessing a full compliment of technical skills, team members were particularly adept at building extended relationships with and securing support from agencies and organizations outside the KPS, such as KFOR, OSCE, and UNMIK’s administrative support apparatus. Team members were consistently mindful not to overstep their roles as advisors (a point confirmed and appreciated by UNMIK officials) and displayed extraordinary patience and tact throughout the course of the project. As mentioned, prudent use of the project’s material assistance budget helped to jumpstart several fledgling departments that might otherwise have been held in limbo for lack of immediate KPS funding. For example,

29

items such as computers, reference manuals, basic hand tools and other equipment allowed the newly formed Facilities Management Unit and its initial start-up crew of employees to make much-needed repairs to the KPS administrative services building, as well as regional facilities. Recognizing the immediate need for resources, the KPS procurement office was among the first administrative units form and supported by the team.

Team members were particularly successful in developing close relationships with their newly appointed counterparts. With rare exception, KPS managers interviewedexpressed a strong appreciation for the project and confirmed that its specialists had been helpful and collaborative in providing assistance. As evidenced by the schedule provided in Section F. of this report, an aggressive training approach was used to overcome a lack of skills on the part of new KPS employees. Finally, perhaps the most important attribute in overcoming challenges has been the project's adaptability to in ever-changing environment.

4. Stakeholder & Beneficiary Views on Future Needs

A significant number of KPS managers and employees interviewed identified training, particularly in the area of management skills, as the number one “need” of the KPS administrative services division. Most pressed for out of country training, but recognized the financial limitations involved. In several instances, managers identified performance measurements, that is, some means by which they could benchmark the performance of their departments and their employees, as currently missing from the organizational dynamic. Asked whether performance measurements, even in a rudimentary form, might be premature for such a new organization, nearly all said no and pressed for moving in this direction as quickly as possible. When asked if adopting performance measures, even in a rudimentary form, might be too difficult to manage so early in the life of the organization, nearly all said no and asked for UNDP assistance in this regard over the coming months.

Most, but not all KPS interviewees were complimentary toward the KPSICB. One officer noted that it took over a year for the project to complete the purchase of the Road Base software program, during which, in his words, valuable time lost. Another felt that project sponsored trainings were too abbreviated to be effective and that too many unqualified people had managed to game their way onto the KPS payroll. Of particular interest were comments by several KPS individuals who alleged a bias on the part of the international community and others toward hiring primarily English speaking candidates. They considered the practice unfair and suggested that several otherwise qualified candidates had been frozen out of the hiring process. If such a bias can be confirmed, strong measures should be taken to end this practice immediately.

As for the views of the project’s major partners and stakeholders, UNMIK’s Deputy Commissioner for Administration was interviewed at length regarding the project. In the Commissioner’s opinion, the capacity building team had been an invaluable tool in helping to structure and support the ASD. In the coming months, rapid development of the ASD’s regional support units, as well as an intensive focus on “‘program management “training were viewed by the Deputy Commissioner as crucial.

In confirming that approximately $900,000 in funding for Phase III of the project had been approved by his government, Mr. Carel Brands, Deputy Head of Office, Royal Netherlands Embassy of The Netherlands, was likewise complementary of the first two phases of the project. Brands felt that there was “more than ample reason to be satisfied with the project,” that “solid achievements” had been made and that he “expected to see

30

the project through to a good end”. Mr. Brands was familiar with the Phase III project document and said he concurred with its focus on program management, completing the agency’s asset management system, finalizing the information and communications technology system, and moving forward with an aggressive training package.

5. The Project’s Impact on the KPS Thus Far

“Capacity building programs are intended to strengthen an organization’s ability to provide quality and effective services, while being viable as an institution. This means supporting an organization to be programmatically sustainable (providing needed and effective services), as well as organizationally sustainable (with strong leadership and having necessary systems and procedures to manage by), while ensuring that it has sufficient resources (human, financial and material) that are utilize well. Finally, this support must help the organization understand the external environment (political, economic, and social) it operates in, and to develop a relationship with it that is sufficiently stable and predictable “.

New Trans Century Foundation, 1996, p.1 of vol. 3. 16

At the close of Phase II, the above description of capacity building provides a useful vantage point from which to assess the KPS and its Administrative Services Division as it stands today. With regard to programmatic sustainability, meetings with KPS staff found that ASD employees have a reasonably clear understanding of their department’s mission and its role in support the overall police service. Moreover, managers and their employees were actively engaged in formulating policies, identifying problems, and advocating vigorously on behalf of their departments. Morale seemed high. Organizationally, the division’s structure is now relatively fixed and most needed protocols, manuals, forms, etc. are in place. A number of employees seemed anxious to begun “customizing” their departmental policies based on several months of use.

Strong leadership skills among KPS mangers, though quickly emerging, has yet to fully take hold. This is understandable given the organizations’ reserved authority status and the continuing presence of UNMIK officials and IPO’s, as well as the fact that more than 50% of the division’s management level positions have yet to be filled by permanent hires. As for the agency’s depth of human resources, in-house and other trainings appear to have provided employees with the basic skills needed to do their jobs. Financial and material resources, though very modest, appeared to be reasonably well distributed based on need. However, several KPS managers expressed concern that budget trends were bound to impact the organization in the near future calling into question the services’ ability to sustain current and planned KPS staffing levels.

With regard to the agency’s status vis-à-vis its external environment the picture is far less developed. Except for the Ministry of Finance & Economy, links between the KPS and the PISG’s various ministries and agencies remain underdeveloped or nonexistent. While the recent creation of an Office of Public Safety, (thought to be a precursor to a

16 2000, Number 15, Recent Practices In Monitoring and Evaluation – TIPS, USAID Center for Development Information and Evaluation, MEASURING INSTITUTIONAL CAPACITY. www.sti.ch/pdfs/swap223.pdf -

31

Ministry of Interior) is viewed as a first step in establishing civilian oversight of the KPS, considerable work remains in developing this capacity. Information about the planning, budgeting and operations of the KPS are generally available in abbreviated form, however, detailed information is not readily available due to security concerns. Rules regarding access to KPS records are not yet in place. Based on this sketch, what capacity improvements can be reasonably attributed17 to the KPSICBP? Clearly, the project’s most significant impact has been in the area of organizational sustainability. Due in large part to the project's activities, the KPS administrative support division is today a rationally structured organization with nearly750 competitively-hired KPS employees. The new ASD is reasonably well equipped and presently operates under sound budgeting and operational protocols. The project has also has been instrumental in developing the agency's human resources capacities through direct mentoring and through intensive leadership training. The depth of KPS’ this human resource capacity is expected to increase markedly during the course of Phase III. With regard to the KPS’ abilities to interact effectively with its external environment, (i.e.: ties to its ministries, civil society groups, etc.) the projects impact, though limited, has not been without some successes. This is particularly the case in terms of the KPS’ relationship with the Ministry of Finance & Economy, which, through efforts of the team, has developed a close working relationship with KPS budget and asset management officials.

6. Recommendations for Further Planning Assistance to the KPS

As phase III of the capacity building project begins, the importance of completing the hiring of permanent KPS managers and transferring responsibilities to these employees cannot be overstated. With roughly 43% of permanent KPS managers currently in place, capacity building team members must be prepared to assist UNMIK officials as much as possible in this area. With less than ten months remaining in the project, and plans to have most of the KPS administrative functions fully transferred by year’s end, time is of the essence in this regard.

Again, with only several months left in Phase III, it will particularly important for capacity building team members to interact as frequently as possible with currently and soon-to-be-hired KPS employees. To the extent that remaining id pace of transitioning responsibilities to KPS managers. Team members should be prepared to intensify their mentoring activities.

Now that a wide range of organizational charts, operating procedures, protocols, manuals, forms, etc., have been completed, it may be timely for the organization to develop formal procedures by which these documents are compiled as the “official” regulations of the KPS. Doing so will prevent ad hoc activities and the confusion that often results from conflicting or outdated documentation. Policies regarding the placement of official documents on the newly established web site, and soon-to-be-launched intranet system, need to be established as well. The capacity building team members may wish to offer their services in helping UNMIK to develop and execute these consolidated procedures.

17 Attribution: The causal link between observed (or expected) changes and a specific intervention in view of the effects of other interventions or confounding factors. With regard to attribution for the achievement of outcomes, evaluations aim to demonstrate a credible linkage between UNDP's outputs and efforts in partnership with others and development change (outcome).

32

As mentioned earlier in this report, at the direction of UNMIK officials, assistance from the capacity building team in developing a KPS Strategic Plan has focused on what might be termed “components” of a plan (i.e.: organizational structures, operating procedures, protocols, operating manuals, etc.) rather than on the plan itself. In general, such a plan should articulate the purpose of the KPS, identify its clients and provide a long-term blueprint for its activities. Further, the document should serve as a useful tool for KPS managers to exercise systematic and rational oversight of the organizations’ various departments and sub-departments reflected by programs laid out in the annual budget. That the development of a Strategic Plan is again identified as a priority task in the project’s Phase III terms of reference is encouraging. Clearly this important document should be developed with the utmost participation of KPS officials. It was noted during this review that a comprehensive KPS human resources software package, though addressed at some length by the capacity building team, has yet to be purchased or developed in-house. Officials in the KPS personnel division agreed that such a system is needed to enhance the accuracy of the KPS payroll, pinpoint the deployment of individual officers and administrative staff in the field, and provide for greater automation of the employee files system. As time permits, capacity building team members may wish to offer its services to UNMIK in fast tacking this import task.

Finally, as noted earlier, access to reliable data, particularly with regards to asset management in the KPS warehouse and distribution systems, has been a persistent problem for the capacity building team. Accordingly, UNDP and UNMIK officials may wish to explore the possibility of securing a short-term data base expert who can rapidly assemble and convert the agency’s disparate databases into a unified system.

 7. Comments Regarding Gender

While Phases I & II of the project did not specifically addresses issues of gender, the capacity building team has nevertheless provided support in this area. A study trip for the Head of KPS Training Department to the International Association of Women Police in Boston, Massachusetts was arranged and paid for by the project. Project-sponsored in-house “professional development” training activities in Phase III will include a module dedicated to appropriate workplace conduct and the proper management and reporting of sexual harassment complaints. At present, roughly 15% of the KPS workforce is female. UNMIK officials have been diligent in recruiting women for higher-ranking positions within the agency. That said, a note of caution appears in order. In more than a few instances, individuals interviewed for this report expressed concern that once the international community leaves Kosovo, women employees of the KPS may be “shown the door.” This would be a significant setback for the organization and should be avoided at all cost.

8. Synergies with other UNDP Projects

The Project will explore linkages with UNDP's other major public administration reform project, the Kosovo Institute for Public Administration (“KIPA”). It is hoped that the training of Administrative ServiceDivision Personnel can eventually be

33

integrated with the training of other Kosovan civil servants via the KIPA program.”

-- Phase II Project Document

The KPSICB did on rare occasion coordinate with ongoing UNDP projects. For example, early in Phase I the project provided assistance in securing office space and helping to expedite the procurement of materials related to the KPS Small Arms Registration and Collection Program. Also during Phase I, inquires were made regarding the UNDP-supported Kosovo Institute of Public Administration (KIPA) program and the possibility that new-hires within the KPS Administrative Services Division might take advantage of the program’s basic skills curriculum. At the time the program was not yet sufficiently developed to provide any classroom assistance. Later, during Phase II, the capacity building team was able to coordinate with KIPA. Three KPS employees attend classes in basic customer service. On balance, the synergies between the KPSICB and other UNDP projects have been modest. In future, a more deliberate assessment of cross-project opportunities at the beginning and during the course of UNDP-sponsored initiatives would seem in order.

Section E: Concluding Remarks

Finally, during the course of this evaluation, Kosovo’s recently elected Prime Minister and other high-ranking officials were indicted for war crimes by the International Criminal Tribunal (ICT) and transported to The Hague. Given the troubling events of March 2004, during which ethnic violence between Kosovar-Albanians and Serbs resulted in several deaths and widespread destruction of homes and churches, expectations of violence in the wake of the ICT indictments were high. When a roadside bomb exploded a few days later in an attempt to assassinate Kosovo’s President, fears of impending violence and social unrest were heightened even more. Yet throughout these events and the days that followed, the men and women of Kosovo’s fledgling Police Service, including those charged with providing administrative and logistical support, fulfilled their responsibilities to keep the peace with extraordinary distinction and professionalism. Due in large part to the vigilance of the KPS, wholesale violence did not occur and Kosovo remains on track for final status discussions this coming summer. UNDP, UNMIK/KPS officials and the members of the capacity building team, including its national staff, should take pride in the contribution they’ve made to the KPS and citizens of Kosovo.

Section F. Persons Interviewed & Supporting Documentation

1. Persons Interviewed

34

Mr. Sabit Abdulla, KPS Facilities Management Unit Construction Supervisor

Mr. Carel D.L. Brands, Deputy Head of Office, Royal Netherlands Embassy, Kosovo

Ms. Lindita Bequri, KPS Facilities Management Unit Head

Ms. Virgjina Dumnica, UNDP National Programme Analyst -- Security Sector Team

Mr. Driton Fetahu, KPS Procurement Officer

Captain Gezim, KPS Fleet Maintenance Directorate Head

Mr. Chris Gotovac, KPSICBP Team Member/Information Technology Specialist

Ltc. Shaban Gruda, KPS Department of Administrative Services Director

Mr. Martins Hildebrants, UNDP Deputy Resident Representative, Kosovo

Colonel Atifete Jahjaga, KPS Department of Training Director

Captain Zylfiye Krasniqi, Head of Personnel Directorate

Mr. Oystein Kvithyll, KPSICBP Fleet Management Specialist

Mr. Jerome Mellon, UNDP Progamme Analyst -- Security Sector Team

Ms Jill Muncy, Deputy UNMIK Police Commissioner

Mr. Rabit Osmani, KPS Interim Head of the Asset Management Unit

Mr. Robert Piper, Former UNDP Resident Representative, Kosovo

Ms. Zhaneta Prenkaj, KPSICBP Training Specialist

Mr. Henrik Ravn, KPSICBP Team Member/Asset Management Specialist

Mr. Edward Rees, former UNDP Team Leader

Ms. Christine Roth, UNDP Resident Representative, Kosovo

Officer Skewder, KPS Fleet Maintenance Directorate Assistant Head

Mr. Peter Stuckler, UNMIK/KPS Administrative Policy & Plans Director

Colonel Behar Selimi, KPS Department of Support Services Director

Captain Bashkim Smakaj, KPS Director of Procurement

Mr. Faruk Verbovci, KPS Director of Finance

Mr. Richard Warren, UNMIK Deputy Police Commissioner for Administration

Mr. Louis Zakas, KPSICB Team Leader/Project Manager

2. Documents Reviewed

Kosovo Standards Implementation Plan (31 March 2004) Light Blue – Public Perceptions of Security and Police Performance in Kosovo

35

United Nations Development Program (UNDP) Justice and Security Sector Advisory Mission – Kosovo, March 7-18, 2004

United Nations Development Program (UNDP), Kosovo, Kosovo Police Service Institutional Capacity Building Project (KPSICB) Phase II Mid-Phase Report

Kosovo Police Service 2004 Budget

KPS Facilities Management Procedures Manual

KPS Procurement Manual

Kosovo Police Service Administration, A Team Effort, UNDP KPS Institutional Capacity Building Project DPKO Briefing (Date)

KPSICBP Phase I Project Document

KPSICBP Phase II Project Document

Final Report (September 2002 – December 2003) UNDP KPS Institutional Capacity Building Project

Kosovo Police Service Institutional Capacity Building (KPSICB) Project -- Phase III Project Document, November 2004

“Collapse In Kosovo” 22 April, 2004, International Crisis Group Report No. 155, Pristina/Belgrade/Brussels

KPSICBP Monthly Reports

KPSICBP May 5, 2004 Steering Committee Minutes

UNDP Assessment of Administrative Capacity in Kosovo, Interim Report – February 2005

UNMIK -- Pillar 1 Police and Justice Presentation Paper, June 2004

2005 KPS Administration (Facilities & Comms/IT) Work Plan – The Main Priorities

Minutes of May 5, 2004 Project Steering Committee Meeting

KPS Command Operations Communications System – KPS Microwave Link Network Proposal

KPS Command Operations Communications System – KPS CCC/ Dispatch Control Center Draft Version

KPS Information and Technology Services – KPS Policy and Procedures

KPS Information and Communication Technology Services -- Standard Operating Policy and Procedures Acceptable Use Policy

36

37

3. Kosovo Police Service Institutional Capacity Building Project -- Phase II Donations

Date Name Description Category Total AmountExch. Rate

Amount in USD Exp.Sub.Acc.

Exp. Acc.

18.05.04 KGT Printing of KPS application forms Donations € 1,140.00 0.844 $1,350.71 74210 7420020.05.04 Atifete Sandisc-compact flash Donations $41.99 1.000 $41.99 72805 7280015.06.04 KGT Printing of KPS application forms Donations € 760.00 0.816 $931.37 74210 7420024.06.04 Altavia Travel Plane Air ticket to Germany for Milojka Donations € 555.00 0.816 $680.15 71610 7160027.07.04 MCM Flight ticket Fatmir& Boban to London Donations € 718.00 0.821 $874.54 71605 7160030.06.04 AGEF Rent classroom for 5 days for KPS staff Donations € 400.00 0.821 $487.21 73105 7310012.07.04 Pr-Electronics Samsung A/C Donations € 417.40 0.821 $508.40 72205 7220021.07.04 Pr-Electronics 2 Samsung A/C Donations € 834.80 0.821 $1,016.81 72205 7220015.09.04 Spela Translation Doc. Slovenian-English Donations € 810.00 0.831 $974.73 74220 7420002.02.05 KGT Binding of the FMU Manuals Donations € 262.00 0.765 $342.48 74210 7420002.03.05 Armenda VISA Fee for Vienna(KPS) - 18x35 Donations € 630.00 0.757 $832.23 71635 7160002.03.05 WIASS Insurance Cost for VISA (KPS) Donations € 2,142.00 0.757 $2,829.59 71635 7160003.06.04 Infosoft Equipment for IT Section Testing Lab Donations € 17,888.00 0.816 $21,921.57 72805 7280005.07.04 Botek Equipment for IT Section Training Room Donations € 24,689.00 0.831 $29,709.99 72805 7280030.11.04 Infosoft Server Software for IT Lab and Classroom Donations € 2,198.00 0.754 $2,915.12 72810 7280012.07.04 Ilir Canon Purchase of 3 Multimedia Projectors/Screens Donations € 4,710.00 0.821 $5,736.91 72805 7280016.04.04 KGT Photocopy & Printing of Penal Code & Procedure Donations € 5,085.00 0.817 $6,223.99 72115 7210023.07.04 KGT Printing of KPS application forms Donations € 12,100.00 0.831 $14,560.77 74210 7420024.06.04 Ilir Canon Purchase of 1 Multimedia Projector Donations € 1,500.00 0.816 $1,838.24 72805 7280029.10.04 Chevin Computers Software Applications for Fleet Management Donations $27,070.00 1.000 $27,070.00 72810 7280003.06.04 Sierra Design Photocopy of Manuals in Alb & Ser. Donations € 2,419.00 0.816 $2,964.46 74210 7420007.05.04 Landrover&Ford Vehicle Purchase Donations $25,034.00 1.000 $25,034.00 72215 72200

28.07.04Prishtine Electronic Purchase of 4 Air Conditioners Donations € 1,669.60 0.821 $2,033.62 72205 72200

  Infosoft Flash Memory Card Donations $181.00 1.000 $181.00 72805 72800Material assistance TOTAL $151,059.88

Date Name Description Category Total AmountExch. Rate

Amount in USD Exp.Sub.Acc.

Exp. Acc.

02.04.2004 Smart Bits ECDL Training - KPS, 1st installment Training € 1,869.60 0.817 $2,288.37 74525 7450016.06.04 F.Verbovci Reimb.Application Fee exp. Training € 125.00 0.816 $153.19 71635 7160030.06.04 F.Verbovci 80%of DSA for Canada Training $1,123.20 1.000 $1,123.20 71620 7160016.07.04 Maxi Travel Flight ticket to Ottawa Training € 916.00 0.831 $1,102.29 71610 7160002.08.04 F.Verbovci 20% DSA Canada Training $398.00 1.000 $398.00 71615 7160002.08.04 Smart Bits ECDL Training - KPS, 2nd installment Training € 10,594.40 0.831 $12,748.98 72145 7210024.08.04 Gary Reimb.flight ticket Vien-Pr-Vienna Training € 783.61 0.831 $942.97 71605 7160007.07.04 Cactus MCSE Training for 4 KPS Staff Training € 7,032.00 0.821 $8,565.16 72145 7420020.08.04 Free Balance Training Computer Units Training $6,864.18 1.000 $6,864.18 72145 7210030.10.04 Motorola Training of KPS Staff Training $29,490.60 1.000 $29,490.60 72145 7210015.12.04 Cactus IT Management Training € 5,092.00 0.754 $6,753.32 72145 7210025.11.04 Cactus Help Desk Technicians - MCDST Training € 3,594.00 0.760 $4,728.95 72145 7210001.12.04 Smart Bits ECDL Access Training Training € 2,240.00 0.754 $2,970.82 72145 72100

Training TOTAL $78,130.02

39

Date Name Description Category Total AmountExch. Rate

Amount in USD Exp.Sub.Acc.

Exp. Acc.

13.04.2004 EIPA Maasrtricht Seminar participation fee Study Trip € 1,397.00 0.817 $1,709.91 71635 7160013.04.2004 Maxi Travel Plain Tickets to Maastricht (Maxi Travel) Study Trip € 1,354.00 0.820 $1,651.22 71610 7160013.04.2004 Arbena-Behar 2x80% DSA Advance for Maastricht Study Trip $1,849.60 1.000 $1,849.60 71620 7160019.04.2004 Atifete 80%(x14) DSA Advance Wash DC Atifete Study Trip $2,632.00 1.000 $2,632.00 71620 7160019.04.2004 Maxi Travel Plain Tickets to Washington DC Study Trip € 939.00 0.820 $1,145.12 71610 7160026.04.04 DSA Reimbursement of 20 % DSA for Maastricht Study Trip $231.00 1.000 $231.00 71620 7160027.04.04 Louis 80% DSA Study Trip $564.00 1.000 $564.00 71615 7160027.04.04 Altavia Travel Lou-Ticket to DC Study Trip € 1,040.00 0.844 $1,232.23 71605 7160028.04.04 Atifete 80% Adv.DSA for Montgomery Study Trip $1,504.00 1.000 $1,504.00 71620 7160010.05.2004 Louis Reimbursement of 20 % DSA for Wash.DC Study Trip $141.00 1.000 $141.00 71615 7160018.05.04 Atifete 20% DSA to Washington DC Study Trip $1,034.00 1.000 $1,034.00 71620 7160030.06.04 Behar Selimi 80% of DSA for Slovenia Study Trip $374.40 1.000 $374.40 71620 7160030.06.04 Maxi Travel Flight ticket Behar&Chris for Slovenia Study Trip € 844.00 0.816 $1,034.31 71605 7160030.06.04 Chris 80% of DSA for Slovenia Study Trip $374.40 1.000 $374.40 71615 7160008.07.04 Spela Interpretation payment Study Trip € 660.00 0.821 $803.90 74220 7420008.07.04 Behar Selimi 20% DSA to Slovenia Study Trip $93.60 1.000 $93.60 71615 7160012.07.04 Chris 20% DSA to Slovenia Study Trip $129.60 1.000 $129.60 71615 7160004.08.04 IAWP Boston Regist.fee for Atifete IAWP Conf. Study Trip $550.00 1.000 $550.00 71615 7160007.09.04 Atifete 80% DSA Advance for Boston Study Trip $1,254.40 1.000 $1,254.40 71615 7160008.09.04 Maxi Travel Flight ticket to Boston Study Trip € 905.00 0.831 $1,089.05 71610 7160022.09.04 Atifete 20% DSA for Boston & Terminals Study Trip $433.60 1.000 $433.60 71620 7160017.11.04 Chris 80% Adv.DSA for Vienna Study Trip $1,000.80 1.000 $1,000.80 71615 7160017.11.04 Altavia Travel Flight Ticket PRN-VIE-PRN-Chris Study Trip € 313.00 0.786 $398.22 71605 7160030.11.04 Chris 20% DSA + Terminals - Vienna Study Trip $318.65 1.000 $318.65 71615 71600

Study Trips TOTAL $21,549.01

40

4. KOSOVO POLICE SERVICE INSTITUTIONAL CAPACITY BUILDING PROJECT PHASE IICourses funded and / or coordinated by UNDP KPS ICB Project

COURSE BASIC CONCEPTS SUBJECT

TIME FRAME TARGET GROUPNO. OF

PARTICIPANTS

DELIVERED BYESTIMATED

COSTSFUNDED BY

START END DURATIONDEPARTME

NTDIRECTORA

TELEVEL

GENERAL MANAGEMENT

1. Delegation, Evaluation2. Types of Work3. Citizen Oriented Manag.4. Free Choice Component

To provide general management course for high experienced management

February 2004

December2004

4 Modules(three day each)

All Departments

High LevelManagement six

Kosovo Instituteof Public Administration(KIPA)

None Kosovo Government

EU INSTITUTIONS1. Implementation of European Legislation2. EU Legal Procedures

To provide knowledge on developing implementation of European Legislation

February 2004

February 2004

2 Modules(three day each)

KPS Administration

Legal Officers one

Kosovo Instituteof Public Administration(KIPA)

None Kosovo Government

BUDGET & FINANCE1. Significance and Role of Budget2. Preparation of Budget byGovernment

To provide knowledge on significance and role of budget as well as preparation of budget

March 2004

March 2004

three day course

Support ServicesBudget & Finance

Director of BudgetDirector of Finance

two

Kosovo Instituteof Public Administration(KIPA)

None Kosovo Government

THE LEGISLATIVE PACKAGE AND RECENT CASE LAW OF THE EUROPEAN COURT OF JUSTICE

1. Process and Main Steps in EuropeanProcurement Reform2. Legislative Developments in Public Procurement3. Assessing and Implementing the Legislative Package4. Recent Trends in the ECJ's Case Lawin the Field of Public Procurement5. Case Law on Remedies and Reform towards Effective Enforcement

This legal seminar aims to present and discuss the current reform and legislative developments in public procurement at EC level in classical sector and utilities

April2004

April2004

three day course

Support ServicesProcurement

Head of Support

ServicesDirector of Procurement

two

European Instituteof PublicAdministration

$8,000.00 UNDP KPS ICB P

EUROPEAN COMPUTER DRIVINGLICENCE (ECDL)

1. Using Computer & Managing Files2. Word Processing3. Spreadsheets4. Internet & Outlook

To provide sufficient end - users computer skills and internationally recognized qualification for KPSemployees

April2004

September2004

sixty six lessons

All Departments

Professionals,Admin. Assistants &Clerks

twenty Smart Bitseuro 12,464.00

UNDP KPS ICB P

STUDY VISIT -POLICE DEPARTMENT MONTGOMERY

N / A

To gain knowledge from American Experience how to organize and manage work at Police Department in Montgomery

25.04.2004 15.05.2004 nine teen day study visit Training Head of Training

Department onePolice Department,Montgomery

$6,315.12 UNDP KPS ICB P

OSCE 1. Dealing with People2. Communication Skills

Training opportunities for external participants on developing administrativeskills

May 2004

June2004

two one day course

All Departments

Professionals,Admin. Assistants &Clerks

four OSCE None OSCE

STUDY VISIT-INSTITUTE FOR POLICEEDUCATION

N / A N / A 18.06.2004 20.06.2004 three day study visit KPS CAST Chief of KPS

CAST oneInstitute for PoliceEducation

euro 555.00

UNDP KPS ICB P covered travelling expenses

MICROSOFT CERTIFIED SYSTEMENGINEERS (MCSE)

1. Implementing and AdministeringMicrosoft Exchange 20002. Microsoft Windows 2000 Network Environment3. Design Secure MicrosoftWindows 2000 Network

Contains implementing, administering, managing and designing network systemwith help of Microsoft Products

25.06.2004 26.07.20043 Modules(five day each)

Support ServicesITC

IT Officers fourCACTTUS &Consulting Group

$ 10,000.00euro 7, 032.00

UNDP KPS ICB P

STUDY VISIT -OPERATION AND COMMUNICATION CENTRE,SLOVENIA

1. OCC Organization and Work Process2. The role of OCC in operational and communication activities3. Information and Telecommunication Service4. Presentation of IT solutions relevant to and important for the work of OCC

To visit the Operation Communication Center at the General Police Directorate and Ljublana police Directorate as well as IT Center.

05.07.2004 07.07.2004 three day study trip

Support ServicesUNDP KPS ICB P

Head of Support Serv.KPS ICB P ICT Specialist

two

General Police Directorate &Ljubljana Police DirectorateSlovenia

$2,006.31 UNDP KPS ICB P

FREE BALANCE

1. Introduction to Free Balance e Financials2. Free Balance Controls3. Free Balance e Financials FiscalYear End Process4. Free Balance e Financials Purchasing 5. Free Balance e Financials Assets

Introduction to Free Balance e Financials helps to get the most from Financial System. It covers the core modules including how to enter data end how to produce reportsThe financial Controls module manages all the business rules that are configured to ensure that the entire financials suite operates according to the organizations polices and proceduresThe Purchasing module is a complete, integrated procurement solution that offers streamlined order processing and solid goods receipts maintenance.The Assets module enable an organization to monitor asset items and acquisitions, track item depreciation , and manage asset counts

18.07.2004 28.07.2004eight and half day course

Support ServicesBudget & Finance

Director of Finance one Free Balance

Canada

euro 6,864.17

UNDP KPS ICB P

COMMUNICATION TRAINING ONMOTOROLA EQUIPMENT

1. Professional Series Select 52. MTR 20003. Rechargeable batteries4. MCS 20005. Astro Spectra6. Professional Series MDC7. Quantar programming and maint.

To provide efficient and effective management, maintenance and operation of Motorola Communication System

17.07.2004 07.08.2004 fifteen day course

Support ServicesITC

Communication StaffUNDP KPS ICB PStaff

fourteen

Wayne HolmesMotorola TrainingCentre, SouthAfrica

$29,490.60 UNDP KPS ICB P

SERGEANT COURSE N / A N / A 02.08.2004 13.08.2004 twelve

day course Regions KPS Sergeants twoMinistry of Defence Police,

euro 718.00

UNDP KPS ICB P covered travelling expenses

42

WethersfieldUK

GLOCK WEAPON

Introduction, GLOCK Safe Action System, Stripping, Reassembling, Manipulation of GLOCK Pistols, Malfunctions

To instruct staff how to totally strip, reassemble the GLOCK Pistols, to do minor repairs and to be able to forward the knowledge to the other people.

19.10.2004 21.10.2004 three day course Regions

KPS Officers, CivilianStaff & UN Police

twenty one

Representatives fromGLOCK Company

None GLOCK Company

OFFICE SKILLS AND

OFFICE MANAGEMENT

1. Understanding of Formal Organization2. Time Management3. Paper Management4. Planning and Teamwork5. Office Communications6. Basic Office Finances7. Working with Supervisor

To provide Basic Knowledge on Office Management and highly participatory activities to develop one's basic Skillsneeded to function effectively in an office setting

09.08.2004

27.10.2004

17.09.2004

12.11.2004

2 twenty-eighthour course

Regions(Prishtina & Prizren)

Professionals,Admin. Assistants &Clerks

thirty eight

Sario Pio UNV PsychologistHakide KidaKPS Officer

None

UNDP KPS ICB Phas set-up the training classroom and assisted in providing equipment for power point presentation, chart stand and paper and other additional technical elements

VISAS / PASSPORTS N / ATo provide recent techniques on identifying the fraudulent travel documents

18.08.2004 18.08.2004 one day course Regions

Border KPS Officersand Forensics KPSTechnicians

thirty three

Gary F. Blachford /Canadian Embassy -ViennaSteve Braun / BritishEmbassy - BudapestHans Damen /Netherlands Embassy -Istanbul

euro 784.00

UNDP KPS ICB Passisted on coveringthe travelling expenses for one of the trainers

ANNUAL TRAINING CONFERENCEOF THE INTERNATIONALASSOCIATION OF WOMEN POLICE

Leadership, terrorism, homeland security, DNA / cold case, investigative techniques, internet crimes, domestic violence strangulation, child abuse, child witness violence, crime scene preservation, probation and parole, trial preparation

Personnel in Criminal Justice Fields (law, enforcement, correction, parole etc) from around the globe come together to learn from experts and each other

12.09.2004 16.09.2004 five day conference Training Head of Training

Department one Boston PoliceDepartment

$ 3.389.40

UNDP KPS ICB P

TETRA WORLD CONGRESS 2004

1. Benefits of TETRA for users2. Operational experiences3. Innovative TETRA applications4. New markets for TETRA5. Customisation and scalability6. TETRA Release 27. Emergency Communication8. Future proofing TETRA

To learn how users can fully exploit the functionality and versatility of TETRA

22.11.2004 25.11.2004 four day congress

UNDP KPS ICB Project

KPS ICB P ICTSpecialist one Austria Centre,

Vienna$1,717.00 UNDP KPS ICB P

MICROSOFT CERTIFIED DESKTOPSUPPORT TECHNICIAN (MCDST)

1. Course 2261, Supporting Users Running the Microsoft Windows XP Operating System2. Course 2262, Supporting UsersRunning Applications on a Microsoft Windows XP Operating System

The MCDST Course credential proves that you have the skills to successfully support end users and to successfully troubleshoot desktop environments running on Microsoft Windows Operating System

08.11.2004 19.11.2004 forty hour course

Support ServicesICT Directorate

KPS IT Staff six Local CompanyCACTTUS

euro 3,594.00

UNDP KPS ICB P

43

IT MANAGEMENT

1. Management of ICT Staff, Time Management, Risk Management2. An overview of general technicalknowledge, hardware to include network

To enable the KPS ICT Directorate staff how to manage properly their staff and resources

02.11.2004 15.12.2004 forty six hour course

Support ServicesICT Directorate

KPS IT Staff four Local CompanyCACTTUS

euro 5,092.00

UNDP KPS ICB P

ECDL ACCESS

1. Using the Applications2. Tables3. Forms4. Retrieving Information5. Reports6. Prepare Outputs

To enable the KPS employees to understand some of the main concepts of database and demonstrate the ability to use database on a computer

November2004

December2004

twenty two lesson course

All Departments

Professionals,Admin. Assistants &Clerks

twenty Local CompanySmart Bits

euro 2,240.00

UNDP KPS ICB P

COMMAND CONTROL CENTRE

1. Goals and Objectives of the Departmentof the Public Order (Operations)2. Job Descriptions3. Flow of Communications (Document /Information Security)4. Basic Electronic Comm. Operations andProcedures5. Reporting / Recording Procedures6. Information every CCC Personnel mustknow

To provide basic knowledge and skills needed for both uniformed and civilian personnel to function effectively as they work at the Command Control Centre

18.11.2004 26.11.2004 five day course Public Order

CCC KPS Officersand Civilian Staff

twenty

Sario Pio, KPS Organizational Psychologistand Civ Pol:Froilan ElopreDavy Vincente LimongFred Tul-o

None

UNDP KPS ICB Phas set-up the training classroom and assisted in providing equipment for power point presentation, chart stand and paper and other additional technical elements

USING COMPUTER AND MANAGINGFILES

Getting Started, Desktop, Environment,Organizing Files, Simple Editing, Print Management, Widows Tips and Techniques

To provide the necessary ComputerOffice Skills to enable staff members to meet their job requirements

08.11.2004 15.01.2005 6 twenty hours

All Departments

KPS Officers andCivilian Staff

fifty two(18 participantsattended courseduring extension phase)

IPO Naser Hmoud None

UNDP KPS ICB Projecthas set-up the ComputerClassroom and assisted in providing equipment for power point presentation, chart stand and paper and other additional technical elements

KOSOVO POLICE INFORMATIONSYSTEM

Computer Introduction, Windows Basic,Internet, Network, KPIS System Introduction, KPIS Logging in andAuthorization, Synchronisation Procedurelecture

To give the basic theoretical knowledge about computer Hardware, software, structure of the KPIS database, using the KPIS, fixing some problems with synchronization of the data

18.01.2005 19.01.2005 2 one day course

All Departments

KPS Officers andCivilian Staff

fifteenValery UdalovUN Training Officer

None None

COREL DRAW 12

The Consist of Corel Draw 12 Window,Working Sheet, Working Tools, Workingwith Objects

To meet the demands of today's working designs, to create ads or collateral for print or for WEB

31.01.2005 12. 02.2004

ten day course(20 hour course)

All Departments

KPS Officers andCivilian Staff

tenArber DobreciUNDP KPS ICB LA

NoneUNDP KPS ICB P covered all technical elements

COMMAND CONTROL CENTRE

1. Goals and Objectives of the Departmentof the Public Order (Operations)2. Job Descriptions3. Flow of Communications (Document /Information Security)4. Basic Electronic Comm.

To provide basic knowledge and skills needed for both uniformed and civilian personnel to function effectively as they work at the Command Control Centre

08.02.2005 18.02.2005 2 five day course

Public Order CCC KPS Officersand Civilian Staff

2 twenty five

Sario Pio, KPS Organizational Psychologistand Civ Pol:Froilan ElopreDavy Vincente LimongFred Tul-o

None UNDP KPS ICB Covered all technical elements

44

Operations andProcedures5. Reporting / Recording Procedures6. Information every CCC Personnel mustknow

OFFICE SKILLS AND

OFFICE MANAGEMENT

1. Understanding of Formal Organization2. Time Management3. Paper Management4. Planning and Teamwork5. Office Communications6. Basic Office Finances7. Working with Supervisor

To provide Basic Knowledge on Office Management and highly participatory activities to develop one's basic Skillsneeded to function effectively in an office setting 22.02.2005 29.03.2005

twenty eight hour course

All Departments

Professionals,Admin. Assistants &Clerks

fifteen Hakide KidaKPS Officer

NoneUNDP KPS ICB P covered all technical elements

OFFICE COMMUNICATION

1. Introductions (The Training Course, Models of Communications)2.. Written Communication / Office Communication (The ABCs of Written Communication, The Memorandum, The Report, Minutes of The Meeting, The Circular, The Message3. Oral Presentation (The Decoder, The Encoder Factor, The Mental Outline, The Delivery / Presentation, Non - Verbal Language)4. Oral Presentation Accessories ( Visual / Graphics Aids, Projector, Pointer etc. )

To provide participants with:- Basic Knowledge of Written Documentsone has to deal with while working in an office setting.- Hands-on speaking and writing activities to develop one's basic Skills needed to function effectively in an office setting-Opportunities through selected activities to share one's ideas and opinions and in the process would modify and imbibe positive Attitudes as one communicates with people in an organization

11.02.2005 28.03.2005

twenty twohour course

All Departments

Professionals,Admin. Assistants &Clerks

fifteen

Sario Pio UNV PsychologistHakide KidaKPS Officer

NoneUNDP KPS ICB P covered all technical elements

WORD PROCESSING

Getting Started, Basic Operations, Formatting, Finishing a Document, Printing,More Advanced Features, Appendix

To provide the necessary ComputerOffice Skills to enable staff members to meet their job requirements

24.02.2005 March, 2005 5 twenty hours

All Departments

KPS Officers andCivilian Staff

fifty two IPO Naser Hmoud None

UNDP KPS ICB P covered all technical elements

KPS EMAIL Based on Introduction of Microsoft Outlook 2002 (XP)

To enable the KPS staff to use the email in order to meet their job requirements.

17. 02. 2005 March, 2005 7 two hours All Departments

KPS Officers andCivilian Staff

one hundred forty

Arben Haxhiu & Abdurrahim Gashi,KPS IT Officers

NoneUNDP KPS ICB P covered all technical elements

PROGRAM MANAGEMENT

Budget and FinanceAsset ManagementLogisticsProcurement

To provide one day seminar for Budget and Sub Budget Program Managers and Sub Managers

March, 2005 March, 2005 one day seminar

All Departments

KPS Managers and Sub Managers

thirty

Richard WarrenLouis ZakasBehar SelimiFahredin VerbovciBashkim SmakajBarlet Gashi

TBD UNDP KPS ICB P will cover all expenses

              TOTAL 583      

              PHASE II 238      

             EXTENSION

PHASE II 345      

Courses funded by UNDP KPS ICB Project  

45

In House Courses; UNDP KPS ICB Project covered all technical elements  

Donation  

Extension Phase  

46