download - LEAP - Ministry of Interior

Ministry of Interior 

Cambodia 

Law Enforcement 

Advancing Protection of 

Children and Vulnerable 

Persons (LEAP) 

A Strategic Framework 

Facilitators: 

Lourdes Autencio 

Christian Guth 

September 2010 

Lou 

Your's Company 

9/19/2010

Acronyms and Abbreviations 

ARTIP 

AHTJP 

CCJAP 

CNP 

CNCC 

IJM 

IOM 

LEASETC 

LEAP 

MoH 

MoI 

MoJ 

MoSVY 

MoT 

MoWA 

NFP 

NPGC 

NSDP 

RS 

RGC 

SISHA 

STLS 

TAF 

TIPSE 

TSEAC 

TSEC 

UNICEF 

UNOCHR 

WVC 

Asia Regional Trafficking in Persons Project 

Anti-Human Trafficking and Juvenile Protection 

Cambodian Crime and Justice Assistance Project 

Cambodian National Police 

Cambodian National Council for Children 

International Justice Mission 

International Organization for Migration 

Law Enforcement Against Sexual Exploitation, Sexual Abuse and 

Trafficking of Children 

Law Enforcement Advancing Protection of Children and Vulnerable Persons 

Ministry of Health 


Ministry of Justice 

Ministry of Social Affairs, Veterans and Youth Rehabilitation 

Ministry of Tourism 

Ministry of Women's Affairs 

National Police Forces 

National Police General Commissariat 

National Strategic Development Plan 

Rectangular Strategy 

Royal Government of Cambodia 

South East Asia Investigations into Social and Humanitarian Activities 

Committee to Lead the Suppression of Trafficking, Smuggling, Labour 

Exploitation and Sexual Exploitation in Women and Children (STLS) 

The Asia Foundation 

Trafficking in Persons and Sexual Exploitation 

Trafficking and Sexual Exploitation and Abuse of Children 

Trafficking and Sexual Exploitation of Children 

United Nations Children's Fund 

United Nations Office for High Commissioner on Human Rights 

World Vision Cambodia 

2

Table of Contents 

I. INTRODUCTION .................................................................................................................5 

II. BACKGROUND ..................................................................................................................7 

III. CHALLENGES AND LESSONS LEARNED ........................................................................9 

IV. THE WAY FORWARD: STRATEGIC FRAMEWORK 2011-1015.................................11 

Vision ...................................................................................................................................14 

Mission.................................................................................................................................14 

Overall Goal ........................................................................................................................16 

Strategic Goal 1 .................................................................................................................16 



V. ORGANIZATIONAL STRUCTURE AND PARTNERSHIPS..............................................19 

Current LEASETC Structure 2000 - 2010 .......................................................................19 

Proposed LEAP Structure For 2011-2015.......................................................................20 

VI. OVERVIEW LEAP STRATEGIC FRAMEWORK...............................................................21 

VII. LEAP STRATEGIC PLANNING 2011-2015...................................................................23 

Appendix 1..............................................................................................................................24 

List of Relevant Legislation on the Protection of Vulnerable Groups and Victims of 

Abuse, Violence and Exploitation ....................................................................................24 

Appendix 2: LEAP PLAN OF ACTION FOR 2011 ..............................................................25 

3

FOREWORD 

Since 2000, the Ministry of Interior (MoI) has implemented the Law Enforcement Against 

Sexual Exploitation and Trafficking of Children (LEASETC) project for the prevention and 

investigation of cases related to sexual exploitation and abuse, trafficking, and domestic 

violence involving children and women. LEASETC has been supported mainly by UNICEF, 

WVC, Terre des Hommes Netherlands and Kamonohashi. 

Sub-Decree No. 40 promulgated in 13 May 2002 created the Department of Anti-Human 

Trafficking and Juvenile Protection (AHTJP) and specialized units in 17 provinces. The 

Department has been mandated to provide specialised services for the prevention and 

suppression of all forms of human trafficking, sexual exploitation, sexual abuse, 

pornography, and domestic violence. 

LEASETC supported police training at different levels (deputy commissioners, chiefs of units, 

middle management at provincial and district levels) in 13 provinces. On-the-job training 

was provided to the AHTJP department and to police officers working in the field on child 

interviewing techniques, collection of forensic evidence, computer evidence search and how 

to improve a criminal case file to be sent to court. Police also received assistance in 

following-up cases of trafficking, sexual exploitation and rape. 

A database and various data collection instruments or forms were developed to monitor the 

number of reported cases on TSEC and the number of arrests. A 24-hour/7-day hotline and 

response unit was established within the Criminal Investigations Department and now in the 

AHTPJ Department, and has been in operation since October 2000. More recently provincial 

hotlines were set up in 7 provincial units. Potential victims, their families and third parties 

can report cases and receive information about referral options. 

On behalf of the Ministry of Interior, I am pleased to present “A Strategic Framework for the 

Law Enforcement Advancing Protection of Children and Vulnerable Persons (LEAP) 

Program.” LEAP is intended to help guide, organize, and coordinate the systematic planning, 

implementation and evaluation of efforts within MoI in addressing trafficking, sexual and 

labour exploitation, sexual abuse, domestic violence, drug abuse, and issues confronting 

children in conflict with the law. The Framework reflects current knowledge and 

understanding of the nature and extent of sexual and labour exploitation and trafficking in 

persons, their causes or contributing factors, effective solutions and desired outcomes and 

impacts. The Framework takes into account the need to adequately evaluate our efforts so 

that new knowledge and experiences can be used for continuous improvement. 

We believe that the structure and approach outlined in the Framework offers a rational and 

systematic, yet broad and flexible, way of viewing and informing our efforts to achieve the 

LEAP's strategic goals and objectives towards the elimination of trafficking in persons and all 

forms of gender-based violence in Cambodia. 

Prum Sokha 

Secretary of State 

Chair, LEAP Program 


September 27, 2010 

4

I. INTRODUCTION 

The LEASETC Project 

When we started LEASETC, we started from scratch … even discussions about human 

trafficking and child sexual exploitation focused on public awareness and there was nothing in 

action. Step by step, LEASETC has focused on training police on technical aspects of critical 

operations. It is not just talking, raising awareness … police capacity has significantly 

improved to respond to [child] exploitation and trafficking since 2000 … I’m proud to say that 

although LEASETC is very small, the momentum generated by this project is big …the 

ownership is with the police not me … we still have a long way to go … Cambodian 

government ownership must grow with strong partnerships … there should be a balance 

between government ownership and civil society partnerships … 

~ H.E. Prum Sokha, Secretary of State, MoI 

The Ministry of Interior (MoI) launched the Law Enforcement Against Sexual 

Exploitation and Trafficking of Children (LEASTC) Project in 2000 in response to 

increasing reports of trafficking and sexual exploitation of children in Cambodia. The 

LEASETC project principally aimed to improve the capacity of the Cambodian National Police 

(CNP) to investigate cases of sexual exploitation and trafficking of children, rescue victims of 

trafficking and sexual exploitation, arrest offenders, search for evidence, and prepare cases 

for prosecution. The project reflects MoI's agenda to address sexual and labour exploitation 

of children and women, in line with the “rectangular strategy” set forth in the National 

Strategic Development Plan (NSDP) 2006-2013 of the Royal Government of Cambodia. 1 

The project was implemented in three phases from years 2000 to 2010 in cooperation 

mainly with the United Nations Children's Fund (UNICEF) and World Vision Cambodia (WVC). 

During phase 1, financial assistance was provided by the International Organisation for 

Migration (IOM), Save the Children (SCF) Norway, and the United Nations Office for High 

Commissioner on Human Rights (UNOCHR) provided financial assistance during phase 1, 

and in 2009-2010 by Terre des Hommes Netherlands and Kamonohashi. 

An evaluation conducted in 2009 found LEASETC's most significant impact to be stronger 

protection for child victims of sexual abuse, exploitation, trafficking, and domestic violence. 

Victims are now better identified, treated and served by law enforcement, social affairs and 

civil society which led to a growing recognition of the distinct roles played by law 

enforcement and social affairs. 

With LEASTC support, the Ministry of Interior (MoI) established the Department of Anti- 

Human Trafficking and Juvenile Protection (AHTJP) and specialized units in 10 provinces / 

municipalities with approximately 200-250 trained specialized police officers. With the 

dramatic increases in reporting, arrests and investigations of cases of Trafficking, Sexual 

Exploitation and Abuse of Children (TSEAC) from the time of inception of the LEASETC 

project, it has been praised by the top officials of the government and by development 

partners for the significant progress it has achieved, especially its contribution to the 

creation of the first specialist police unit in the Southeast Asia Region to combat trafficking 

and sexual exploitation of children and the remarkable impact of the project on police work. 

1 The RGC’s “rectangular strategy” for growth, employment, equity and efficiency was adopted in 2004 and is 

being operationalized in various national development strategies, principal of which is the National Strategic 

Development Plan 2006-2010 extended through 2013. 

5

A National Sex Crimes Database system was established and linked with police databases in 

7 provinces. Seven 24-hour police hotlines for reporting trafficking, sexual exploitation and 

abuse were, likewise created in 7 provinces. A standard medical check form/certificate 

authorized by the Ministry of Health and MoI has been approved for use as evidence in 

domestic and international courts. 

Building on the achievements of LEASETC, the MoI seeks to enhance the efficiency and 

effectiveness of its capacity for law enforcement and the protection of vulnerable groups in 

the country. For the next phase therefore, LEASETC is being redesigned and renamed as 

“Law Enforcement Advancing Protection of Children and Vulnerable Persons” or 

LEAP. LEAP will serve as a mechanism that will coordinate MoI initiatives aimed at 

strengthening law enforcement capacities for the protection of vulnerable groups, 

particularly addressing sexual exploitation, sexual abuse, domestic violence, human 

trafficking, worst forms of child labour, exploitative marriage brokering, drug abuse, 

exploitative adoption, and issues confronting children in conflict with the law. 

MoI, the funding institutions such as UNICEF and World Vision Cambodia and other 

stakeholders have recognized LEASECT's achievements in the fight against gender-based 

violence, exploitation and abuse. They have also affirmed the need for LEASETC to expand 

beyond capacity building of the law enforcement officers to taking the lead in coordinating 

protection-related activities and target groups. 

Under the leadership of H.E. Prum Sokha, MoI Secretary of State and endorsement by 

General Bith Kim Hong, there is strong ownership of the LEASETC project by the Ministry of 

Interior and unanimous support of LEASETC by all law enforcement officers. Issues of child 

trafficking, sexual abuse, exploitation and domestic violence are high on the radar of all law 

enforcement - supported by their firm commitment to investigate and suppress offences and 

high aspirations to continually develop professional capacity. 

LEASETC has gained legitimacy, respect and the ability to influence high level government 

decisions and ground-level police operations. The international advisor has effectively 

imparted knowledge and skills to the LEASETC team, who can now carry on important tasks 

independently or with minimal supervision. Improvements in forensic examinations and 

evidence collection system have helped elevate the standards of Cambodian law 

enforcement practice. There is a growing appreciation of “equal” human rights of all 

children who come into contact with the law, as well as an increasing recognition of the 

interconnectedness of child protection issues by law enforcement officers, police trainers 

and MoI officials. 

The LEASETC project has been flexible and continually evolving in response to the broader 

context such as legislative reform, policy developments and socio-cultural realities. Following 

enactment of the CPC and TIPSE/DV laws, LEASETC updated training materials, database 

forms and hotline reporting templates to help steer shifts in law enforcement practice based 

on relevant provisions of newly enacted legislation. 

6

II. BACKGROUND 

MoI and the RGC Rectangular Strategy 

The RGC has achieved remarkable progress in rebuilding and rehabilitating the social, 

physical, and institutional infrastructure of the country through the implementation of the 

1st Five-Year Socio-Economic Development Plan (SEDP) 1996-2000 and the succeeding 

SEDPs. The SEDP focused on macro-economic growth, social development, and poverty 

alleviation, and the "Triangle Strategy" of 

(1) building peace, restoring stability and maintaining security for the nation and 

the people; 

(2) integration of Cambodia into the region and normalization of relationships 

with the international community; and 

(3) promoting economic and social development. 

The current “Rectangular Strategy” reflected in the National Strategic Development Plan 

2013 seeks to promote economic growth, generate employment for Cambodian workers, 

ensure equity and social justice, and enhance efficiency of the public sector through the 

implementation of the Governance Action Plan and in-depth reforms that are coordinated 

and consistent across all levels and sectors. 

RGC likewise, instituted key reforms that helped improve governance, the quality, efficiency 

and delivery of the public service. In the area of protection for vulnerable persons, key 

legislations such as the Code of Civil Procedure (2006), Code of Criminal Procedure (2007), 

Civil Code (2007), Law on Domestic Violence (2005), Law on the Suppression of Human 

Trafficking and Sexual Exploitation (2008) were enacted. 2 

Through the National Police General Commissariat (NPGC), MoI cooperated with the Ministry 

of Justice (MoJ) in drafting the RGC-MoI circulars and an action plan to prevent and 

suppress the activities of "juvenile delinquency." MoI prepared a strategic plan on 

combating drug trafficking, the exploitation of labour and sexual exploitation of women and 

children and on strengthening management mechanisms for the implementation of this plan 

at the central as well as at the provincial, municipal and district levels. 

Significant progress was also made in strengthening the legal framework to protect women 

by addressing gender equality and women's rights in the preparation and implementation of 

laws, as well as by enhancing public awareness on relevant laws. Positive developments 

were noted among others in increased representation of women in government leadership 

positions. For instance, the number of women who were elected to the National Assembly 

rose from 5% in 1993 to 22% in 2008 and women who were elected in the Commune 

Councils increased to 14.6% in 2007 from 8% in 2003. The Secretariat of State of Civil 

Service has issued guidelines on affirmative action with a quota ranging from 20% to 50% 

for women among the new recruits to the civil service. As a result, the proportion of women 

civil servants has increased from 32% in 2007 to 34% in mid 2009. 

Challenges nonetheless remain. The judiciary has yet to gain the full confidence of the 

public and a comprehensive legal framework has yet to be developed. Law enforcement 

remains a challenge due to various factors, such as lack of capacities and low salaries of law 

2 See Appendix 1: List of Relevant Legislation on the Protection of Vulnerable Groups and Victims of Abuse, 

Violence and Exploitation. 

7

enforcement officers. The production and trafficking of illegal drugs has increasingly become 

a social problem and adversely affecting especially the Cambodian youth. The number of 

women at senior level/decision-making levels of the civil service remains low, as do the 

number of women in the judiciary, both as judges and as prosecutors. Negative and 

discriminatory attitudes and behaviours underlying gender-based violence and exploitation, 

as well as the stigmatization of the victims of violence generally still prevail. 

Despite significant reduction in crimes, incidences or armed robberies, murders, illegal drug 

circulation and trafficking, rapes, women and children trafficking as well as other offences 

such as technical violation of law and money laundering are still high. The administrative 

management is complicated in cities and towns by juvenile delinquency in public places; 

night clubs and dancing halls are negatively affecting the youth, causing inactiveness in 

study, drop outs from schools and leading to the conduct of wrong doings. 

The Cambodian National Police 

The 64,000 person police force is organized into six departments, namely Security, Public 

Order, Transport, Border, Administration, and Judicial Police. The Cambodian National 

Police (CNP), assisted by the Cambodian Criminal and Justice Assistance Project (CCJAP) 

developed a Strategic Plan for 2008-2013 with the vision of "Safer Cambodia Together" and 

a Mission of "Working together to serve and protect the people". Among the CNP's 10 

strategic objectives for 2008-2013 are the "reduction in the exploitation of women and 

children in labour and sex trades in Cambodia in order to promote dignity and national 

prestige", the "protection of national security and the prevention of international terrorism 

and trans-national crime networks", and the promotion of a competent, professional, ethical, 

and moral Cambodian National Police which the people have trust in and support" 

Among the CNP's 10 strategic objectives for 2008-2013 are the "reduction in the exploitation 

of women and children in labour and sex trades in Cambodia in order to promote dignity and 

national prestige", the "protection of national security and the prevention of international 

terrorism and transnational crime networks", and the promotion of a competent, 

professional, ethical, and moral Cambodian National Police which the people have trust in 

and support. 

8

III. CHALLENGES AND LESSONS LEARNED 

The evaluation of the LEASETC project pointed out key achievements and lessons learned in 

addressing trafficking in persons, sexual exploitation, sexual abuse, and domestic violence 

involving children, these being: 

1. The need to transform LEASETC into a formal structure within MoI with a clear mandate, 

explicitly defined terms of reference and a long-term comprehensive strategy. 

Constraints also include limited capacities and experience among concerned MoI 

personnel, dual roles within the Ministry, lack of a formal monitoring and evaluation 

system, as well as limitation in time, resources and institutional systems. 

2. Sub-Decree No. 40, 13 May 2002 created the Department of Anti-Human Trafficking and 

Juvenile Protection (AHTJP) and specialized units in 17 provinces. The Department is 

composed of MoI personnel who are seconded from different units in the Ministry, 

particularly the Department of Inspections, the Anti-Human Trafficking and Juvenile 

Protection Department, Cambodian National Police, AHTJP units, Provincial Police 

Headquarters, and the Royal Police Academy. 

3. LEASETC’s timely training activities have improved the capacities of AHTJP and local law 

enforcement units to address crimes against children. Nevertheless, training and 

capacity building needs to be systematized with better targeted participants and with 

consideration for their roles, responsibilities and learning needs. Reach to provincial and 

district levels have been minimal. Despite that police training abound in the country, 

these are uncoordinated with tendencies for overlaps in certain areas, are weakly 

monitored and documented. 

There is a need to coordinate, harmonize and standardize police training and related 

capacity building initiatives particularly as they relate to the protection of children and 

other vulnerable groups. 

4. The need to review the hotline mandate and operational capacities needs and internal 

protocols developed to ensure that urgent phone calls are appropriately and immediately 

responded to. Hotline efficiency and reach should be boosted through potential 

collaboration with telecommunications providers in the country. 

5. Database reporting mechanisms were not fully optimized, utilised or monitored and were 

inconsistently used. For instance, some officers enter cases only if these were referred to 

court whereas others will enter data for arrest cases as well. 

6. Law enforcement officials generally lack a clear and deep understanding of what 

“causes” and what could prevent crimes against children, as well as the linkages 

between trafficking, exploitation and broader child protection violation. The range of 

factors that render children vulnerable, such as poverty, family breakdown, substance 

abuse, etc should be considered in prevention measures. 

Moreover, a holistic strategy that also addresses the demand side including 

intermediaries such as labour recruitment, accreditation, and licensing agencies is absent. 

Crime prevention should go beyond information dissemination. 

9

7. Practices in forensics should be improved to ensure the effective and efficient 

functioning of the system that has already been introduced and the compliance with 

standard protocols. 

8. Law enforcement referrals to court do not necessarily translate into an increase in the 

percentage of cases prosecuted. Anecdotal evidence points to stark inconsistencies 

between law enforcement and judicial figures. At the court level, there are reports of 

cases being dismissed or charges being ‘converted’ to a lesser offence – the reasons 

offered vary including allusions to judicial misconduct, weak/insufficient evidence in 

cases being referred by law enforcement to court, or unmet burden of proof after further 

investigation or when the case comes before court. 

9. Uneven levels of cooperation and partnerships between AHTJP, other government 

entities and NGOs should be addressed. The donor/IGO/NGO resources are fragmented 

across numerous ministries (and departments within ministries) with different aid 

modalities and requirements that hamper coordination and collaboration. 

10. Despite LEASETC’s positive results, the assessment revealed that the management of 

LEASETC by MoI needs to be strengthened, particularly in strategic planning, monitoring 

and evaluation, as well as in streamlining and coordinating donor support to law 

enforcement trainings and operations of the Anti-Human Trafficking and Juvenile 

Protection (AHTJP) Department and provincial units. 

11. Withdrawal of financial and technical support from donors at this point in time is 

untenable. However, it is critical that MoI carve out more significant budgetary 

allocations for LEASETC in the next phase. A progressive cost sharing model can be 

developed leading to a point wherein MoI can assume full responsibility and 

accountability for the project. 

10

IV. THE WAY FORWARD: STRATEGIC FRAMEWORK 2011-1015 

The purpose of the Strategic Framework is to evolve LEASETC to serve as a formal policy, 

coordination and oversight mechanism to facilitate the sector-wide systems-building 

approach to Law Enforcement Advancing Protection of Children and Vulnerable 

Persons (LEAP), through a consultative process with key government agencies and 

development partners. The strategic framework is an essential first step in a broader 

strategic process for LEAP that will build on the pertinent recommendations of the 2009 

LEASETC Assessment. The framework will form the basis for choosing strategic options and 

interventions to address the findings of the Assessment and the feedback and suggestions 

obtained from relevant stakeholders, including government agencies, development partners, 

funding institutions, as well as law enforcement officials. It outlines the elements of a 

strategy for LEAP, that will ensure sustainability of agreed mechanisms, processes and 

interventions through integration into the formal functions of the relevant authorities within 

MoI. 

An assessment of LEASETC Phase 3, conducted in 2009 revealed that significant 

achievements have been made in enhancing the capacities of law enforcement officers to 

address crimes against children. In particular, law enforcement at the national level and in 

ten provinces have been empowered to recognize a broad range of crimes targeting children 

and adults, to conduct child-friendly rescues, interviews and referrals, to carry out better 

investigations and to collect requisite evidence for building stronger cases for prosecution. 

As interventions for law enforcers remain largely donor driven and comprised mostly of 

stand-alone support, resulting in uncoordinated and redundant trainings, hotlines and data 

collection schemes, the Assessment recommended the adoption of a sector-wide systemsbuilding 

approach to law enforcement to advance the protection of children and vulnerable 

persons. 

The new approach will involve an overhaul of LEASETC into a structured and formalized 

system within the Ministry of Interior, with strong government leadership, ownership, 

oversight, and mandate, that would serve as the “gatekeeper” to (a) standardize and 

coordinate strategic trainings for all police; (b) harmonize mechanisms (i.e. databases, 

hotlines, forensics, etc.) relevant to trafficking, exploitation, abuse and domestic violence 

being carried out by various Cambodia National Police (CNP) departments and municipal, 

provincial and local police, and (c) progressively strengthen the capacity of the CNP to 

enforce laws, policies and procedures in accordance with international standards. 

The new approach will allow for broader levels of engagement with the development 

community, beyond the current donors of LEASETC. The Assessment also proposed specific 

programmatic changes to MoI (e.g. creation of specialized police units within all Judicial 

Police Departments to support cases of children in conflict with the law, development of a 

strategic plan for capacity building, establishment of the monitoring and evaluation system, 

etc.) that will need to be incorporated into the strategy. 

The proposed Strategic Framework defines the strategic direction and focus from LEASETC 

to LEAP, formulated through a consultative process involving key LEASETC and MoI officials, 

government, NGO and donor partners. 

11

Paradigm Shift 

TODAY 

(LEASETC as it existed in 2010) 

Gaps/Implications 

TOMORROW 

(LEAP as it will exist in 2011) 

Provider Role Coordination & Monitoring 

Uncoordinated Training design Standardized & harmonized 

Operational in 7 provinces Hotline capacity Expanded & enhanced 

Sex Crimes, Trafficking and Domestic 

Violence Laws, Criminal Procedures 

Basic, Refresher and some 

Specialized Trainings 

Conducting child friendly interviews 

Investigation, search, collecting 

evidence 

Scope 

Competencies/Capabilities 

Gender-Based Violence 

New Penal Code and Criminal 

Procedure Code, Juvenile Justice 

Basic, Refresher, Advanced and 

Specialized 

Enhanced law enforcement skills 

(investigation, offenders arrest, evidence 

collection, and preparation of cases for 

prosecution) 

Reactive Response to Cases Pro-active 

Teacher Partnership/Competition Learner 

Internally perceived as strong Sense of Ownership Improved external perception of MOI 

ownership 

Not directly linked to Police Structure Structure Fit into the National Police structure 

Male dominated Gender Balance Gender sensitive 

Data collection on all sex crimes 

and recently trafficking and Domestic 

Violence 

Information System 

Drug abuse, exploitative adoption, 

bonded labour, child labour and 

children-in-conflict with the law 

Reactive Perception of Role Preventative 

Mostly external with limited 

government allocation 

Funding Source 

Government allocation 

LEASETC has been training law enforcement officers, particularly those who work with the 

AHTJP Department and the provincial units. Judicial police in the district and commune 

levels were also given orientation on issues related with trafficking, sexual exploitation and 

abuse, domestic violence. Law enforcement at the national level and in 10 provinces have 

been empowered to recognize a broad range of crimes targeting children and adults, to 

conduct child-friendly rescues, interviews and referrals, to carry out better investigations and 

to collect requisite evidence for building stronger cases for prosecution. 

LEAP is envisaged to enhance the capacities of MoI to coordinate training and other capacity 

development activities among law enforcers, as well as to monitor the progress and results 

of these activities on the victims of trafficking, sexual exploitation and abuse and other 

forms of gender based violence. 

12

Aside from LEASETC, several organizations have been conducting training among law 

enforcers. To obtain optimum results, it is essential that these training are harmonised and 

standardised. While LEASETC training curricula have been integrated into the Royal Police 

Academy and the Regional Police Training Schools, other trainings have not been 

documented within MoI and it is not known who participated in these trainings. 

LEAP will lead the harmonization and standardization of police training. Development 

partners have expressed support to this process. An ad hoc Steering Committee composed 

of LEAP, Royal Police Academy and development organizations may be established. All 

training curricula will be collected, assessed, and categorized into basic, refresher and 

specialized. A record will be kept by LEAP as to who attended what training. LEAP may also 

serve as the repository of these relevant documents. A website may be created to publicize 

these training documents. 

The hotline has been operational in Phnom Penh and 6 other provinces. These will be 

expanded and enhanced in order to better serve the public. Mechanisms will be developed 

to encourage victims and the public in reporting crimes. Police action will also be enhanced 

to have a quicker response to calls received through the hotline. 

The scope of work by LEASETC has been on issues of human trafficking, sexual exploitation 

and abuse, and domestic violence. LEAP will expand its focus on all forms of gender based 

violence, including bonded labour, drug abuse, exploitative adoption, marriage brokerage. 

It will also address issues confronting children in conflict with the law. 

Police response to crimes related with trafficking, sexual and labour exploitation and abuse, 

and domestic violence have been reactive as they usually would wait for reports of abuse 

before they respond. LEAP will also ensure that police will do preventative work, e.g. acting 

as resource persons in schools and communities on its role to prevent and protect 

exploitation and abuse, be engaged in identification of victims proactively by going out of 

their offices to start identifying victims of exploitation and abuse. 

Most of police officers working on the issues of trafficking, sexual exploitation and abuse, 

and domestic violence are men. LEAP will recruit and train more female law enforcers as 

highlighted in the National Strategic Development Plan in order to conduct interviews with 

female victims of trafficking, sexual exploitation and abuse. 

LEASETC has been known externally as a UNICEF/World Vision project, although there is a 

strong ownership, especially among the law enforcement officials. LEAP will ensure that 

MoI's ownership of LEAP is highlighted. 

A Data Collection system on sex crimes, trafficking and domestic violence has been 

established with support from LEASETC. LEAP will enhance the database by refurbishing 

computers and other necessary equipment. Data on all forms of gender-based violence will 

also be included. Regular reports will be published. Regular monitoring and follow-up of 

cases submitted to court will be done to ensure that victims whose perpetrators have been 

at large or released will be protected. 

Aside from the time of the MoI staff assigned to work in the LEASETC project, it has been 

mostly funded by UNICEF, WVC, IOM, Save the Children Norway, Terres des Homes 

Netherlands, and Kamonohashi. LEAP will advocate with MoI for progressive allocation of 

funds to support LEAP activities to achieve sustainability. 

13

Vision 

"Peaceful and equitable society wherein victims and vulnerable groups are protected from all 

forms of gender-based violence, exploitation and abuse, particularly trafficking, sexual and 

labour exploitation, sexual abuse, and domestic violence." 

Mission 

"Promotion of effective and efficient law enforcement practices in cooperation with social 

welfare, justice and civil society sectors to protect victims and vulnerable persons from 

violence and exploitation" 

Approach 

LEAP’S approach to protection is framed from three inter-locking components, namely, the 

social welfare system for children and families, the justice system, and the 

integrated social behaviour change. These are designed to prevent violations from 

happening and protect children and vulnerable persons in all situations regardless of the 

nature of violation or the context in which it occurs, including in emergencies, conflicts, and 

in periods of transition. The system also promotes attitudes, beliefs, values and behaviours 

that ensure vulnerable persons' well being and protection, e.g. affirming children's human 

rights, as set forth in the Convention on the Rights of the Child, its Optional Protocols, and 

other international instruments. 

LEAP is committed to deliver effective law enforcement programming that supports MoI's 

mandate of preventing gender-based violence, exploitation and abuse of children, women 

and men, protecting and serving victims of these crimes, and arresting and bringing 

perpetrators to justice. 

Guiding Principles 

LEAP's Strategic Framework for 2011-2015 is based on the following guiding principles: 

• Government ownership 

• Human rights based treatment of victims 

• Gender-based programming 

• Sector-wide integrated approach 

• Civil society participation 

• Interdisciplinary coordination and cross-sector responses at government level and 

between government, IOs and NGOs 

• Systematic monitoring, evaluation and sustainability 

Government ownership 

LEAP is a formal unit organized under the MoI and as such the RGC takes full responsibility 

for its management, operations and funding mobilization. 

Human rights based treatment of victims 

The rights and welfare of victims and the vulnerable target sectors take paramount 

importance, reflected in the policies and practices of LEAP. LEAP will ensure that these 

14

groups are treated with respect consistent with relevant international instruments and 

protocols. These include care and priority attention to confidentiality, respect for privacy and 

non-revictimization of survivors, as well as allocation of adequate resources to relieve the 

pressure on victims for costs of services (forensic examinations, medical care, etc) 

Gender-based programming 

Policies, programs and activities are designed with consideration for the gender 

particularities of the target groups. LEAP sees gender-based violence as a development 

problem and a violation of human rights for which communities and society must be held 

accountable. This means not only using data to demonstrate to policymakers the magnitude 

and effects of gender-based violence, but also emphasizing that women have a universal 

right to live free of violence under all circumstances. ‘Culture’ or ‘tradition’ cannot justify 

violence against women, and communities need to challenge norms that view violence as 

acceptable or as a private matter 3 . 

Sector-wide integrated approach 

LEAP will encourage coordination and partnership at all levels. LEAP will coordinate and 

establish partnerships with multiple stakeholders, such as academic/research organizations, 

advocacy groups, NGOs, faith-based institutions and the private sector, other bilateral and 

multilateral donors and local, regional and international institutions in order to best facilitate 

a multi-sectoral, comprehensive approach. 

LEAP will participate in the development of effective national protection systems that 

strengthens the protective environment to safeguard victims of exploitation and abuse and 

other vulnerable persons. The systems should prevent violations from happening and 

protect victims and vulnerable persons in all situations regardless of the nature of violation 

or the context in which it occurs, including in emergencies, conflicts, and in periods of 

transition. 

Civil society participation 

LEAP recognizes the impact that civil society can have on improving protection and law 

enforcement services to victims of exploitation and abuse. Civil society can serve either as a 

partner in capacity building of law enforcement officials and in providing rehabilitation 

services to victims of gender-based violence. Likewise, service recipients will be regularly 

consulted to inform and direct LEAP activities for maximum benefit to the victims of the 

various forms of exploitation and abuse. 

Interdisciplinary coordination and cross-sector responses at government 

level and between government, IOs and NGOs 

LEAP will support multi-sectoral interventions for enhanced effectiveness of its protection 

and prevention activities. Partnerships between the Ministry of Interior through LEAP and 

the NGOs involved in the implementation of LEAP activities will be formalized and sustained. 

The range of partnership roles includes information-sharing, consultation, participating in 

project implementation, and being involved in project appraisal. 

3 A Guide to Programming Gender-Based Violence Prevention and Response Activities, Gender-Based Violence 

Working Group, USAID, April 2009 p 5 

15

Systematic monitoring, evaluation and sustainability 

Monitoring and evaluation is an essential component of the LEAP program. Strong 

monitoring and evaluation contributes to the identification of best practices that can be 

promoted in future prevention, protection and response programs. 

Overall Goal 

LEAP's overarching goal is to strengthen the capacity and effectiveness of the law 

enforcement sector in preventing, bringing offenders to justice, and coordinating protectionrelated 

activities related with exploitation and violence among the vulnerable population, 

particularly children and women, and protect victims of all forms of exploitation and abuse. 

LEAP's strategic goals, objectives and strategies focus on three components: 

protection, and coordination. 

prevention, 

LEAP's strategic framework will address issues on sexual and labour exploitation, sexual 

abuse, trafficking in persons, domestic violence, worst forms of child labour, drug abuse, 

exploitative adoption and fostering, exploitative marriage brokering, juvenile justice, 

including children in conflict with the law. 

Strategic Goal 1 

Prevent all forms of violence against children and other vulnerable groups 

Strategies: 

1. LEAP through the AHTJP (to be renamed) will actively participate in the 

establishment of laws, policies and guidelines on violence and all sexual exploitation 

and abuse 

2. LEAP will disseminate (in coordination with MoJ, MoT, MoSVY, MoH and other 

relevant institutions) laws, policies, and guidelines among the Cambodian National 

Police at the national, provincial, district and commune levels. 

3. LEAP will collaborate with other relevant ministries and institutions in the provision of 

orientation sessions and training to judicial police and local authorities on laws and 

policies related with trafficking, domestic violence, sexual and labour exploitation and 

sexual abuse, and the role of law enforcement in the investigation of these crimes. 

4. LEAP will participate in other prevention campaigns conducted by other groups. 

5. LEAP will conduct community safety and crime prevention activities related to 

gender-based violence, exploitation and abuse, e.g. acting as resource persons in 

schools and communities on security matters. 

6. LEAP will coordinate with other groups in the development and implementation of 

protective behaviours training among children and vulnerable groups. 

16


Protect victims of gender-based violence, exploitation and abuse and bring 

perpetrators to justice 

Strategies 

1. LEAP will espouse proactive system of victim identification (instead of waiting for victims 

or other persons to report a crime) 

2. Law Enforcement officers will conduct efficient and effective rescue operations; ensure 

confidentiality of information shared by victims, etc. 

3. Law enforcement officers will conduct humane arrest of offenders and perpetrators and 

ensures that the necessary documents,(e.g. warrant of arrest) are prepared 

4. LEAP will enhance the referral system for medical and psychosocial services for victims 

5. Law Enforcement officers will conduct thorough and sensitive collection of evidence for 

prosecution of offenders. 

6. LEAP will ensure that efficient documentation system (database) is in place; regular 

monitoring and follow through of cases investigated, and immediate action is done to 

protect victims whose perpetrators are at large or released from prison 

7. LEAP will ensure strengthened measures to ensure confidentiality of information 

8. LEAP will ensure that child-friendly interviews are conducted by female police officers 

and with the child's parents or guardians employing child and gender-sensitive practices 


To strengthen the institutional capacity of MoI to manage program activities and 

develop appropriate coordination mechanisms that will support the 

implementation of program activities 

Strategies 

1. LEAP will develop a Five-Year Plan of Action that outlines strategic interventions for law 

enforcement to better provide protection services to victims of sexual and labour 

exploitation and abuse, trafficking in persons, exploitative adoption and marriage 

brokering and other forms of gender-based violence, drug abuse and children in conflict 

with the law. 

2. LEAP will develop cooperation and collaboration mechanisms and linkages with the 

relevant institutions and civil society groups (particularly with MoJ, MoSVY, MoH, and 

MoT as well as other inter-ministerial bodies e.g. the National Committee and its 

Provincial Task Forces on TIPSE, CNCC, COMMIT to improve the effectiveness of law 

enforcement initiatives and help prevent all forms of gender-based violence and protect 

victims and their families. 

17

3. LEAP will harmonize and standardize training activities for law enforcement officials and 

local authorities. LEAP will establish an ad hoc Police Training Steering Committee to 

assist in the collection, review, analysis, categorization, documentation, and accessibility 

of all law-enforcement training documents 

4. LEAP will strengthen internal management structure and enhance program management 

and technical skills of the LEAP Team and personnel of the relevant police departments 

working on LEAP. 

5. LEAP will develop strategies that will increase the program's visibility. 

6. LEAP will strengthen the Case Management databases in 7 propvinces. 

7. LEAP will develop and implement a viable Monitoring and Evaluation System which is 

anchored on the Strategic Framework and Strategic Plan. LEAP will coordinate annual 

performance evaluation of its staff. 

8. Leap will coordinate the establishment of a specialized "children in conflict with the law" 

unit or bureau within the different Departments of the General Commissariat or within 

the AHTJP Department. 

18

V. ORGANIZATIONAL STRUCTURE AND PARTNERSHIPS 

LEAP will continue to be under the chairmanship of H.E. Prum Sokha. A Sub-Decree may be 

necessary in formally integrating LEAP into the General Commissariat. Formal links will be 

determined between LEAP staff (International Advisor, Project Manager, Project 

Coordinator) and the AHTJP Department (which will be renamed to reflect changes in the 

target priorities and structure). Law enforcement staff within the AHTJP will be formally 

assigned to the Department and should be formally supervised by the Department Chief – 

Gen. Bith Kim Hong. 

Current LEASETC Structure 2000 - 2010 

19

LEAP Strategic Framework 

________________________________________________________________________ 

Proposed LEAP Structure For 2011-2015 

H.E. PRUM SOKHA 

MoI Secretary of State 

LEAP Chair 

LEAP Advisory Group 

Technical Adviser 

LEAP Consultants 

Central Department of Judicial Police 

H.E. GEN. NETH SAVOUEN 

General Police Commissioner 

LEAP Vice Chair 

H.E. LT. GEN. KHAN SOKHORN 

Dep. General Police Commissioner 

LEAP Director 

Commissioner 

Royal Police Academy 

Regional Police Training Schools 

LEAP Program Manager 

Criminal Investigation Department (CID) 

Finance and Admin Officer 

Anti-Human Trafficking & Juvenile 

Protection Department (AHTJP) 

Database Officer 

Provincial Units 

Hotline Coordinator 

Anti-Drug Police Department 

Training Officer 

Domestic Violence Department 

Monitoring & Evaluation 

Officer 

Children in Conflict with the Law 

20


________________________________________________________________________ 

VI. OVERVIEW OF LEAP STRATEGIC FRAMEWORK 

Vision 

Peaceful and equitable society wherein victims and vulnerable groups are protected from all forms of gender-based violence, exploitation 

and abuse, particularly trafficking, sexual and labour exploitation, sexual abuse, and domestic violence. 

Mission 

Promotion of effective and efficient law enforcement practices in cooperation with social welfare, justice and civil society sectors to protect 

victims and vulnerable persons from violence and exploitation. 

Over-all Goal 

To strengthen the capacity and effectiveness of the law enforcement sector in preventing, bringing offenders to justice, and coordinating 

protection-related activities related with exploitation and violence among the vulnerable population, particularly children and women, and 

protect victims of all forms of exploitation and abuse. 


Prevent all forms of violence against children 

and other vulnerable groups. 

 

 

Actively participate in the establishment 

of laws, policies and guidelines on 

violence and all sexual exploitation and 

abuse 

Conduct community safety and crime 

prevention activities related to genderbased 

violence, exploitation and abuse, 

e.g. acting as resource persons in 

schools and communities on security 

matters. 


Protect victims of gender-based violence, 

exploitation and abuse and bring 

perpetrators to justice 

Strategies 

Espouse proactive system of victim 

identification (instead of waiting for 

victims or other persons to report a 

crime) 

 

Law Enforcement officers will conduct 

efficient and effective rescue operations; 

ensure confidentiality of information 

shared by victims, etc. 


To strengthen the institutional capacity of MoI to manage 

program activities and develop appropriate coordination 

mechanisms that will support the implementation of 

program activities 

 

 

Develop a Five-Year Plan of Action that outlines 

strategic interventions for law enforcement to better 

provide protection services to victims of sexual and 

labour exploitation and abuse, trafficking in persons, 

exploitative adoption and marriage brokering and other 

forms of gender-based violence, drug abuse and 

children in conflict with the law. 

LEAP will develop cooperation and collaboration 

mechanisms and linkages with the relevant institutions 

and civil society groups (particularly with MoJ, MoSVY, 

21


________________________________________________________________________ 

 

 

 

Collaborate with other relevant 

ministries and institutions in the 

provision of orientation sessions and 

training to judicial police and local 

authorities on laws and policies related 

with trafficking, domestic violence, 

sexual and labour exploitation and 

sexual abuse, and the role of law 

enforcement in the investigation of 

these crimes. 

Participate in other prevention 

campaigns conducted by other groups. 

Coordinate with other groups in the 

development and implementation of 

protective behaviours training among 

children and vulnerable groups 

 

 

 

Law enforcement officers will conduct 

humane arrest of offenders and 

perpetrators and ensures that the 

necessary documents,(e.g. warrant of 

arrest) are prepared 

Enhance the referral system for medical 

and psychosocial services for victims 

Law Enforcement officers will conduct 

thorough and sensitive collection of 

evidence for prosecution of offenders. 

Ensure that child-friendly interviews are 

conducted by female police officers and 

with the child's parents or guardians 

employing child and gender-sensitive 

practices 

 

MoH, and MoT as well as other inter-ministerial bodies 

e.g. the National Committee and its Provincial Task 

Forces on TIPSE, CNCC, COMMIT to improve the 

effectiveness of law enforcement initiatives and help 

prevent all forms of gender-based violence and protect 

victims and their families. 

Harmonize and standardize training activities for law 

enforcement officials and local authorities. LEAP will 

establish an ad hoc Police Training Steering Committee 

to assist in the collection, review, analysis, 

categorization, documentation, and accessibility of all 

law-enforcement training documents. 

Strengthen internal management structure and 

enhance program management and technical skills of 

the LEAP Team and personnel of the relevant police 

departments working on LEAP. 

 

Develop strategies that will increase the program's 

visibility. 

Strengthen the Case Management databases in 7 

provinces. 

 

 

LEAP will develop and implement a viable Monitoring 

and Evaluation System which is anchored on the 

Strategic Framework and Strategic Plan. LEAP will 

coordinate annual performance evaluation of its staff. 

Leap will coordinate the establishment of a specialized 

"children in conflict with the law" unit or bureau within 

the different Departments of the General Commissariat 

or within the AHTJP Department. 

22


________________________________________________________________________ 

VII. LEAP STRATEGIC PLANNING 2011-2015 

The LEAP Advisor will facilitate the development of a 5-Year Strategic Plan which will be 

anchored on the Strategic Framework 2011-2015 and the 2011 Workplan. The team will 

also prepare a project proposal that includes the budgetary requirements for 

implementation of LEAP that can be submitted to existing as well as prospective donors. 

While the actual strategic planning may take place in January 2011, the following 

activities may be undertaken during the last quarter of 2010: 

1. Review and approval of the Strategic Framework, particularly the LEAP 

Organogram, and the 2011 Workplan by the Ministry of Interior through H.E. 

Prum Sokha. 

2. Renaming of the AHTJP and the Provincial Units. 

3. Decisions on the establishment/creation of the Children in Conflict With the Law 

Department / Bureau / Unit within MoI. 

4. Recruitment/Assignment of staff to positions identified in the LEAP structure. This 

also includes staff that will be responsible for LEAP activities within the new 

AHTJP, CID, DV, Anti-Drug, and any other departments deemed by theMoI to be 

LEAP implementing partners. Terms of Reference or Job Descriptions will be 

written for each of the positions. 

5. Orientation workshop on the LEAP Program will be coordinated by the Technical 

Advisor for all LEAP staf, as well as other departments within MoI. 

6. Presentation of the LEAP Strategic Framework 2011-2015 to gain confirmation of 

support from current donors and negotiations with potential donors to obtain 

support in principle 

7. Coordination of the LEASETC closure activities, e.g. financial and technical reports 

and the process of transformation into LEAP, including the renewal of the 

Memorandum of Understanding/Agreement between MoI and the donors, 

identification of work areas for the LEAP Program 

8. Presentation of the LEAP Framework to government partners (MoJ, MoSVY, MoWA, 

MoLVT, MoT, MoF, STLS, CNCC, COMMIT, Cambodia National Committee on 

Women, etc.), development partners, and the civil society groups 

9. Preparation and approval of a Project Proposal for discussion with current and 

potential donors. 

23


________________________________________________________________________ 

Appendix 1 

List of Relevant Legislation on the Protection of Vulnerable 

Groups and Victims of Abuse, Violence and Exploitation 

National Assembly approved the following Laws and Codes: 

• Code of Civil Procedure promulgated on 06 July 2006 

• The Law on Monogamy, 1 September 2006 

• Code of Criminal Procedure promulgated on 10 August 2007 

• Civil Code promulgated on 08 December 2007 

• Counter-Terrorism Law promulgated on 20 July 2007 

• In August 2005, the Law on Prevention of Domestic Violence and Protection of 

Victims was adopted by the National Assembly and recently, the National 

Action Plan to Combat Violence Against Women was adopted by the Council of 

Ministers. 

• Code of Ethics of Judges, Prosecutors adopted by Supreme Council of 

Magistracy on 20 February 2007 

• The Law on Suppression of Human Trafficking and Sexual Exploitation was 

promulgated in February 2008. 

• A high level inter-ministerial working group has been established under the 

MoI on human trafficking. 

• Draft Law on Court Organization and Prosecution 

• Draft Law on the Statute of Judges and Prosecutors 

• Draft Law on Civil Litigation related to Personal Status 

• Draft Law on Non-Suit Civil Case Procedure 

• Criminal Code promulgated in November 2009 

• Anti-corruption Law promulgated in April 2010 

24


________________________________________________________________________ 

STRATEGIC GOAL 1: 

Appendix 2: LEAP PLAN OF ACTION FOR 2011 

Prevent all forms of violence against children and other vulnerable persons 

Objectives Activities Output Indicators Timeframe Person/s 

Responsible 

1.1 Collection and analysis of all the legal 

• Compilation of laws, policies, SOPs and January – LEAP Team 

documents related with LEAP target areas: guidelines, e.g. TIPSE Law, DV Law, February Departments: 

trafficking, sexual and labour exploitation, 

Adoption Law, Civil Code, Criminal 

AHTJP, CID, DV, 

sexual abuse, domestic violence, drug abuse, Code, Anti-Corruption Law, Marriage 

Anti-Drug 

exploitative adoption, exploitative marriage 

LEAP Technical 

Law, Labor Law, CRC, Conducting 

brokerage, other forms of gender-based 

Adviser 

Rescue of Victims of TIPSE, etc. 

violence, and children in conflict with the law 

1. To clarify the 

role of law 

enforcement in 

the 

development 

and 

implementation 

of laws and 

policies related 

with LEAP 

target areas 

1.2 Development of training modules highlighting 

the role of law enforcement in the 

implementation of these legal instruments 

1.3 Dissemination of information on legal 

documents and role of law enforcement police 

officials and local authorities among law 

enforcement officials and local authorities 

• Training Module 

• Number of trainings / orientation 

sessions 

• Documentation of training sessions 

• Copies of relevant laws & policies 

April –June 

July- 

December 

LEAP Trainers 

LEAP Team 

Technical 

Advisor 


Coordinator 

LEAP Manager 

Technical 

Advisor 

Costs/Inputs 

Staff time 

Mtg expenses 

Communicatio 

n and admin 

costs 

Staff time 

Training costs 

Transportation 

Per Diem 

1.4 Participation at national initiatives to develop or 

review laws and policies addressing issues 

related with LEAP target areas 

• Meeting minutes 

On-going 


Technical 

Advisor 

Staff time 

2. To conduct 

community 

safety and 

crime 

prevention 

activities 

related with 

LEAP target 

areas 

2.1 Participation at prevention campaigns organized 

by other groups 

2.2 Coordination with other MoI partners, e.g. 

CCJAP in the development of protocols on 

community policing 

2.3 Engagements of police officers in the community 

level, e.g. acting as resource persons at schools on 

the role of police in addressing gender-based 

violence. 

• Number of events participated in 

• Documentation of these events 

• Meeting minutes 

• Orientation packages developed 

• Training documentation Number of 

sessions facilitated 

• Reports on sessions conducted 

On-going 

On-going 

October - 

December 


Technical 

Advisor 


Technical 

Advisor 



Technical 

Advisor 

Staff time 

Staff time 



Per Diem 

25


________________________________________________________________________ 

STRATEGIC GOAL 2 

Protect victims of gender-based violence, exploitation and abuse and bring perpetrators to justice 


Responsible 

Costs/Inputs 

1. To better 

protect victims 

and their 

families of 

sexual and 

labour 

exploitation, 

sexual abuse, 

trafficking, 

domestic 

violence and 

other forms of 

gender based 

violence (GBV) 

1.1 Enhance law enforcement through provision of 

training opportunities to police officials working 

with CID, AHTJP, Anti-Drug Abuse, DV, the 

provincial units, the judicial district and 

commune police, and local authorities at least in 

priority provinces on the: 

• laws and polices 

• role of law enforcement officials as stipulated 

in these instruments 

• how to work together to protect victims of all 

forms of GBV and abuse 

1.2 Conduct case management sessions with police 

officials to 

• share experiences and learn from one 

another on how to deal with cases 

• develop strategies to address difficult 

cases 

1.3 Support the conduct of improved operations to 

rescue victims of exploitation and all forms of 

GBV; and enhance collaboration and referral 

mechanisms on medical, psychosocial and legal 

services for victims 

• Training design & curriculum 

• Training reports and documentations 

made 

• Number of trainings conducted 

• Training participants list 

• SOPs and Guidelines created 

• Copies of relevant laws and policies 

• Reports and Documentations 

• List of issues discussed and 

recommended actions 

• SOPs and guidelines developed and 

approved 

• Documentations on operations 

conducted 

• List of persons rescued, identified 

victims, perpetrators identified, others 

who could be involved 

January – 

December (on 

a quarterly 

basis) 

March 

June 

September 

December 

On-going 





Representatives 

from AHTJP, 

CID, Anti-Drug, 

Chiefs of 


Technical 

Advisor 



Resource 

Persons 

Technical 

Advisor 


AHTJP 

CID 

Anti-Drug 

DV 



Technical 

Advisor 

Training Costs 

Staff time 

Per Diem 

Logistics and 

Administrative 

costs 

Meeting costs 

Staff time 

Per Diem 

Logistics and 

Administrative 

costs 

Staff time 

Communicatio 

ns 


Food for 

rescued 

persons 

1.4 Ensure that the collection of evidence is 

thorough and sensitively done and that casefiles 

submitted to prosecutors have substantive 

information 

• Copies of casefiles submitted to the 

court are confidentially stored within the 

LEAP database 

• Updated/Enhanced Forensic 

Examination forms and procedures 

On-going 

AHTJP 

CID 

Anti-Drug 

DV 



Staff time 

26


________________________________________________________________________ 


Responsible 

1.5 Ensure that law enforcement officials conduct • Reports / Documentation of the arrest of On-going LEAP Director 

humane arrest of perpetrators of all forms of perpetrators 

AHTJP, CID, 

GBV and exploitation 

DV, Anti-Drug 


Costs/Inputs 

Communicatio 

ns 


Allowance 

1.6 Ensure that victim and child-friendly interviews 

are employed sensitively by sensitized police 

officers, preferably by trained female police 

officers and with child's parents or guardians; 

strengthen measures to ensure confidentiality of 

information 

• Interviewing Victims SOPs and 

guidelines are developed and/or 

updated 

• Training/orientation plans 

• Reports 

• List of participants 

On-going 

April – June 

(for training) 

Prog Manager 

Trainers 

Technical 

Advisor 


Staff time 

1.7 Follow-up cases referred to the courts and 

provide protection to victims and their families 

whose perpetrators are released from prison or 

cases were dismissed due to lack of enough 

evidence 

1.8 Develop/Enhance and formalize collaboration, 

coordination and referral mechanisms for 

medical, psychosocial and legal services for 

victims 

• Documentation of feedback from 

MoJ/courts 

• Updated information on cases referred 

to courts recorded in the database 

• Reports on follow-up protection services 

done by police 

• Agreements between LEAP/MoI and 

Ministries and development partners 

• Referral systems developed 

On-going 

June - 

December 

Director 

Prog Manager 

Database 

Coordinator 

AHTHP, CID, 

DV, Anti-Drug, 

Tech Advisor 




Technical 

Advisor 

Staff time 

Communicatio 

ns 


Staff time 

2. To ensure that 

the hotlines are 

more 

accessible to 

victims , their 

families, and 

other witnesses 

of genderbased 

crimes 

2.1 Expand the cases covered by the existing 

hotlines from sex crimes and DV to include 

other forms of GBV, drug abuse, and children in 

conflict with the law 

2.2 Expand hotlines to cover all the 24 provinces 

and provide the following services: 

• easier and faster access to the hotlines 

through a 3-digit number 

• minimal (if not free ) charges for calls made 

2.3 Develop SOPs for responding to calls and 

reporting/documentation of calls received and 

actions done and provide orientation to hotline 

operators 

• Documentations/Reports containing 

information on calls to hotlines, 

disaggregated by type of cases 

• Reports on calls received are 

documented in a confidential database 

• List of responsible persons and 

numbers are stored in the database 

• Records of discussions with telephone 

networks 

• Guidelines/SOPs developed 

• Orientation sessions conducted with 

hotline operators 

March - 

December 

April - 

December 

April - 

December 


Director 

Program 

Manager 

Technical 

Advisor 



Technical 

Advisor 



Technical 

Advisor 

Staff time 

Staff time 

Telephones 

Communicatio 

ns 

Staff time 


27


________________________________________________________________________ 


Responsible 

Costs/Inputs 

3.1 Make hotlines more accessible to victims, 

witnesses of GBV crimes and communities 

• Brochures developed and widely 

disseminated 

June 


Technical 

Advisor 

Communicatio 

ns 

Production and 

dissemination 

costs for 

hotlines 

3. To increase the 

number of 

victims 

identified and 

assisted 

3.2 Provide quick response to reports and calls of 

GBV crimes 

3.3 Ensure that all GBV cases are properly 

documented and reported 

3.4 Conduct community safety and crime prevention 

activities related to all forms of GBV, exploitation 

and children in conflict with the law, e.g. 

• acting as resource persons at schools or at 

community gatherings on the role of law 

enforcement in combating GBV crimes; 

• sharing of behaviors that community 

residents can employ to protect themselves 

• Reports of GBV cases are promptly 

responded to by police and local 

authorities and documented 

• National database regularly receives 

accurate reports from the provincial 

units 

• Materials are developed on community 

safety, role of law enforcement in 

protecting victims of TSEC and all forms 

of GBV, "protective Behaviors" 

• Training/orientation sessions conducted 

• Reports of events/activities dome by 

law enforcement officials 

On going 

On-going 

September - 

December 

Law 

enforcement 

officials 

Program 

Manager 

Database 

Coordinator 

Provincial units 

Technical 

Advisor 



Database 

Coordinator 

Technical 

Advisor 

Staff time 


Communicatio 

ns 

Staff time 

Communicatio 

ns 

New 

computers 

Staff time 


Communicatio 

ns 

3.5 Develop referral mechanisms between the 

district and commune Focal Points & local 

authorities and the Provincial Units; provide 

more training to these groups on GBV and other 

forms of exploitation and abuse 

• Referral mechanism developed in 

consultation with GO and NGO partners 

September - 

December 




Technical 

Advisor 

Staff time 

Mtg costs 

Communicatio 

ns 

Orientation / 

training costs 

28


________________________________________________________________________ 

STRATEGIC GOAL 3 

To strengthen the institutional capacity of MoI to manage LEAP Program activities 


1. To develop a Five 

Year Plan of Action 

that outlines 

strategic 

interventions for law 

enforcement to 

better provide 

protection services 

to victims of 

trafficking, sexual 

and labour 

exploitation, sexual 

abuse and other 

forms of genderbased 

violence, as 

well as children 

who are in conflict 

with the law, drug 

abuse, exploitative 

marriage brokerage 

and adoption. 

1.1 Develop a Strategic Framework for 

moving from LEASETC to a new 

program and the 2011 Workplan 

1.2 Finalize the LEAP Program 2011-2015 

through a Circular or Sub-decree: 

• finalize the strategic framework 

• approve the LEAP organogram 

• prepare job description for each of the 

position within the organogram 

• assign / recruit personnel for the 

different positions 

• rename the AHTJP Department 

• decide where to place the children in 

conflict with the law area 

1.3 Develop a 5-Year Strategic Plan of 

Action that is informed by the first-year 

Workplan 

1.4 Launch and disseminate the Strategic 

Framework and the Strategic Plan 

• Approved LEAP Strategic Framework July – 

September 

2010 

• Signed LEAP Strategic Framework for 

2011-1015 

• Filled-up LEAP Structure 

• Approved new name for the AHTJP 

Department and the Children in Conflict 

With the Law Department / section / 

bureau 

• Approved 5-Year Strategic Plan 

• MoI circular authorizing/approving the 

implementation of the LEAP program 

• Meeting/Launched held to discuss the 

Framework and the Plan 

• List of launch participants 

• Copies of the documents shared with all 

implementing groups for compliance, 

current and prospective donors, and 

implementing development partners 

October – 

December 

2010 

January 2011 

January- 

February 

2011 

Responsible 


Technical Advisor 

Consultant 



LEAP Chair, 

Director, LEAP 

Team, AHTJP, 

CID, Provincial 

Units, DV, Anti- 

Drug, Children in 

Conflict with the 

Law, Technical 

Advisor 

Consultant 




AHTJP, CID, 

Provincial Units, 

DV, Anti-Drug, 

Children in 

Conflict with the 

Law 


Costs/Inputs 

Consultant fees 

Meeting/Launch 

expenses 

Staff time 

Meeting 

expenses 

Staff time 

Staff time 

Printing costs 

Communication 

1.5 Develop department/section/unit 1st-year 

Worklplan based on the 5-year Plan 

• Specific Year 1 Workplan developed by 

each department/section 

February- 

March 



Staff time 

Communications 

29


________________________________________________________________________ 


Responsible 

2.1 Formalize cooperation agreements with • Number of agreements signed April - LEAP Chair 

government institutions, e.g. MoH, 

September LEAP Director 

MoSVY, MoT, CNCC, STLS, COMMIT; 


and with civil society groups working on 


LEAP-related initiatives and determine 

areas of cooperation 

2. To develop / 

enhance 

cooperation with 

relevant 

government 

institutions and 

civil society 

groups to improve 

the effectiveness 

of law 

enforcement 

initiatives to 

prevent all forms 

of gender-based 

violence and 

protect the victims 

and their families 

3. To harmonize and 

standardize 

training activities 

for law 

enforcement 

officials and local 

authorities 

2.2 Sign MoUs or Agreement of Cooperation 

with current and prospective donors and 

other collaborators 

2.3 Provide more opportunities for donors' 

involvement by membership to the LEAP 

Advisory Group 

3.1 Collect and categorize (basic, refresher, 

specialized) all training courses provided 

to law enforcement officials supported by 

LEASETC, Royal Police Academy, and by 

NGOs 

3.2 Establish an ad hoc Steering Committee 

(or Police Training Committee) to assist 

LEAP and the Police Commissariat in the 

standardization process 

3.3 Develop a database that will serve as a 

Repository of police training initiatives that 

can be accessed by groups that have 

plans to conduct police training 

3.4 Integrate LEAP Police Training into the 

Royal Police Academy and the Regional 

Training Schools 

• Support from current donors maintained 

• More technical and financial support from 

other donors 

• Active participation in the Advisory Group 

• Meetings minutes 

• List of training courses collected 

• Police Training Databases has been 

established and documents have been 

inputted into it 

• Criteria and guidelines for categorizing 

(and assessing) various training courses 

are developed 

• List of participants are documented 

• Terms of Reference for the members of 

the Police Training Steering Committee is 

developed 

• Number of NGOs involved in police 

training expressed willingness to be part of 

the initiative 

• Development partners are actively 

involved in standardizing police training 

as members of the Committee 

• Police Training Database has been 

developed 

• Training courses inputted into the 

database 

• Training integrated into the Police 

Academy 

January - 

March 

March 

February - 

June 

March - April 

July - 

December 












Database 

Operator 




Database 

Operator 






Costs/Inputs 

Staff time 


Staff time 

Staff time 


Mtg expenses 

Staff time 

IT expenses 

Staff time 


Mtg Expenses 

Staff time 


Database 

expenses 

Staff time 


30


________________________________________________________________________ 


Responsible 

4.1 Clarify roles and responsibilities , 

• Clear lines of communication and authority January- LEAP Chair 

coordination, and authorities among 

has been developed 

March LEAP Director 

various departments 

• Job descriptions are developed 


4. To strengthen 

internal 

management 

structure and 

enhance program 

management and 

technical skills of 

the LEAP Team 

4.2 Develop a system where outstanding 

performance/deed is recognized 

4.3 Recruit and train more female police 

officers to balance the mostly maledominated 

law enforcement team, to 

conduct interviews with children and other 

victims of gender-based violence, 

especially sexual abuse 

• Performance Appraisal is done annually December LEAP Director 

Supervisors 

• Training Plan is developed 

• Training implemented 

• List of female police officers is available 

May 




Costs/Inputs 

Staff time 

Staff time 

Staff time 

Training 

expenses 

4.4 Enhance program management and 

technical skills of the LEAP Team through 

access to training courses related with 

program management, financial 

management, supervision, coordination, 

Information Management System, 

computer, communication, language 

(particularly English) 

• Needs assessment is conducted to 

determine training needs for LEAP staff 

• A documentation of what courses or 

technical training is provided to who 

March - 

December 




Staff time 

Financial 

support to 

courses to be 

attended 

5. To increase the 

program's 

visibility 

5.1 Develop a LEAP website that will include 

some of LEAP's activities, achievements, 

features 

• A functional website has been created April IT Consultant 



Free 

consultancy by 

Kamonohashi 

6. To strengthen the 

Case 

Management 

Database in 7 

provinces 

7. To develop a 

LEAP Monitoring 

and Evaluation 

System 

6.1 Replenish the computers and printers used 

as databases in 7 provinces 

6.2. Revise the report forms to include other 

cases, e.g. labour exploitation, exploitative 

adoption and marriage, drug abuse, 

children in conflict with the law 

6.3. Improve the quality and accuracy of data 

being reported 

7.1. Coordinate the development of the 

Monitoring and Evaluation system 

• New computers purchased 

• Database installed 

• Database and reporting forms have been 

revised 

• Quantity, quality, and accuracy of reports 

from all databases is noted 

March 

March 

October - 

December 


Database 

Coordinator 


Database 

Coordinator 



Database 

Coordinator 

• M & E system is in place March LEAP Director 



Funds for 

computers 

Staff time 


Staff time 


Staff time 

31

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