Project Associate (Knowledge Management & Reporting) - Short term (NPSA-7)

Tiered Approach

In Line With The Commitment To Safeguard Capacity And Support Personnel Already In The Organization, a Majority Of UNDP UNCDF/UNV Vacancies Are Advertised Using a Tiered Application Process Whereby

• Tier 0: UNDP/UNCDF/UNV IP staff holding permanent (PA) and fixed-term (FTA) appointments, whose posts will be abolished, or contracts will be terminated or not renewed during 2026.
• Tier 1: Other UNDP/UNCDF/UNV staff holding permanent (PA) and fixed-term (FTA) appointments
• Tier 2: UNDP/UNCDF/UNV staff holding temporary appointments (TA), personnel on regular PSA contracts, and Expert and Specialist UN Volunteers
• Tier 3 or no tier indicated: All other contract types from UNDP/UNCDF/UNV and other agencies, and other external candidates

Please make note of the Tier(s) indicated in the vacancy title, if any, and ensure that you satisfy the eligibility to apply.

Background

Bangladesh is the second-largest economy in South Asia, with a gross domestic product (GDP) of over USD 450 billion. Between 2000 and 2019, the economy grew at an average of around 6 per cent per year, accompanied by broad gains in human development. The national poverty rate fell from over 48 per cent in 2000 to about 18.7 per cent in 2022, and the Human Development Index reached 0.685 in 2023, placing Bangladesh in the medium human development category. The country is scheduled to graduate from Least Developed Country (LDC) status in November 2026.

Significant development challenges remain. GDP growth slowed to 3.49 per cent in fiscal year 2024–25, inflation has stayed elevated, and private investment is weak, constraining the economic diversification needed to create decent jobs. Bangladesh is also one of the world’s most climate-vulnerable countries, highly exposed to natural and climate-induced hazards.

As the UN’s development agency, UNDP has worked in Bangladesh since 1972, partnering with the government to advance democratic governance, climate adaptation, environmental protection, and inclusive growth. This support spans high-quality policy and technical advice, implementation support, development financing, and knowledge sharing.

The programme portfolio is organized into two clusters and a Sub-Office in Cox’s Bazar; Democratic Governance, and Resilience and Inclusive Growth aligned to the Country Programme Document (CPD) and the UN Sustainable Development Cooperation Framework (UNSDCF). Each cluster is led by a Cluster Team Leader (functional title: Assistant Resident Representative) and Sub-Office by its head responsible for programme and project quality, results, and effective relationships with implementing partners and donors. Across both clusters, the Operations Team and the Programme Management Support Unit (PMSU) provide cross-cutting oversight and quality assurance, helping to ensure compliance, delivery readiness, and sound financial and operational management.

UNDP Bangladesh’s Democratic Governance programme works toward a country that is inclusive, capable, rule-based, accountable, and transparent, so that all citizens can contribute peacefully to national development. It focuses on three areas: strengthening effective and accountable governance that improves equitable access to justice and the rule of law; promoting participatory governance and a strong civil society so that all voices are heard; and advancing the civic, political, and economic empowerment of women and youth. In practice, this work spans support to justice-sector institutions and access to justice including legal aid and community-based dispute resolution such as the Village Courts alongside strengthening local government institutions and decentralized service delivery, advancing human rights, transparency, and anti-corruption, and supporting inclusive, credible electoral processes. UNDP partners with government, civil society, community, and academic institutions to make public institutions more effective, accountable, and responsive, with particular attention to women, youth, and marginalized and minority groups.

The Government of Bangladesh, through its 8th Five Year Plan (2021–2025), prioritizes enhancing access to justice under Key Area 2a: Justice and the Rule of Law. The Plan commits to strengthening NLASO’s capacity to reach poor and marginalized groups, fostering partnerships with NGOs and CSOs for broader legal aid coverage, and conducting diagnostic assessments to inform innovative, needs-based legal aid delivery. These efforts aim to reduce case backlogs and ensure inclusive, equitable justice.

As the formal courts in Bangladesh are slow, expensive and overburdened, with a backlog of around 3.8 million cases, it pushes most people to manage petty disputes through informal means, such as shalish. These informal solutions are often biased especially against women and minorities, they are not transparent and often ineffective as they lack enforcement powers. The Village Courts (VCs) were established by the Village Courts Ordinance, 1976 to allow petty disputes to be dealt with by Union Parishads, the lowest tier of local government in rural areas. As the law was not fully implemented, later the Government of Bangladesh (GoB) enacted the Village Court Act, 2006 repealing the Village Court Ordinance, 1976. The Activating Village Courts in Bangladesh Project (AVCB) began in 2009 as a pilot project aiming to activate VCs in 351 Union Parishads (UPs) and the second phase (AVCB-II) started in 2016, targeting a further 1,080 Ups which was completed in June 2022. The final phase for five years (2022-2027) has been implemented by the Local Government Divisions of the Ministry of Local Government, Rural Development and Cooperatives (MoLGRD&C).

The project intervention is going on across all UPs in Bangladesh, excluding CHT (amounting to 4,457 UPs) reflecting the GoB commitment for a national scale-up. It has three components: first to activate Village Courts in 3,041 Union Parishads in Bangladesh; second to maintain the performance of the 1,416 courts activated under AVCB-I and AVCB-II; and third to ensure the Government has the capacity, resources and ownership to take over the management and oversight of VC services so that the project gains are sustained.

The project’s Overall Objective is: Increased Access to Justice and Social Harmony for People In Rural Areas of Bangladesh, Especially Women and Disadvantaged Groups.

Specific Objective/Outcome 1: Duty bearers in Bangladesh provide sustainable, fair and effective resolution for minor disputes in rural areas

Output 1.1 Duty bearers at national and local levels have improved capacity to ensure Village Courts function fairly and effectively

Output 1.2 Legal and policy frameworks for Village Courts are reviewed and enhanced

Output 1.3 Duty bearers in Bangladesh have the resources capacity and ownership to manage and administer village courts after completion of project

Specific Objective/Outcome 2: People living in rural areas, especially women, the poor and other disadvantaged groups are empowered to access Village Courts to resolve minor disputes

Output 2.1 Local population are aware of their local VC and understand its role and functions

Output 2.2 Evidence and knowledge sharing on VC functioning enhanced.

There are 5 technical components in the project named Project Coordination, Capacity Development, Advocacy & Communication, Legal Review and Gender and Planning, M&E and Knowledge Management. Involving national institutions like NILG (National Institute of Local Government), BPATC (Bangladesh Public Administration Training Center) , JATI (Judicial Administration Training Institute), BPA (Bangladesh Police Academy), etc. the project has a plan to build up the capacity of the institutional stakeholders on village courts. Besides, as a part of implementation strategy NGOs/CSOs are also included to help LGD for grassroots level capacity building, social mobilization and eventually activating village courts under the technical support and supervision of Project Management Unit.

Bangladesh is the second-largest economy in South Asia, with a gross domestic product (GDP) of over USD 450 billion. Between 2000 and 2019, the economy grew at an average of around 6 per cent per year, accompanied by broad gains in human development. The national poverty rate fell from over 48 per cent in 2000 to about 18.7 per cent in 2022, and the Human Development Index reached 0.685 in 2023, placing Bangladesh in the medium human development category. The country is scheduled to graduate from Least Developed Country (LDC) status in November 2026.

Significant development challenges remain. GDP growth slowed to 3.49 per cent in fiscal year 2024–25, inflation has stayed elevated, and private investment is weak, constraining the economic diversification needed to create decent jobs. Bangladesh is also one of the world’s most climate-vulnerable countries, highly exposed to natural and climate-induced hazards.

As the UN’s development agency, UNDP has worked in Bangladesh since 1972, partnering with the government to advance democratic governance, climate adaptation, environmental protection, and inclusive growth. This support spans high-quality policy and technical advice, implementation support, development financing, and knowledge sharing.

The programme portfolio is organized into two clusters and a Sub-Office in Cox’s Bazar; Democratic Governance, and Resilience and Inclusive Growth aligned to the Country Programme Document (CPD) and the UN Sustainable Development Cooperation Framework (UNSDCF). Each cluster is led by a Cluster Team Leader (functional title: Assistant Resident Representative) and Sub-Office by its head responsible for programme and project quality, results, and effective relationships with implementing partners and donors. Across both clusters, the Operations Team and the Programme Management Support Unit (PMSU) provide cross-cutting oversight and quality assurance, helping to ensure compliance, delivery readiness, and sound financial and operational management.

UNDP Bangladesh’s Democratic Governance programme works toward a country that is inclusive, capable, rule-based, accountable, and transparent, so that all citizens can contribute peacefully to national development. It focuses on three areas: strengthening effective and accountable governance that improves equitable access to justice and the rule of law; promoting participatory governance and a strong civil society so that all voices are heard; and advancing the civic, political, and economic empowerment of women and youth. In practice, this work spans support to justice-sector institutions and access to justice including legal aid and community-based dispute resolution such as the Village Courts alongside strengthening local government institutions and decentralized service delivery, advancing human rights, transparency, and anti-corruption, and supporting inclusive, credible electoral processes. UNDP partners with government, civil society, community, and academic institutions to make public institutions more effective, accountable, and responsive, with particular attention to women, youth, and marginalized and minority groups.

The Government of Bangladesh, through its 8th Five Year Plan (2021–2025), prioritizes enhancing access to justice under Key Area 2a: Justice and the Rule of Law. The Plan commits to strengthening NLASO’s capacity to reach poor and marginalized groups, fostering partnerships with NGOs and CSOs for broader legal aid coverage, and conducting diagnostic assessments to inform innovative, needs-based legal aid delivery. These efforts aim to reduce case backlogs and ensure inclusive, equitable justice.

As the formal courts in Bangladesh are slow, expensive and overburdened, with a backlog of around 3.8 million cases, it pushes most people to manage petty disputes through informal means, such as shalish. These informal solutions are often biased especially against women and minorities, they are not transparent and often ineffective as they lack enforcement powers. The Village Courts (VCs) were established by the Village Courts Ordinance, 1976 to allow petty disputes to be dealt with by Union Parishads, the lowest tier of local government in rural areas. As the law was not fully implemented, later the Government of Bangladesh (GoB) enacted the Village Court Act, 2006 repealing the Village Court Ordinance, 1976. The Activating Village Courts in Bangladesh Project (AVCB) began in 2009 as a pilot project aiming to activate VCs in 351 Union Parishads (UPs) and the second phase (AVCB-II) started in 2016, targeting a further 1,080 Ups which was completed in June 2022. The final phase for five years (2022-2027) has been implemented by the Local Government Divisions of the Ministry of Local Government, Rural Development and Cooperatives (MoLGRD&C).

The project intervention is going on across all UPs in Bangladesh, excluding CHT (amounting to 4,457 UPs) reflecting the GoB commitment for a national scale-up. It has three components: first to activate Village Courts in 3,041 Union Parishads in Bangladesh; second to maintain the performance of the 1,416 courts activated under AVCB-I and AVCB-II; and third to ensure the Government has the capacity, resources and ownership to take over the management and oversight of VC services so that the project gains are sustained.

The project’s Overall Objective is: Increased Access to Justice and Social Harmony for People In Rural Areas of Bangladesh, Especially Women and Disadvantaged Groups.

Specific Objective/Outcome 1: Duty bearers in Bangladesh provide sustainable, fair and effective resolution for minor disputes in rural areas

Output 1.1 Duty bearers at national and local levels have improved capacity to ensure Village Courts function fairly and effectively

Output 1.2 Legal and policy frameworks for Village Courts are reviewed and enhanced

Output 1.3 Duty bearers in Bangladesh have the resources capacity and ownership to manage and administer village courts after completion of project

Specific Objective/Outcome 2: People living in rural areas, especially women, the poor and other disadvantaged groups are empowered to access Village Courts to resolve minor disputes

Output 2.1 Local population are aware of their local VC and understand its role and functions

Output 2.2 Evidence and knowledge sharing on VC functioning enhanced.

There are 5 technical components in the project named Project Coordination, Capacity Development, Advocacy & Communication, Legal Review and Gender and Planning, M&E and Knowledge Management. Involving national institutions like NILG (National Institute of Local Government), BPATC (Bangladesh Public Administration Training Center) , JATI (Judicial Administration Training Institute), BPA (Bangladesh Police Academy), etc. the project has a plan to build up the capacity of the institutional stakeholders on village courts. Besides, as a part of implementation strategy NGOs/CSOs are also included to help LGD for grassroots level capacity building, social mobilization and eventually activating village courts under the technical support and supervision of Project Management Unit.

• Scope of Work

Under the direct supervision of the Planning, M&E & Reporting Analyst, the Project Associate (Knowledge Management and Reporting) will support and ensure developing & implementing Knowledge Management and Learning Strategy/plan and preparing progress report

The Project Associate (Knowledge Management and Reporting) will be responsible for the following key functions:

• Provide supports in developing and dessimianting knowledge and learning:
• Play an essential role to produce success case stories, lesson learned and other publications and document recommendations to be integrated into broader knowledge management efforts;
• Conduct research, involve in data collection, Data Analysis, document and generate knowledge materials to be published in both web-based and printed forms;
• Compile data and inputs from field teams for donor and internal reporting.
• Coordinate with all components and ensure timely collection of information as require for producing results reports and other knowledge product;
• Propose and promote creative solutions for knowledge management in the project and organization;
• Assist Advoccay and Communication component in enriching and updating web page of the AVCB III Project;
• Provide supports in preparing different progress reports
• Work closely with Planning, M&E and Knowledge Management team and provide supports in preparing progress reports ( quarterly, and annual).
• Develop ToR and supervise the works of the Consultant/consulting firms and provide necessary supports for quality reporting including quality of the data;
• Prepare PPT and briefing notes for high-level meetings
• Provide logistical/operation support for results and lessons learned exercise and share final document widely
• Provide supports in developing and implementing Knowledge Management and Learning Strategy/plan
• Assist in developing Knowledge Management and Learning Strategy/plan in coordination with Advocacy & Communication component
• Ensure knowledge and information are stored in a safe and effective, and, where required confidential, manner;
• Regular monitoring of KM strategy implementation, contribution to documentation of key lessons learned and good practices for reporting and organizational learning;
• Establish effective networking with relevant networks, organisations and other partners in developing knowledge products related to the VCs and AVCB III Project;
• Any other related tasks as may be required or assigned by the supervisor
• Institutional Arrangement

The Project Associate (Knowledge Management and Reporting) will report to National Project Coordinator and work under the overall guidance and direct supervision of Planning, M&E and Reporting Anayst . His or her duty station will be Project Management Unit (PMU) office at Dhaka and will work in close coordination with unit focal of the AVCB III project, LGD and UNDP.