We Welcome You

Th e Ardastra Zoo, Nassau Downtown Nassau in the Bahamas Sandy beaches on Nassau

“ Forward, upward onward togeth er”.

Have a productive and successful Meeting!

Th e Atlantis Resort

Association of Caribbean Commissioner of Police

27th Annual General Meeting & ConferenceNassau, Bahamas

Association of Caribbean Commissioner of Police

27th Annual General Meeting & ConferenceNassau, Bahamas

CONTENTSWelcome Page 1Table of Contents Page 2Remarks by British High Commissioner Page 3President’s Message Page 4ACCP Mission and Objectives Page 6ACCP Membership Profi les Pages 7-8Farewell Page 9Paying Tribute Page 9Death Announcement Page 10 ACCP/Motorola Scholarship Winners Page 12

Crime and Security/Community- Based PolicingInvestigating Gun Crimes in the Caribbean… “Closing the Gap Pages 14-17Is there a duty to obey the law? Pages 19-20Community-Based Policing, the Jamaican Experience Pages 22-24

Technology Cayman Islands Government Partners Experience with Technology, Increases Community Safety Pages 25-26Cyber Security Pages 28-29Electronic Monitoring Pages 30-31

Regional Training A framework for regional Training Pages 33-35

Law Enforcement Management/PartnershipsIntegrated Planning and Performance Management Approach Pages 37-39Crime Stoppers Page 40

Th e Role of Data Collection and Analysis of Crime in the Caribbean Pages 41-43

Overview of the ICRC Pages 45-46 How can deeper CARICOM integration help with security Pages 48-49

SportCaribbean Police Cricket Festival Pages 51-53

ACCP NoticesBe on the look out for Page 55

Tabl e of Contents

2

Remarks by British High Commissioner

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It’s an honour to be asked to provide a foreword for the 2012 ACCP Magazine. Th e UK is rightly proud of its role in the establishment of the permanent sec-

retariat of the ACCP in 1999. Th e UK’s Department for International De-velopment (DfID) provided two-year start-up funding, and the Foreign & Commonwealth Of-fi ce (FCO) helped with running costs during subsequent years. Th e sharing of strategies, systems,

research, training and procedures at the regional level is increasingly important, and the ACCP’s role in this crucial. Th e UK-Caribbean Forum which took place in Grenada in January 2012 saw the highest level UK del-egation to the Caribbean for some considerable time, including the Foreign Secretary; Minister of State for International Development; Home Offi ce Minister for Crime and Security; and the Foreign & Commonwealth Offi ce Minister with responsibility, inter alia, for the UK’s relations with the Caribbean region. In addition, the Chairman of the UK’s Serious Organised Crime Agency (SOCA); the CEO of UK Trade & Investment; and the Head of the Crown Prosecution Service’s Inter-national Division joined a number of other senior UK offi cials for the Forum, which ranged across such cru-cial issues as climate change, economic development, trade and investment, and of course crime and security. Th e Forum’s sessions on crime and security served to highlight the strength and breadth of UK-Car-ibbean collaboration. Th e UK’s security cooperation in this region is long standing and continues to be a high priority for the UK. SOCA offi cials work alongside law enforcement agencies throughout the Caribbean; the Crown Prosecution Service has a growing network of

Criminal Justice Advisers helping governments with criminal justice sector reform; and our Department for International Development has security programmes in Jamaica and in the Eastern Caribbean as part of a Caribbean-wide programme involving some £75m of expenditure over a four-year time-frame. For exam-ple, a team of proceeds of crime and money launder-ing experts is working closely with Eastern Caribbean governments to take the profi ts out of organised crime through the seizure of assets. Th e ACCP and Police Forces across the Carib-bean are faced with unenviable challenges. Th e region is the victim of its geographical location, on the tran-shipment routes of cocaine passing from Latin America to North America and Europe. Th e traffi cking of drugs through any jurisdiction brings with it, amongst other things, associated violent crime, an increase in the avail-ability and use of fi rearms, soaring murder rates, and a growth in domestic drug consumption, all of which not only cause widespread misery but also impact on social and economic development, particularly in small coun-tries with a reliance on tourism, as is the case in much of the Caribbean. I would like to assure you that the UK stands willing to help as much as it can, within the constraints of our own funding and in collaboration with our inter-national partners such as the US, Canada and European Union. In these diffi cult economic times the impor-tance of a regional and fully integrated approach cannot be overstated. I would like to congratulate the ACCP on its work, and to wish you the very best in your eff orts to keep the Caribbean region safe for all.

President’s Message

4

I am extremely pleased to congratulate the Executive and members of the Association of Caribbean Commissioners of Police (ACCP) on the publi-cation of this 9th edition of the ACCP’s Magazine and to ad-dress readers on this occasion. Th e Caribbean Region which we call home with its

crystal clear blue waters, beautiful sandy beaches, lus-cious vegetation, and inviting weather coupled with a rich history and warm and friendly people stands on the verge of criminal and moral decay as criminal ele-ments threaten our tranquil way of life. During the Conference of Heads of Govern-ment of the Caribbean Community (CARICOM), at its Twenty-Second Meeting held in Nassau, Th e Bahamas in July 2001, Heads expressed concern over new forms of crime and violence that continue to pose threats to public safety as well as the social and economic well-be-ing and security of the people of our the region. Former Prime Minister of Belize, Hon. Said Musa, summarized the concern of Heads as follows: “We must bring our attention to bear on two of the most urgent issues that are wreaking havoc on our populations: the HIV/AIDS pandemic and the intoler-able increase in the incidence of crime that has made personal security the overriding concern of all our peo-ples”. Hence, the Conference agreed to establish a Task Force, comprising representatives from each of the Mem-ber States, the Regional Security System (RSS), the As-sociation of Commissioners of Police (ACCP), and the Regional Secretariats, to study the issues and develop rec-ommendations for the consideration of the Heads. Th e Regional Task Force was charged with the responsibility to isolate the fundamental “causes” of the worrying levels of crime and the security threats in the Region and to develop recommendations for a coordinated response at the sub-regional and/or regional levels which would en-able CARICOM Member States to provide the requisite level of security for their populations and visitors.

Th e objectives of this project were to: • Provide an analytic description of the trends in crime

in the Caribbean • Examine the causes of crime in the region • Evaluate existing strategies and make recommendations Over a decade later the region has been hard hit with increased incidences of crime and violence that have had a crippling aff ect on our societies. Th is prob-lem is compounded by an active illicit drug trade as well as easy access to illegal fi rearms and ammunitions. We recognize that these problems are not isolated but aff ect the entire region; hence the theme for this year’s ACCP meeting is indeed timely as it is relevant. Our theme ‘Transforming National Success into Regional Action: Successful Partnership for Eff ec-tive Policing’ indicate the willingness and support of member countries to join forces to combat and arrest this vexing problem. Consistent collaboration as well as information sharing on best practices will prove to be an eff ective tool in helping to restore peace, safety and security to the region. During this year’s Annual meeting to be held in Nassau, Bahamas, Commission-ers will hear from experts on subject matters such as ‘Emerging Drugs Traffi cking Trend and implications for the Region’, ‘Traffi cking in Persons’, Cybercrime and Hi-Tech Th reats and Challenges from a Global and Re-gional Perspective’, ‘Firearms Marking Machine and its Implementation in the Region’ and the Caribbean Basin Security Initiative Successes’ among many others. At the conclusion of this year’s meeting it is anticipated that the networking capacity of individual member countries will be enhanced through new, improved, and existing partnerships. Th e ACCP will continue to embrace new strate-gies along with technological advances for its members. Additionally, member countries are encouraged to take advantage of International and Regional training af-forded them. I, therefore, implore Commissioners to keep the lines of communication open and continue to dialogue so that the opportunities for transnational crimes can be minimized. I fi rmly believe that by work-ing together we can eff ect positive changes in the region while making it a safer place to live, work, visit and play.

Ellison E. Greenslade, QPM, MBACommissioner of Police, President of the Association of Caribbean Commissioners of Police and; International Association of Chiefs of Police (IACP) World Regional Offi ce Chair for Central America & Caribbean

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Ellison Greenslade QPM, MBA - President

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ACCP Mission and Objectivese) negotiate and secure funding from individuals and organizations supportive of the goals of the Association.

f) Engage in formal relations with any organiza- tion, institution or state agency for the welfare and benefi t of the Association and/or its members;

g) Take an active interest in the promotion of the development of young people regionally and internationally;

h) Arrange conferences, workshops and seminars for the purpose of sharing information and ex periences of benefi t to law enforcement; and

i) Pursue all necessary steps to ensure that the As sociation is adequately funded in order to discharge its obligation and to ensure that the funds are eff ectively managed and properly ac counted for.

Th e ACCP has also adopted the under-mentioned core values which embodies its ideals and philosophy:

• Commitment to Quality Service – creating an ethos of quality service delivery to all clients.

• Collaboration and Co-operation – acknowledg ing the benefi ts of utilizing greater team-work and co-operation for more effi cient and eff ective law enforcement.

• Professional and Ethical Standards – striving for effi ciency and eff ectiveness while maintain ing a keen sense of fairness and integrity

• Community Partnership – continually seeking the support and consent of the community for policing activities.

• Respect for Human Rights – engendering protection for the fundamental rights of every individual regardless of age, sex ethnicity, religious belief or social status.

• Gender and Cultural Sensitivity – recognizing and respecting gender and cultural diff erences and the sensibilities associated with such diff erences.

During the relatively short period of its existence the ACCP has made signifi cant strides in its development and has been able to establish itself as a focal point for developing and co-ordinating regional law enforcement and related activities in civil society.

The Association of Caribbean Commissioners of Police (ACCP) was formally established in 1987 in Castries, St Lucia by a resolution passed by 13 members on 20th August. The stated objectives of the association then were:

i. Regional cooperation in the suppression of criminal activities in such areas as narcotics, terrorism and organized crime;

ii. Th e exchange of information in criminal inves -tigations;

iii. Th e sharing of common services which may in clude training, forensic analysis and research and

iv. Th e eff ective management of law enforcement agencies.

In the year 2000 the organization re-defi ned its mis-sion and objectives in order to be relevant to its cur-rent aspirations. Th ese are identifi ed in its Constitution and Bye-Laws as stated hereunder: Th e Mission of the ACCP is “to be the principal organization for promot-ing and facilitating:

• Collaboration and co-operation in the develop ment and implementation of policing strategies, systems and procedures;

• Th e professional and technical skills develop ment of police offi cers; and

• Proactive measures to prevent crime and im prove police community relations”.

Th e objectives of the organization are to:

a) develop and maintain a professional organiza- tion committed to the improvement of policing in the region;

b) promote, foster and encourage high professional and ethical standards in pursuit of policing objectives;

c) support and advance the just and reasonable in terests and aspirations of its members;

d) infl uence the development of laws, procedures and practices that will advance the eff ectiveness of policing in the Region;

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ACCP Membership Profiles

Anguilla - Rudolph Proctor

Enlisted in the Royal Anguilla Police Force in June 1983. He was appointed to the post of Commissioner of Police on 10th May 2010. Experience: The holder of a diploma in Strategic Management, he has attended numerous training courses in the Caribbean, Canada, United Kingdom and the United States.

Antigua & Barbuda - Vere Browne

Enlisted in the Royal Police of Antigua and Barbuda on the 17th of July, 1975, resigned in February 1980. Enlisted into the Royal Virgin Island Police Force on 5th March, 1980. Served in the Criminal Investigations and the Prosecution Departments for several years, his tenure ended in April 2010 and was appointed as Commissioner of Police on 1st September, 2010.

Aruba - Adolfo E. RichardsonEnlisted in the Aruba Police Force in 1989. Previous respon-sibilities include legal advisor to the Commissioner chief of staff and head of the Criminal Investigation Department. In 2008 he was promoted to the post of Deputy Commis-sioner and appointed Commissioner of Police in 2010. He holds of a degree in law, Higher Police Management and Criminology. He also received training in political science.

Bahamas - Ellison Greenslade QPM, MBA - President

Enlisted in the Royal Bahamas Police Force in 1979 and was appointed Commissioner of Police on the 4th January 2010. He holds a Masters Degree in Business Administra-tion, and a post graduate certificate in Criminal Justice. He has attended numerous professional training courses and conferences in Canada, the UK, and the US. He is also a recipient of the Queen’s Police Medal (QPM).

Barbados - Darwin Dottin - Immediate Past PresidentEnlisted in the Royal Barbados Police Force in October 1971. Previous responsibilities include Head of Bridge-town Division, Assistant Commissioner with responsibility for Crime and Commandant of the Regional Police Train-ing Centre. He was appointed Commissioner of Police in September 2003. He holds a Law Degree, a Diploma in applied Criminology and Police Studies.

Belize - David Henderson Sr.

Enlisted in the Belize Police Department on June 4th 1976. He served in various departments which include paramili-tary and Special Forces, Tactical Service, criminal investiga-tion, immigration, serious crimes, drug unit and the patrol section. He was appointed to the posts of acting Deputy Commissioner of Police in 2011 and acting Commissioner of Police in 2012. He has attended numerous training courses in narcotics, investigation and management.

Bermuda - Michael A. DeSilva FCMI

Enlisted in the Bermuda Police Service in 1985. He served in various departments including marine unit, training, narcotics, combined force, interdiction, community safety where he devel-oped the community beat unit and the schools resource unit. He was elevated to Commissioner of Police on December 16th 2009. He was awarded the Commissioner’s Merit Award (2003) and the Commissioner’s Commendation (2004).

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British Virgin Islands - Reynell Frazer

Enlisted in the Royal Virgin Islands Police Force on 11th No-vember, 1973. Served in several departments including Crimi-nal Investigations, Forensics and Prosecutions. Appointed Commissioner of Police in October 2005. Graduate of the Police Staff College , Bramshill England and the FBI National Academy, Quantico, Virginia. He is currently pursuing a Bachelors’ Degree (BSc) in Criminal Justice.

Cayman Islands - David Baines - 2nd Vice President

Joined Lancashire Constabulary in 1976, rising to the rank of Chief Inspector and was promoted to Greater Manchester Police in England. During his tenure with GMP, Commissioner Baines served as the Head of Corporate Performance; Divi-sional Commander for Oldham and Divisional Commander for Salford. He was appointed Assistant Chief Constable in the Cheshire Constabulary, where he held control of Operations Support. He was appointed Commissioner on June 1, 2009.

Commonwealth of Dominica - Cyril CarretteEnlisted in the Commonwealth of Dominica Police Force on 16 September 1972 and was appointed Commissioner of Po-lice on 20 September 2010. Commissioner Carrette worked in various department including Criminal investigations, Special Service unit, Drug Unit and also headed the operations unit. He was seconded to the Regional Security System (RSS), where he had responsibility for training and disaster preparedness. Professional Training: He has attended numerous training pro-grammes regionally and internationally and holds certificates and diplomas in various Law Enforcement disciplines.

Grenada - Willan A. T. Thompson

Enlisted in the Royal Grenada Police Force in September 1985. He served in various capacities such before being appointed acting Commissioner on 1st September 2011. He holds a Bach-elors of Law (Honours) Degree from Wolverhamton University, a Bachelor of Science Degree in Management Studies from UWI and a certificate in Public Administration, he attended numerous professional training courses regionally and internationally.

Guyana - Henry Greene

Enlisted in the Guyana Police Force in February, 1972. Served as Deputy Chief Immigration Officer and Deputy Commissioner in charge of Law Enforcement. Appointed to act as Commis-sioner of Police in July, 2006. He was confirmed as Commis-sioner December 31 2008. He holds a Law Degree, a Degree in Public Administration and a Post Graduate Diploma in International Studies from the University of Guyana.

St Lucia - Vernon Francois

Experience: Enlisted in the Royal St Lucia Force on January 4, 1983. He served in various departments which included Criminal Investigation, Complaints Unit, Police Prosecu-tions Unit and was the coordinator of the Police Reform Programme. He was appointed Commissioner (Ag) on 10th May 2010.

St. Vincent & Grenadines - Keith G. Miller

Enlisted in Royal St. Vincent and Grenadines Police Force in 1975. Appointed Commissioner of Police on October 1st, 2005. He has a Bachelors of Law Degree (Hons) from the University of Wolverhampton, England. Attended numerous professional training courses in the United Kingdom, USA and the Carib-bean.

St Kitts & Nevis - Celvin G. WalwynEnlisted in the La Porte, Texas Police Department in 1985 until 2003 when he joined the Orange County Sheriff ’s De-partment. He was appointed Commissioner of Police for St Kitts/Nevis in 2011. Commissioner Walwyn served in vari-ous capacities working as an under-cover and anti-narcot-ics agent, sexual offender surveillance agent in Texas and Florida. He is a licensed Police training instructor.

Trinidad & Tobago - Dwayne Gibbs, PhD.Enlisted in the Edmonton Police Service in 1978. After work-ing in various department in the Service he was elevated to the post of Superintendent and was appointed the first Director of Criminal Intelligence Service Alberta (CISA). He was appointed Commissioner of Police of the Trinidad Police Service on 20th September 2010.

8

ACCP Membership Profiles

Montserrat - Steve Glenroy Foster BSc, CPA, JPSecretary/TreasurerEnlisted in the Royal Montserrat Police Force in September 1984. Served as Deputy Commissioner of Police from 2006 -July 2007 and appointed Commissioner of Police the same year. He holds a Bachelor of Science degree in Management Studies and a Cer-tificate in Public Administration. Professional training includes International Command Program, Strategic Management and Planning, Strategic Human Resource Management & Planning.

St. Maarten - Peter de Witte

Enlisted in the Netherlands Police Force in 1978. Served as Head of the Traffic Department for the Rotterdam region, Commander of Netherlands Antillies and Aruba in 2001, appointed Deputy Director of Coast Guard in 2004 and appointed Commissioner of Police of Aruba on December 1st, 2006. He was appointed as Commissioner of Police for St Maarten on 1st June 2010.Commissioner is a graduate of the Netherlands Police Academy.

Turks & Caicos Island - Colin Farquhar Enlisted in the Royal Canadian Mounted Police on 13th June, 1980. He was appointed Commissioner of Police for the Turks and Caicos Islands on March 11th 2011. Commissioner Farquar served in various provinces in his native Canada and was assigned in numerous areas including Major crime, Special Emergency Response, Immigration and Air Marshall team. Before being appointed to the Turks and Caicos, he served (2006 -2008) in the United Nations Stabilization Mission (MINUTSTAH) in Haiti as Deputy Commissioner for Operations and Monitoring. Most recently (2008 -2011) he served as the Police Advi-sor of Canada to the United Nations (UN) in New York.

US. Virgin Islands - Henry W. White After serving in the United States Navy for six years, he enlisted in the East Orange Police Department on 8th September 1968. A veteran of the Federal Bureau of Investigation where he worked as a Supervi-sory Special Agent (New York), Coordinating Special Agent, Assistant Inspector in- Place, Violent Crimes Coordinator (New York). He was appointed acting Commissioner of Police of the Virgin Islands Police Department on 5th November, 2011 and elevated to the post of Com-missioner of Police in March 2012.

Jamaica - Owen Ellington - 1st Vice PresidentEnlisted in the Jamaica Constabulary Force on July 27th 1980. Served in various capacities most notable Chairman of Local (Jamaica) Security for Cricket World Cup 2007 and also its representative of the Caribbean Operational Planning and Coordinating staff for regional operations for the event. He was named acting commissioner in No-vember, 2009 and appointed Commissioner in April 2010.

Missing profiles are:

Curacao - Commissioner Marlon Wernet

French Antilles - Commissioner Philippe Touyet

Suriname - Commissioner Humphrey Tjin Liep Shie

Th e ACCP acknowledges the retirement of the following members who demitted offi ce since our last publication (2008). We wish them continued good health and prosperity in their retirement:

9

Farewell

Paying Tribute Sergeant Julian Michael Wade LLB (Hons) Sergeant Julian Michael Wade joined the Royal Montserrat Police Force on 26th April 1990. A graduate of the University of Wolverhampton, England, he was the recipient of a Bachelors of Law Degree (Honours). He currently heads the Criminal Investigation Department (where he has been attached for the last seventeen years) and Criminal Records offi ce and is a senior pros-ecutor at the magistrate Court.

Th e author of a book entitled “How to prove a criminal off ence” scheduled to be published in July 2012, Sgt Wade has had intensive training in crime scenes investigation and participated in training at the National Training Centre for Scientifi c Support to Crime Investigation in Durham England.

Detective Sergeant Jessica SweeneyEnlisted in the Royal Montserrat Police Force on 3rd July1996. She has worked in various depart-ments including Beat and Patrol, Immigration, Criminal Investigation, Marine unit, Court and Process unit (as police prosecutor) and the Financial Crime and Analysis unit where she now serves. She is the holder of a Bachelor of Science Degree in Management from the University of the West Indies and has participated in Court and Processing, Sexual Off ences and Financial Investigation Training.

Inspector Derona SempleEnlisted in the Royal Montserrat Police force on 29th June 1992. She served in various departments including Criminal Investigation, Community Policing (her team were the successful recipient of the fi rst place for small Forces in 2005 ACCP/Motorola Community Policing Competition), beat Patrol and human resource. She was promoted to Inspector in September 2011.

Th e holder of an Associate Degree in Human resources management, she is pursuing a Bachelors de-gree in the same area from the University of the West Indies. Insp. Semper has participated in numer-ous law enforcement training courses including junior command, intelligence gathering, computer investigations, police management studies, and fi nancial investigation assessor.

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Anguilla Commissioner Keithly Benjamin French Antilles Commissioner Christophe AllainAntigua & Barbuda Commissioner Thomas Bennett Grenada Commissioner Winston James

Commissioner James ClarksonBahamas Commissioner Reginald Ferguson Jamaica Commissioner Hardley Lewin Belize Commissioner Gerald Westby St Kitts/Nevis Commissioner Austin Williams

Commissioner Crispin Jefferies St Lucia Commissioner Ausbert RegisBermuda Commissioner George Jackson Suriname Commissioner Delano BraamCayman Commissioner Stuart Kernohan Trinidad & Tobago Commissioner Trevor PaulCuracao Commissioner Carlos Casseres Commissioner James PhilbertDominica Commissioner Matthias Lestrade Turks & Caicos Islands Commissioner Edward Hall

U.S. Virgin Islands Commissioner James H. McCallCommissioner Novelle E. Francis Jr.

Mr. Hilton Ethelbert Guy: Former Commissioner of Police of Trinidad & Tobago - Former President ACCP (2001 -2003)

Hilton Ethelbert Guy was born on September 21, 1943, at Bon Accord, Tobago. He enlisted in the Trinidad

and Tobago Police Service on July 1, 1963, from where he retired on September 21, 2003.

Hilton distinguished himself during his career as a police officer, as a very firm, astute, articulate and com-

passionate leader. It has been frequently said that if you are looking for someone to defend you in a time of

crisis, then Hilton is the man for you.

He displayed a keen sense of loyalty to the Police Service which he served faithfully for forty years, and it was not surprising that he

rose very rapidly through the ranks to arrive at the pinnacle of the Service as the Commissioner of Police in 1997. Hilton’s meteoric

rise to the top was no doubt attributable to the outstanding qualities he displayed as a leader at every juncture of his distinguished

career. His strong personality and influence was also brought to bear on the relationship which he shared with his colleagues across

the region. He served as the President and Vice President of the Association of the Caribbean Commissioners of Police with distinction

during his tenure as Commissioner of Police. Hilton was the beneficiary of a number of high level leadership training courses abroad

which adequately prepared him for police leadership. These included:

• 64th General Assembly of Interpol, Beijing, China (1995)

• Overseas Command Course at the Police Staff College, United Kingdom (1993)

• Six (6) Months Attachment to the Northamshire Police Force, United Kingdom (1992)

• Senior Police Administrative Course in Management Studies, Ottawa, Canada (1990)

• Diploma in Public Administration, University of Connecticut, USA (1981-1982)

Hilton sadly passed away in 2011 following a long illness and has left to mourn his wife and four sons.

Rest In Peace

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Colonel Trevor MacMillan, became the first Jamaican from the ranks of the Jamaica Defence Force to become Commissioner of Police and

Minister of National Security died on May 30, 2010. He was appointed Police Commissioner in September

1993 and served with distinction for three years. He gave unselfish and outstanding service to Jamaica dur-

ing his over forty years of involvement with the Security Forces serving in the Jamaica Defence Force (1959-

1986), as Commissioner of Police and as Minister of National Security.

He worked at Peat Marwick and Company; an auditing firm, then as head of the Revenue Protection Division

(RPD) in the Ministry of Finance. He was Executive Chairman of Security and Management Services of which he was a founding member.

He was also a founding member of the human-rights group, Jamaicans for Justice (JFJ) in 1999. The passing of Colonel Trevor MacMillian

represents a tremendous loss to Jamaica and in particular, the Public Security Sector. He is missed by all but his tremendous contribution

to nation building will have long lasting impact.

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Michelle –Ann SeguraBelize

Chamion GoldingJamaica

Kerlyn Williams St. Kitts

Lybron SobersBarbados

Ranaldo SealeyBarbados

ACCP/Motorola Scholarship WinnersIn 2007 Motorola in conjunction with the Association of Caribbean Commissioners of Police (ACCP) established a scholarship for the children of police offi cer and police support staff . Th e Programme provides funding for students who are interested in pursuing or who are pursuing a university/college education. Th e scholarships are tenable through enrolment or attendance at certifi ed colleges or universities within the Caribbean or institutions associated with ACCP members countries i.e. United Kingdom, Canada and the United States.

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Kerry-Ann JacobsAntigua

Kerrrry-y-AnAnnn JaJacocobsbs Hermon HarewoodBarbados

Jason WilkinsonBarbados

Calbert Francis Jr.Jamaica

Jamika YearwoodBarbados

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Police SalesPage 12

A common theme for all countries within the Caribbean and a priority issue for all policing in the region is the availability of and use of fi rearms. Regrettably, the Caribbean is oft en cited as a dangerous place where guns, gangs, drugs and murder are commonplace. Th is prism of world opinion citing homicide rates in Jamaica and Trinidad as some of the highest in the world and refl ective of regional wide violence.

Beyond the headlines, there are many factors that infl uence this situation; primarily the region sits at the hub of transport networks which link the drug production countries of Central and South America with the pri-mary drug markets of Western Europe and North America. Accordingly it is a frequent battleground for organ-ized criminals seeking to establish primacy in controlling key transport networks in this lucrative trade. Entrepreneurial criminals quickly exploit any opportunity to secure the smuggling of illegal contraband, be it drugs, guns or people via established networks quickly identifying national security failings or border security weaknesses to enable their illicit trade. Th e very number of countries and the disparate capabilities of security agencies within them prevents a consistent response to the threat faced in the region by organized crime. Certain factors are clear when examining gun crime in the region -- the majority of the fi rearms

14

Investigating Gun Crimes in the Caribbean… “Closing the Gap”I i i G C i i hhh C ibbbbbb “Clll i hhh G ”

Crime and Security/Community- Based Policing

15

Crime and Security/Community- Based Policing

originate from the US, oft en smuggled in legitimate cargo to various countries, for use by criminals in that country, or onward transportation to other Islands us-ing illicit means. Th at factor can be exploited for good by law en-forcement agencies and permits a single source of help in the US to be used. Th e Department of Alcohol, To-bacco, Firearms and Explosives (ATF) is a US Federal Agency able to quickly identify the source of a weap-on originating from the US. Th is data will include the original purchaser’s identity and date of acquisition. Th e ATF have provided most countries within the Caribbean with “E-Trace” an electronic search da-tabase for recovered weapons, where make, model and serial number of recovered fi rearms are recorded and forwarded to ATF to initiate investigation with the US. Th is capability is a key part of any investigation con-cerning the criminal use of a recovered fi rearm. In volume terms, most ballistic evidence secured by police and law enforcement agencies in the region is recovered in the form of shell casings and warheads once a fi rearm has been discharged at a crime scene.Th e challenge is then to link the casings or warhead to the gun and the gun to the perpetrator. Th e volume of such exhibits, oft en recovered without a fi rearm frequently enables separate and dis-tinct criminal incidents to be linked, but can only be attributed to a specifi c fi rearm once that fi rearm is re-covered. In my own country, the Cayman Islands, an ex-ample of this revealed four separate shooting incidents involving one murder, four attempted murders and an armed robbery between April 2009 and July 11 to be

linked. In September 2011, a fi rearm was recovered which was evidenced as the fi rearm responsible for all of the earlier incidents. Th is evidential connectivity only being possible because of forensic examination of casings, bullets and, latterly, the gun itself which were all entered into a comparison database. Th e development of ballistic forensic evidence capabilities coupled with the networking of that evi-dential data in various locations across continents and countries is permitting the early identifi cation of linked off ences by law enforcement agencies locally, nationally and increasing internationally. Th e most obvious example of this capability is the US National Integrated Ballistics Information Net-work (NIBIN); able to link evidential scenes across all states and law enforcement agencies in the US. In the Caribbean, an intention exists to create our own ballistics network entitled “RIBIN” - Regional Integrated Ballistics Information Networks. For this ambition to be realized the planned provision of bal-listic data capture equipment for law enforcement agen-cies and linkage of those data sets between nations is required. CARICOM IMPACS has been charged with progressing such a capability with evidence collection hubs being positioned in Barbados, Jamaica and Trini-dad and Tobago. Other Caribbean nations will utilize those three centers to have ballistic evidence entered within the database and therefore permit comparison on a regional basis, enabling criminal use of fi rearms to be traded between jurisdictions in the Caribbean or wider afi eld. Barbados has gone live as one of the hubs with eff ect from January 27, 2012. Canada and the US

16

Crime and Security/Community- Based Policing

are sponsors for this enhancement to crime investiga-tion in the region. Th e funds provided being used to furnish the relevant technical equipment and infra-structure to the designated countries. Th e overall ambition is to link all existing fi re-arms ballistic national databases, in the region, so that evidence can be compared on a truly international and worldwide basis. Interpol is the intended organization that will act as the interface between the various national or re-gional ballistics databases and will permit linkage of exhibits or fi rearms in one jurisdiction to crime scenes across the globe. All of the capabilities are intended to support law enforcement agencies and narrow down the proverbial evidential needle in the haystack. What else can we do? In the perfect world, all fi rearms would be registered on a database, a ballistic profi le of every fi rearm would be digitally recorded and merely await the submission of a fi red cartridge or war-head to enable the gun which fi red it to be identifi ed and the owner of that gun to be the start point of any investigation. Th at may be wishful thinking and certainly not a viable option in the US where the suggested privately owned 280 million fi rearms are possessed without li-censing arrangements in the majority of states, and no formal licensing database. Let us think of what is possible in our region, the Caribbean, which has a very diff erent history of li-censed fi rearms holding with central registers and gov-ernment oversight of who may possess a private fi re-arm. In the Royal Cayman Islands Police Service, we

are seeking to build on that foundation of legitimately held licensed fi rearms by securing in addition to exist-ing make, model and serial number data, the ballistic profi le of all legally held weapons to be retained on elec-tronic record and thereby enable crime scene cartridges and warheads to be linked to a fi rearm already known to us; thereby closing the gap in linking crime scene bullets and cartridges to weapons and those who pos-sess those weapons. How are we doing this? In conjunction with a leading ballistics forensic company, Forensic Technol-ogy Inc. of Canada. Th e Royal Cayman Islands Police Service has been moving its paper and existing fi rearms records onto a new database custom produced by ‘Fo-rensic Technology’ and operated under the brand name of IBIS “Firecycle”. Forensic Technology is the creator of the Inte-grated Ballistics Identifi cation System (IBIS) which is operation in 60 countries and territories and has over 508 systems populating the network on a truly global scale. Key components of the IBIS system are IBIS – Bullettrax and IBIS Brasstrax which capture a 3-D digi-tal image of a bullet or cartridge respectively. Th at data is then stored for comparison with other crime scene or test fi red exhibits to secure evidential connectivity to a given weapon. IBIS Firecycle is a web based fi rearm data man-agement system that allows the lifetime of a weapon to be tracked. In the Cayman Islands, we are registering all licensed fi rearms and government held weapons onto the database. Th e fi rearms data is then examined and compared against the IBIS data and any linkage be-

17

Crime and Security/Community- Based Policing

tween a bullet cartridge or crime scene can be identifi ed to fi rearms registered within the system.Firecycle has three distinct usages:-

1. Tracing of stolen, lost or inactive fi rearms;

2. Registration of civilian fi rearms and licensing, relicensing management issues;

3. Th e life cycle management of an active profes sional fi rearm inventories (police, armed forces and security agencies). Th e Cayman Islands have over 1740 privately held fi rearms and over 200 police held fi rearms. All are being entered onto the “Firecycle” gun database. Test fi red bullets and cartridges are being retained for inclu-sion when the IBIS Bullettrax equipment is received for use within the next month or so. We are a small jurisdiction and compared with other countries have a very limited fi rearms crime is-sue. Th at said, this product has the potential to demon-strate how regionally we can close the evidence gaps in crime scene to gun to off ender currently experienced. Th is will be one solution to the many challenges we face across the region in the investigation of growing gun crime and escalating violence. Expediting criminal investigations and removing the dangerous and violent from our communities. Th is might just be the fi rst step in turning the tide and removing the Caribbean from the top tier of murder locations in the world. Most importantly, we stem the hurt, grief and loss of murdered loved ones in what has become almost routine to many of our communities and oft en results in retaliation and yet more loss of young men, women

and children in the Caribbean. I am not native enough that we can stem the gun violence overnight, but rather to be begin the challenge or removing guns and those who use them from our community one at a time. Doing nothing is not an op-tion, if we truly are going to protect and guard those we serve.

David BainesCommissioner of Police Royal Cayman Islands Police ServiceACCP & UKOTs Lead ResponsibilityFor Firearm Issues in the Region

Guardsman Group AD Page 15

19

understand the importance of co-operation and setting a good example. In this way moral obligation will at least lead him to realise that it is wrong and not just illegal to break the laws of the land. Of

course, there are good moral reasons against many acts which also happen to be illegal like rape, possession of fi rearms, drugs, indecent and abusive language or as-sault but it is not because they are illegal that we are morally obliged to abstain from them. To assert that there is a moral duty to obey the law means affi rming that there are moral grounds why one ought to perform any act which the law prescribes or abstain from any act which the law prohibits. Th e question is whether the duty is absolute or qualifi ed in some way. I personally believe that the moral reasons for obeying the law could and will never be outweighed by moral reasons pointing towards disobedience. How-ever, democratic politicians would allow that it might be right to disobey the laws of undemocratic regimes like Gaddafi , Castro and Saddam regimes, and probably also that protest against unjust laws of democratic re-gimes can sometime legitimately include some kinds of law breaking. So the real issue is whether there is or is not a prima facie duty to obey. Th e appeal for gratitude is conservative. Our country and its law have conferred great benefi ts on us. Th e least we can do is to obey all its laws, unless some good ground for not doing so can be shown. Figura-tively, anyone receiving the benefi ts, commits himself to this social contract, and so implies the promise of obedience. Th erefore, when we take part in democratic processes, for instance by voting and receiving protec-tion from our Constitution, we imply a promise to obey the law. Granted that promise-keeping, in the absence of good reason to the contrary, is morally required, it follows that obedience to the law is morally required.Rawls argues that society is just if it is governed by prin-ciples which people would have agreed to in a state of

Is There A Duty To Obey The Law? by: Sgt Julian Wade Royal Montserrat Police Force

Th e most famous summary of the classical natu-ral law doctrine was made in a statement of the stoic position given by Cicero in the fi rst century BC: ‘True law is right reason in agreement with Nature; it is of universal application, un-changing and everlasting; it summons to duty by its commands, and averts from wrong-doing by its prohibitions. And it does not lay its com-mands or prohibitions upon good men in vain, though neither have any eff ect on the wicked. It is a sin to try to alter this law, nor is it allow-able to attempt to repeal any part of it, and it is impossible to abolish it entirely. We cannot be freed from its obligations by Senate or People, and we need not look outside ourselves for an expounder or interpreter of it. And there will not be diff erent laws at Rome and at Athens, or diff erent laws now and in the future, but one eternal and unchangeable law will be valid for all nations and for all times, and there will be one master and one ruler, that is God, over us all, for he is the author of this law, its promulga-tor, and its enforcing judge’

St. Paul, writing to the Christians at Rome, af-fi rmed a religious obligation to obey the secular law. St. Th omas Aquinas states that human law ought to be obeyed unless it contravened natural law, and even then it was generally right to obey ‘to avoid scandal’. If a person swears or affi rms that there is a moral duty to obey the law, or implies that there is by nature of the criticisms he makes of others, but at the same time breaks the law and sees nothing wrong with it, is he a hypocrite? If he dwells on the advantages which we all derive from legal institutions, he will come to

Crime and Security/Community- Based Policing

20

ignorance about their particular position in society. Where a society is just or nearly just by this test there is, ‘natural duty’ of all citizens to support and further just institutions. Th is natural duty includes doing what is re-quired of one by society’s institutions, including the law. So long as the basic law of society is reasonably just, the duty extends to obeying unjust particular laws provide they do not exceed certain limits of injustice, such as by making unjust demands only of a particular group or by denying basic liberties. When these limits are exceeded, conscientious refusal to obey the particular law is justifi ed; and in the case of blatant injustice, ‘Civil disobedience’ of it or oth-er laws may be warranted. Civil disobedience is a pub-lic, non-violent act aimed at bringing about a change in the law or other policies of the government. Unlike ‘conscientious refusal’, civil disobedience may warrant breaking laws which are not themselves unjust in order to draw attention to those which are. Rawls argues that, quite apart from the natural duty of citizens to obey the laws of a reasonably just society, offi cials have a special ‘obligation’ to do so. All obligations arise from the ‘principle of fairness’, which is a distinct principle to which people would have agreed from behind the veil of ignorance. “Th is principle holds that a person is under an obligation to do his part as specifi ed by the rules of an institution whenever he has voluntarily accepted the benefi ts of the scheme or has taken advantage of the opportunities it off ers to ad-vance his interests, provided that this institution is just or fair”. Th erefore, the next time you think of breaking the laws of your country and the laws of another man’s country, remember that you have a duty to obey the law. Not because of anything you owe the government or the police, but because of something you owe your fellow citizens. If they all comply and you benefi t, it is unfair if you benefi t without complying. Furthermore, even if an enactment is contrary to natural law and so ‘unjust’, obedience may still be proper to avoid bad example of civil disturbance. St Augustine (354-430) asked rhetor-ically:

‘Set justice aside, then, what are kingdoms but fair thievish purchases?’If you are in doubt as to whether the laws of your coun-try is unjust, you must remember that an unjust law is not a ‘nullity’, in the sense of being something one can totally disregard. It merely lacks, prima facie, the power to bind in conscience which laws usually possess; and there can be a moral duty to obey even unjust laws if not doing so might lead to the weakening of a legal system which is on the whole just. Perhaps the most common justifi cation for the duty to obey the law is appeal to public good. If people break the law, the collective welfare of society is dimin-ished. Th erefore, we are morally obliged to obey. Th e duty to obey the law is known as ‘act-utilitarianism’. An act is morally wrong if it will have worse consequences than some other act open to the actor on the occasion. Th e consequences of disobedience are usually worse than the consequences of obedience, and that therefore one ought to obey the law (whatever it says) unless the consequences of doing so can be proved to be harmful. Clearly, a rule that one should always obey will have better consequences than a rule that one should al-ways disobey- the latter rule would be too onerous even for the most dedicated ruthless rebel, for one could not move about without being morally obliged constantly causing criminal damage, commit burglaries, acts of indecency and assaulting people. Th erefore my broth-ers and sisters from another country, regardless of your country of origin or whatever the circumstances might be, please remember that ‘every man, woman and child, old or young’ is bound to obey secular rulers to the ex-tent that the order of justice requires and remember “NO ONE IS ABOVE THE LAW”.

Crime and Security/Community- Based Policing

18

Community Based Policing: The Jamaican Experience History tells us that Com-munity Policing has been concep-tualized within the Jamaica Con-stabulary Force (JCF) for around 20 years. Successive Commissioners have supported Community Based Police (CBP) ideals and concepts and a range of activities have been carried out with a view to its intro-duction. However, within the con-cept of a holistic and contemporary CBP model, these activities were more aligned to crime prevention programs. Th e for-mation of Neighbourhood Watch Committee’s, Police Youth clubs and the like in the absence of a structured approach are simply crime prevention strategies. Approximately six years ago Jamaica was fortu-nate in attracting the attention of international donors resulting in the USAID funded program, CIV-JAM, which was aimed at bringing the communities together, developing the appropriate concepts and engaging the police with community groups. Aft er approximately 2 years, the Community Empowerment and Transforma-tion (COMET) evolving from CIV-JAM, was born. Th e COMET Program was aimed at the next steps in the development of a contemporary Community Based Po-licing (CBP) model. In the formative days of COMET further in-roads to community engagement with the JCF were made. To list the number of communities that became engaged, and indeed, committed to CBP with the JCF would take up most of the allowed space for this arti-cle. Suffi ce to say, just about every sector of civil society wanted to become involved. Non-government organi-sations (NGO’s) across Jamaica, with a strong commu-nity safety and security focus were identifi ed, engaged, introduced to CBP concepts and the ideals strength-ened, creating the foundation to build more resilient community/police relationships. My brief history tells the story of a senior po-lice offi cer who had a role in the introduction of CBP in an Australian jurisdiction. Th is was in the mid 1990’s. Upon my retirement in 2001, I worked in a capacity

22

Crime and Security/Community- Based Policing

building role in police forces in Asia and the Pacifi c. CBP was a focus for each of the countries I worked in. I share that story to outline that I have had experience in introducing CBP in a well-developed and resourced en-vironment as well as a number of developing and under resourced environments. When I was asked to join the COMET team late 2010 as a Police Adviser, I immediately accepted and arrived in Jamaica December 2010. At this time I can do little but pay high compliment to the CIV-JAM and COMET teams in the formative years. Th e inroads and progress made towards establishing a platform for a full CBP model for Jamaica had been done. Collaborative engagement with the JCF and a wide range of commu-nity involvement had already been established and the JCF were moving forward at a rapid rate to validate and inculcate CBP right across Jamaica. I can say without reservation that aft er 5 years, Jamaica was advanced in the introduction of formal CBP modeling as we were in Australia. Remember, a well-resourced and very stable environment. Jamaica was going through turmoil, a high level of gang activity that was doing all it could to break down any community engagement as they wanted to continue control over communities. Corruption was rife at all levels and a good CBP model certainly interfered with corrupt activities – hence COMET’s later focus on CBP modeling and Anti-Corruption. Despite the operat-ing environment challenges in all of this, the JCF were highly committed to the introduction of CBP. While there was commitment from previous Commissioners, Commissioner Ellington was in the seat when I started, and has continued that commit-ment. My very fi rst meetings demonstrated a person with a passion for change, the recognition that CBP and Anti-Corruption modeling went hand in hand and since that time his leadership on progression CBP and reform initiatives has been unwavering. Commitment at the Commissioner-executive level is essential for the introduction of proper CBP modeling. Commissioner Ellington has demonstrated that amid the turmoil of high murder rates and government and community scrutiny has remained committed to change and mod-ernization within the JCF.

23

The JCF Model Th e JCF have been very fortunate to have had the assistance of International Police Offi cers (IPO’s) who adopted leadership positions within the JCF and assisted change. ACP John McLean took the leadership on CBP, ACP Les Greene on Major Investigations and ACP Justin Felice on Anti-Corruption. Th e IPOs have brought contemporary police practices to the JCF. In the last 2 years, SSP James Forbes has led the JCF Com-munity Safety and Security Branch (CSSB) and a more passionate person for community policing you will not fi nd. Strong leadership, combined with a very com-mitted team has seen the JCF/community relationships strengthened immensely in the past 2 years. Th ese relationships have been supported with a full CBP model. Neighbourhood Watch groups - now numbering around 800 across Jamaica, Police Youth Clubs – a similar number, engagement at Parish level with councils and churches. All of these are supported by Community Safety Plans and are backed up with Memorandums of Understanding which clearly point out the expectations from the community and the role of the JCF in the partnerships. Is it working? Recent survey data is starting to indicate greater levels of confi dence in the police. Peo-ple are saying that they are more likely to report matters to the police now than they were 2 years ago. People are speaking publicly about maintaining a good relation-ship with the police when high profi le armed activity is required by the JCF in major incidents within com-munities—clearly demonstrated in recent times with the beheading of a gang member and the community indicating they hoped it didn’t interfere with the very good relationship with the police that had been built up in recent times. Th e local Commander assured the community that the good relationship would continue but they (the community) needed to play their role and give the per-petrators up. Persons were charged a short time later. Th e Anti-Corruption Branch in their monthly report-ing demonstrate a growing number of people using the 1800 CORRUPT line and other dedicated lines to re-port matters to the police. Th is tends to demonstrate a

higher level of confi dence by the Jamaican community that the police are now more inclined to listen, under-stand and act. While all of this positive outcome can-not be attributed directly to community policing activ-ity as the JCF at the same time embarked on some very strong anti-gang activities which saw for a period, the murder rate drop quite dramatically, it can be assumed that when people continuously talk about ‘positive re-lationships with the police’, much of that can only be attributed to good community policing strategies that see the community having a strong ‘say’ in securing the safety of their communities.

What’s Next? Th e Jamaican government has released a Na-tional Crime Prevention and Community Safety Strat-egy (NCPCSS) which is aimed at the whole of govern-ment taking responsibility for community safety. CBP is only one strategy for community safety. Th is can be no better demonstrated than in the JCF/Education Department School Resource Offi cer (SRO) program. At the time of writing this 145 schools have access to a trained SRO. Each of those schools have a safety plan which is managed by a safety committee. Like all the other programs these relationships are in writing. Th e NCPCSS has a focus on bringing all government Min-istries together to formulate an Action Plan that will see each agency taking responsibility for community safety and security matters that may fall under their bailiwick. Health taking more responsibility for people with men-tal illness, taking more responsibility for the general health of youth in particular – a healthy person is more likely to achieve at school and other activities which in turn lead them to be more productive in general society as they grow up. Th e Youth Ministry, while doing a very good job under diffi cult circumstances, work more collaboratively with other agencies to ensure youth have access to all levels of support that will assist them in their formative years.As we know, these models and relationships take time to develop. In the meantime Commissioner Ellington con-tinues to move forward. He returned from the CBP Conference held in the Bahamas late 2011 inspired to

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form relationships across Jamaica in general. From that he formulated a Partnership Strategy to help assist developing better relationships within and outside gov-ernment. Some of the relationships include: 1) Th e Health sector—more police offi cers at hospitals with a communication strategy that will en-sure better communications between police and health management at these locations, 2) Transport—the introduction of transit po-lice to travel regularly on public transport ensuring safer passage for commuters, and 3) Th e Tourism in-dustry—the introduction of strategies to ensure a safer environment for visitors. In all he identifi ed 12 sectors that he wants the JCF to partner with to ensure all levels of society are safer and secure. And, in true form, these are not just words, the strategy is supported with policy and an action plan to ensure it is introduced into the JCF Strategic Priorities and service delivery programs. Jamaica is now well placed to move forward and adopt a true model of safety and security that will involve the whole of Jamaican society. Written by Doug. McCaff ery. Doug is the Chief of Party for the USAID COMET project. He is a retired senior police offi cer from Australia and for the past 10 years has worked across the world with police forces in a capacity building mode. Th at story to outline that I have had experience in introducing CBP in a well-de-veloped and resourced environment as well as a num-ber of developing and under resourced environments. When I was asked to join the COMET team late 2010 as a Police Adviser, I immediately accepted and arrived in Jamaica December 2010. At this time I can do little but pay high compliment to the CIV-JAM and

COMET teams in the formative years. Th e inroads and progress made towards establishing a platform for a full CBP model for Jamaica had been done. Collaborative engagement with the JCF and a wide range of community involvement had already been established and the JCF were moving forward at a rapid rate to validate and inculcate CBP right across Jamaica. I can say without reservation that aft er 5 years, Jamaica was advanced in the introduction of formal CBP modeling as we were in Australia. Remember, a well-re sourced and very stable environment. Jamaica was going through turmoil, a high level of gang activ-ity that was doing all it could to break down any com-munity engagement as they wanted to continue control over communities. Corruption was rife at all levels and a good CBP model certainly interfered with corrupt activities – hence COMET’s later focus on CBP mod-eling and Anti-Corruption. Despite the operating en-vironment challenges in all of this, the JCF were highly committed to the introduction of CBP. While there was commitment from previous Commissioners, Commissioner Ellington was in the seat when I started, and has continued that commit-ment. My very fi rst meetings demonstrated a person with a passion for change, the recognition that CBP and Anti-Corruption modeling went hand in hand and since that time his leadership on progression CBP and reform initiatives has been unwavering. Commitment at the Commissioner-executive level is essential for the introduction of proper CBP modeling. Commissioner Ellington has demonstrated that amid the turmoil of high murder rates and government and community scrutiny has remained committed to change and mod-ernization within the JCF.

Crime and Security/Community- Based Policing

25

Technology

In response to a spike in violent crimes, the Cay-man Islands Government instituted a National CCTV Programme. Th e Portfolio of Internal and External Af-fairs has spearheaded this project with the assistance of a National CCTV Committee, with the intensions of improving national security, community safety and promoting economic development. Th e stakes were high for the Cayman Islands Government; their goals were ambitious and their chal-lenges were real. Th ey were not, however, alone. Many cities and nations around the world have been address-ing similar challenges with similar eff orts, and like most successful governments before them, they partnered with the right team. Th e tender was awarded to a team made up by the most trusted, full-service security and life-safety company in the Cayman Islands, Th e Security Centre [a division of Security Centres International] and Avrio RMS Group, the industry’s leading integrator for IP-surveillance solutions for the public safety market. Th e technology that powers the National CCTV Program is quite sophisticated, yet the system itself is very user friendly. A hybrid fi ber/wireless network con-necting well over a hundred cameras spreads strategi-cally throughout districts like Georgetown, West Bay, Bodden Town and others. By using a combination of wired and wireless technologies, the system was able of-fer the greatest fl exibility of coverage, speed of deploy-ment and network speed and security. Th e system’s wireless connectivity also gives the CIG the fl exibility of rapidly deploying mobile cameras for temporary events or additional eyes at the scene of an emergency. Most cameras are located in strategic public areas to provide situational awareness, which protects property, assists in the reduction, prevention and de-tection of crime and in turn reduces the overall fear of crime. Other cameras are located along the roadways to monitor traffi c circulation and improve road safety. Th e typical PTZ (pan / tilt / zoom) camera can be remotely controlled at headquarters and is able to capture the

details of a suspect from several hundred meters away. Some specialty cameras are deployed to capture license plates and automatically check them against databases of wanted criminals. For example, if a vehicle that has been reported stolen drives along a road monitored by the license plate recognition cameras, an alert will auto-matically be generated at headquarters and police will be dispatched. Th e video from all cameras is monitored at the 911 Emergency Communications Centre and provides high quality evidence to be used by the various Law Enforcement Agencies. Satellite viewing stations have also been installed in each of the district police stations for quick access by police to critical incidents, distur-bances or to be manned during special events and dis-trict celebrations. Th e CIG knew that the ability to view hundreds of cameras could be a fantastic resource, but if improperly designed it would create more confusion than clarity. Th e integration team’s experience manag-ing tens of thousands of video streams was incredibly valuable in designing a Video Management System that was best suited for the CIG. Th e fi rst characteristic of a good video manage-ment system is scalability. In addition to being able to support hundreds or thousands of video streams, a good system must also be intuitive.

As any large video system grows it becomes in-creasingly important for operators to be able to fi nd and view the right cameras quickly. Soft ware solutions like Pantascene (www.pantascene.com) allow for automatic camera selection in addition to off ering a whole host of other functionality. Sensors and other critical systems that can alert Police of critical incidents can also trig-ger nearby cameras to turn to the scene of the incident. Th is type of management by exception has proven to be an important strategy used by government agencies around the world. Viewing all the live video however, is not even half the battle. Each camera feed is recorded 24 hours a day and stored for weeks. With hundreds of high-res-

Cayman Islands Government (CIG) Partners Experience with Technology, Increases Community Safety

26

Technology

olution cameras constantly recording, storing all this video becomes a signifi cant challenge of its own. Th e CIG’s Integration partners designed a sophisticated SAN (Storage Area Network) built on virtual servers and advanced RAID techniques. Th e result is that the CIG can easily retrieve high quality video evidence for investigation and prosecution purposes. Long-term studies on similar systems have shown a huge time and cost savings in the investiga-tion and prosecution of crimes for which there is video evidence. Specifi cally in one city, over 350 cases were looked at where video or partial video was available for any criminal event or serious bodily injury accident. On average the amount of time spent investigating these crimes was 49% less than cases where no video evidence was available. Th ere was also a 51% decrease in the amount of time spent prosecuting these crimes. When the sala-ries of a detective and prosecutor are considered, these time savings mean a signifi cant return on investment for the governments instituting these systems. Measured in a number of diff erent ways the re-sults from these types of systems are striking. One study done by the Urban Institute, a US based nonpartisan research organization, showed that for every $1.00 in-vested on these types of systems $4.31 was saved. Th ese types of results have governments like the Cayman Is-lands examining how they can do more with technol-ogy to help improve Community Safety. Th e CIG and their integration partners were able to tap the experience of several US based Police Departments to better understand how they have used video. Th is and other advice proved very valuable to the CIG when planning and deploying their own sys-tem. For examples of this type of advice go to http://www.public-safety-tech-academy.com/CCCAfor video interviews with technology leaders in Pub-lic Safety. Th e National Public Safety Foundation is a sponsor of the Public Safety Tech Academy and fully supports the eff orts the Academy is making to help

other government agencies plan all aspects of a National CCTV Programme like the one in the Cayman Islands. If you are considering a similar system for your Na-tion, a clear key to your success will be leveraging the lessons learned from the Cayman Islands or any other government agency that has successfully instituted similar systems.

If you are interested in deploying a CCTV system for your cities or nation, please feel free to contact us at the National Public Safety Foundation.

Mark JulesNational Public Safety FoundationExecutive Director

Widen the net with Crime Stoppers

Crime Stoppers collects tips from the

public on community safety issues and

passes them on to police for appropriate

action. In doing so, Crime Stoppers

and its national and international

associations offer signifi cant help to

police in 28 countries worldwide.

Contact: Alex MacDonaldEmail: a.macdonald@csiworld.orgwww.csiworld.orgYoutube: csiworld.org

“Tackling crime effectively cannot be done by law enforcement alone; the support of the public is important and this is where the bridging role of Crime Stoppers International between the two can be so effective.

Working closely with agencies such as Crime Stoppers International means that police can be provided with information and tips that they may not otherwise receive, and which could be vital in bringing criminals to justice, no matter where they attempt to hide.”

Ronald K. Noble – INTERPOL Secretary General

MAKING THE WORLD A SAFER PLACE...

BY AS S I STI N G I N S O LVI N G A C R I M E, EVE RY 14 M I N UTE S O F EVE RY DAY,

S O M EWH E R E I N TH E WO R LD. WHAT AB O UT I N YO U R WO R LD?

SINCE THE PROGRAMMES STARTED, CRIME STOPPERS’ SUCCESS THROUGHOUT THECARIBBEAN, BERMUDA & LATIN AMERICA HAS RESULTED IN:

ACTIONABLE TIPS/CALLS:46,108

ARRESTS MADE:4,167

PROPERTY SEIZED:(US$) 8,436,981

NARCOTICS SEIZED:(US$) 72,670,051

CASES CLEARED:22,300

J O I N U S I N H E LP I N G TO STO P, S O LVE AN D

P R EVE NT C R I M E – TO G ETH E R.

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TU R KS & CAICOSTR I N I DAD & TOBAG OJAMAICA

CYBER SECURITY Beyond Firewalls and Anti-virus!

By Samuel Ebbesen and Ian Tomlinson

Most organizations believe the installation of a firewall and anti-virus software is all the protection needed against cyber attacks. Law enforcement organizations with limited funds and technical personnel are especially prone to choose this route. Unfortunately, that approach leaves them

vulnerable to being the weak link in the law enforcement

changing highly technological environment demands that law enforcement organizations learn from the past and proactively address cyber security needs within their organizations.

Firewalls and anti-virus software are indeed an integral part of any cyber security solution; however, they are not a complete solution and provide a false sense of security. The prime reason that a firewall and anti-virus solution is not sufficient today is because cyber crime

Internet is constantly under basic scan attack, and yes, firewalls do a good job defending against such threats; however, they are just a start for the orgsecurity defense needs much more today to handle the ever-increasing threat landscape.

Firewalls and anti-virus are not enough

facts

US CERT/CC estimates that as much as 80% of all actual computer security incidents still remain unreported.

The most expensive natural disaster in U.S. history, Hurricane Andrew, is reported to have caused $25 billion dollars in damage. The Love bug virus, created by a single university student in the Philippines, caused computer users worldwide between $3 and $15 billion dollars.

Anti-virus software cannot defend your computers against zero-day attacks.

$388 billion lost to cyber crime annually reports Symantec, the company behind Norton Anti-Virus.

Is your organization properly protected from eminent cyber attack?

The SQL Slammer worm infected more than 90 percent of vulnerable computers worldwide within 10 minutes of its release on the Internet.

28

Technology

Some items that a modern cyber security defense must address beyond firewalls and anti-virus are:

Threats o Zero day attacks o Insider threats o Social Engineering

Cyber Incident Management Financial + Productivity loss

Zero day attacks These are new Malware not yet known to anti-virus systems or security holes not yet known by the public. They occur during the vulnerability window that exists in the time between when the vulnerability is first exploited and when software developers start to create a counter to that threat.

Insider threats An Insider is a trusted member of an organization such as an employee, officer, consultant, or temp. The Insider threat is a complex problem that ranges from intentional malicious activity by an employee, such as espionage, to the innocent act of clicking on a phishing link.

Social Engineering The art of manipulating people into performing actions or divulging confidential information via computer by trickery or deception for the purpose of information gathering, fraud, or computer system access.

Cyber Incident Management involves the full gamut of actions from monitoring to occurrence of an incident, identification, elimination procedures, restoration of normal operation and lessons learned implemented in a formal and consistent manner.

Financial + productivity loss Symantec reports nearly $388 billion is lost each year to cyber crime - $274 billion in loss productivity and $114 billion in financial loss.

Law enforcement organizations need effective cyber security defense to protect the ever-increasing digital assets such as crime scene photos, lab reports, investigation documents, etc. being stored on computers and networks. System administrators, law enforcement officers, or computer security experts, if not well trained in the

procedures, can destroy valuable evidence or fail to discover critical unlawful or unauthorized activities.

An organization with an established Cyber Incident Management plan will have a consistent method of addressing cyber security incidents when they occur. Moreover, such an organization is likely to be better protected against cyber attacks. Best practice advocates a cyber defense strategy that is based on multiple layers. Firewalls do a good job of defending the perimeter; however, if the perimeter is penetrated, anti-virus software will defend against the known attacks. Adding a whitelisting layer, a defense mechanism that only allows a pre-approved list of software to run, to stop zero day attacks and insider threats, strengthens your defense. All of the countermeasures that you deploy will not guarantee 100% defense against a cyber attack. Therefore, it is prudent to plan for returning to productivity in the shortest amount of time if any part of your organization is compromised by a cyber incident. Wrap the above defenses in a formal set of policies and procedures that are exercised on a regular basis and your

increased while the amount of productivity and financial loss is minimized.

About the Authors

Samuel Ebbesen Samuel Ebbesen is the CEO of OmniSystems, Inc., an Information Technology solutions company. Prior to that, Mr. Ebbesen served the US Army retiring as a Lieutenant General and was President and CEO of a number of communications companies. He has served on numerous boards including Adecco, Inc., one of the largest global human resources providers. Mr. Ebbesen was nominated by the President and confirmed by the U.S. Senate to serve on the board of directors of the Overseas Private Investment Corporation, the U.S. government agency that provides loans, political risk insurance, and Investment Fund to help U.S. business invest and compete in more than 140 countries.

Ian Tomlinson Ian Tomlinson is a co-founder of OmniSystems, Inc., an Information Technology solutions company serving federal and local organizations. Mr. Tomlinson supports law enforcement organizations with infrastructure modernization, which includes cyber security defense and monitoring. Mr. Tomlinson currently heads a team creating cyber security tools for public and private organizations.

29

Technology

3M Electronic Monitoring, Inc. An Acquisition by a company such as 3M clearly indicates a strong future in location based systems ((LBS) for national security agencies and law enforcement”. As was seen in the recent deployment of Of-fender Monitoring platforms in the Cayman Islands and Bermuda, critical to the success of those monitor-ing platforms was the legislation, and the adoption of an Alternative Sentencing Law, which paves the way

for alternatives to punishment through suspended sentence supervision, curfew orders, probation, community ser-vice and electronic monitor-ing, all of which are strongly supported by the electronic monitoring community. In the Cayman, the monitor-ing system is run jointly by the Public Safety’s Commu-nications Department and Th e Security Centre Ltd, and has, since its inception, seen some 100 off enders assigned through the program. A very diff erent approach was taken in Bermuda, where the entire process was com-pletely outsourced to a private company. Th e Government of Bermuda passed the Electronic Moni-toring Act in 2011 when poli-

ticians and judiciary offi cials alike agreed to look for alternative ways to monitor off enders and supported the introduction of electronic tagging as a cost-eff ective way of protecting the public while transitioning off end-ers back into society. Bermuda Security Group (BSG), SCI’s in-country support partner, is contracted to not only deploy and support the program but also to take on the task of tagging off enders, monitoring their viola-tions and responding as required. Working closely with local offi cials to launch the new program, seen by many as a long-overdue measure, the SCI/BSG formula sig-nifi cantly reduced the capital expenditure of initiating a monitoring platform and allowed for ‘go-live’ deploy-

30

Increasingly, law enforcement agencies throughout the Caribbean are exploring the use of and subsequently deploying GPS supervision technology to monitor off enders on home curfew and mandatory treatment programs, and making sure they are staying clear of restricted zones. Th ere are numerous benefi ts and considerations taken into account when in the deployment stages of Off ender Monitoring Services (OMS) which use cellular and GPS technology to de-termine individuals’ locations and to review their movements. Several jurisdictions have al-ready gone through or started to explore this process. With wide-scale use in the US and Europe for well over a decade now, electronic off ender tagging is not new. In recent years the technology has become more reliable and proactive in its de-livery of services and less prone to tampering. With most countries facing the same issues of prison overcrowding, budget issues and high recidivism rates, al-ternative to incarceration and OMS solutions help cut costs, free up jail space and create op-erational effi ciencies. Th e in-ternational movement towards a more common use of elec-tronic monitoring services has seen steady growth, and includes the recent introduc-tion to many Caribbean nations. Mr. Stuart Bostock, Director of Business De-velopment for Security Centres International Ltd., has observed system deployments and pilot programs im-plemented using various system manufacturers and noted the recent entry into off ender monitoring by 3M under the Track and Trace Division. “It is important to identify vendors who have the fl exibility to customize their platforms for the Caribbean market” explains Mr. Bostock. “Pro Tech Monitoring, Inc. (PTM) in Florida displayed proven technology and responsive customer service. In 2010, PTM was acquired by 3M and renamed

Officials Look for Reliability and Expertise in Bringing Offender Monitoring Systems to the CaribbeanBy Stuart Bostock, Security Centres International,Director of Business Development.

Technology

Electronic Monitoring

ment in just three weeks. First in the program were at risk youths with known gang affi liations, with expec-tations that the ankle tags, fi rst piloted in 2010, would have a dramatic impact on Bermuda’s gang activity – a matter of growing concern in recent years. “Th is is a perfect example of the strategic partnership between SCI, 3M Electronic Monitoring and the local, in-coun-try support partner Bermuda Security Group” said Ms. Alejandra Lang, President - 3M Electronic Monitoring. “Following a successful in-country pi-lot program and open tendering process, our strategic partnership delivered a monitoring platform capable of off ender- specifi c programming for Bermuda and we deployed it within a very short period of time. Th e on-going support to the Bermuda Government by all three organizations will help provide a reliable and eff ective alternative to incarceration” she added. On average, OMS as well as domestic violence deterrence systems help to mitigate the rising costs of incarceration and allow the community and off enders the opportunity of controlled re-introduction to soci-ety. On average, OMS annual costs are some 75% - 80% less than incarceration in the prison system.

Pilot Programs Beyond the successful launch of OMS in Ber-muda and the Cayman Islands, a number of Caribbean nations are already considering similar rollouts and working to pilot elements of the platform, which can be programmed to suit specifi c off ender tracking needs and challenges. Th rough the United Kingdom Foreign and Commonwealth Offi ce (FCO), representatives from various criminal justice agencies in Anguilla, Turks and Caicos and the British Virgin Islands are among those looking into the systematic use of electronic monitoring devices to increase supervision of criminal off enders who meet established criteria. Following a successful pilot program in these jurisdictions, the fi nal program design and integration processes are expected to get underway shortly. With assistance from 3M Electronic Monitoring and Digicel Caribbean, SCI has trialed and passed reliability and accuracy tests for the electronic monitoring system in the Bahamas, Puerto Rico, Jamai-ca, the US Virgin Islands, and Guyana.

The Technology 3M Electronic Monitoring works with govern-ment contracted security partners to bring innovative development and manufacturing of presence and loca-tion verifi cation technologies to the region whilst iden-tifying in-country customer support. Th is partnership of expertise, equipment and support presents fl exible, off ender-specifi c programming options and off ers the

following community based supervision platforms:

GPS Offender Tracking Systems. GPS Off ender Tracking Systems integrate track-ing, communication and mapping technologies in one easy to operate, FUSION SEALED waterproof device. Operators can effi ciently track off enders in multiple environments where GPRS services are available and at varying levels of intensity through a single, compact body-worn unit. With established geo-fences, the op-erators can be alerted to violations of exclusion zones such as the off ender’s proximity to airports, known drug/gang areas or any other off ender-specifi c exclu-sion zone.

Curfew Monitoring System. 3M Electronic Monitoring technology-based products and services can be programmed to create cus-tomized curfew monitoring, tracking and alert systems for police bail, court sentencing and prison release. Th e systems consist of soft ware and hardware components and report technical events and violations. Th ese sys-tems are used under home curfew type supervision re-quirements or where an off ender is required to be at a place of employment during specifi ed times of the day.

Domestic Violence Proximity Notification Systems. Designed to alert specifi cally identifi ed potential victims when an off ender is within a certain distance, this system utilizes GPS Tracking, RF and cellular com-munication technologies to create a geographic warn-ing zone around the victim and supports the enforce-ment of restraining orders issued by the courts.

Alcohol Monitoring Devices. Th e SCRAMx® device provides dual platform monitoring of continuous 24/7 alcohol detection plus home curfew. Creating greater accountability and a cost eff ective jail alternative, SCRAMx® will sample the perspiration on the off ender’s skin to measure for alco-hol consumption and allows for supervision of off end-ers charged in alcohol related off ences such as DUI or spousal abuse. SCRAMx® is a registered trademark of Alcohol Monitoring Systems, Inc.

For more detailed information on 3M Electronic Moni-toring solutions visit http://solutions.3m.com/wps/portal/3M/en_US/Electron-icMonitoring/ or contact Security Centres International for consultation on regional OMS deployment programmes.Stuart T. BostockBusiness Development Director, Security Centres InternationalE-mail sbostock@securecaribbean.com

Technology

31

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Towards a Framework for Regional Training and Development for the Caribbean Region Security Sector AgenciesTh e need for regional co-creation of professional knowledge through training partnerships

sional knowledge competence, and a more integrated regional (professional & academia) approach to train-ing and development programme design, delivery and supporting research capability. Raising the standard of performance of the se-curity and law enforcement sector agencies at the re-gional and national levels, to drive forward the delivery of the regions security programme agenda, must remain a central tenant of national and regional governments. And again it is evident (to varying degrees) that there is emerging a performance management culture taking hold within and across regional forces/service. Th e requirements for continuing to improve the overall performance standards of the security law enforcement sector organisations, calls for structures and systems designed and fashioned to close the gap between the best performing organisations and others. Th is is required to ensure the envisioned desired stand-ard of security delivery and maintenance capability, and to sustain levels of professionalism across the region. Law enforcement and the provision of national and regional security and community safety is becom-ing increasingly more complicated and complex, and consequently eff ective management and leadership within, and of the environment have become increas-ingly challenging. Th e sign, trend, and projection, is that these challenges will become even more compli-cated, complex and diffi cult in the future. Today, security and law enforcement organisa-tions face major challenges, including combating ter-rorism and organised crime, working in partnership, winning public trust, anti-corruption, eff ective man-agement and leadership, and the building and enhanc-ing of organisations’ capability Competent and eff ective leadership, a key el-ement for success in any organisation, is especially critical to modern security and law enforcement or-ganizations. Within the contemporary security and law enforcement environment, organisations’ leaders are scrambling to digest the tremendous changes that have, and are continuing to take place. Th ese changes are not limited to just transnational organised crime and tech-nology, for example, but rather involve critical aspects of national security and community safety within the

Dormah B. HarrisonAssistant Commissioner of PoliceJamaica Constabulary Force

Arguable, one of the more immedi-ate challenge facing Security and Law Enforcement Sector Organisations’ managers and executives is to develop organisations and institutions whose members, at all levels, can eff ectively recognise, relate to and assimilate the global shift s in cul-ture, technology and information and to appreciate their implication for the security and law enforcement environ-ment. Changing communities and publics expecta-tions, workforce values, technological innovations, governmental and inter-governmental arrangements, shift s in law enforcement doctrines, philosophies and practices, and a renewed emphasis on ethical standards of behaviour, are but examples of the contemporary fac-tors that must be understood and constructively man-aged by the current and incoming generation of secu-rity and law enforcement sector agency managers and executives. In this context, there is a critical need for se-curity and law enforcement sector agency managers and executives to re-examine the role and functions of contemporary security and law enforcement organisa-tion and institutions, how those role and functions are changing, and how to eff ectively manage the current and changing public’s and organisational environments to satisfy the objectives of the many and complex con-stituencies that must be served. As national, regional, and international organ-ised crime and disorder threats areas increases, so also, must the role and functions of security and law enforce-ment sector agencies changed, in recognition of their importance to the respective populations’ security and safety, and consequently to economic and development and good governance. It is recognised and agreed that these challenges, and the dynamics and complexity of the environment in which they are framed, demand a new set of profes-

Regional Training

33 34

wider regional and global security sector environment. Perhaps the key element in organisational suc-cess is eff ective leadership. Eff ective leadership, or the lack of it, can impact dramatically on organisations. However, leadership eff ectiveness does not just happen - it must be developed by management and supervisory personnel (Vaughn & Nordeman, 1983). Th e success of the security and law enforcement mission will greatly depend on the ability to eff ectively develop leaders who will have the capability to chart a path to change. Th e term “Leadership Development” is one used commonly in the private sector as well as the business community. Employees are elevated to the management level and are usually placed in long term development programmes. Th ese programmes are designed to help prepare man-agers for the diffi cult task of leading people; which ulti-mately means leading companies and/or corporations.

Such needed change requires a new genera-tion of police leaders, capable of driving major trans-formation agendas of their organisations. Th ey must be “thinking” leaders, with broad strategic awareness and highly developed planning and infl uencing skills, committed to rebuilding their police services as “learn-ing organisations”, open to fresh ideas and not afraid to challenge old ways. At the same time, they must be highly eff ective operational leaders, capable of coordi-nating the specialist expertise of others and fostering that expertise within their police service, and ever alert for the “quick wins” that policy elites and the public de-mand. It follows that the stated aims and objectives of any higher security sector training and development programme must directly refl ect respective and collec-tive Organisation’s Strategic Priorities; priorities that are framed not just in the national interest, but embrace partnership and support within the regional and wider global security imperatives . Th at is, how (in its Stra-tegic Plan) the organisation has said that it intends to change to meet the challenges it has identifi ed.

Th erefore, before designing a higher training programme in any police service, it is essential:• To specify the Service’s strategic priorities, and• To identify the understanding, skills and competencies

which senior offi cers need to deliver these priorities.

Contemporary national and regional policing challenges can only be met eff ectively by working in part-

nership. One of the aims of higher police training pro-grammes should be to develop productive relationships and strategic alliances with security and law enforcement partners, and particularly among the police training in-stitutions and academic communities in the region.

Within this context, it follows that it is critically important to develop joint training programmes involv-ing offi cers from diff erent agencies and diff erent coun-tries. Regional partnerships should involve national police forces/services, and also their criminal justice and other security sector organisations, including the mili-tary, customs and excise, and immigration. Th e aim for regional training therefore should be:

• To foster understanding, respect and collaboration between the police forces/services of the region, and

• Senior managers in the police and other law en-forcement services

Regional partnerships require sophisticated, sensitive management and careful development. Th ey can only be sustained if all managers and executives managers of police and security sector organisations understand the values, priorities and capabilities of their partners, and are constantly on the look-out for new partnership opportunities.

Regional higher police training, particularly at the command levels, should therefore require course members from diff erent organisations to pool their ex-pertise in tackling crime and public safety issues. Th ey will have to identify and agree common values, and benchmark their systems against each other.

Th ey will also have to think strategically about partnership work, and in relation to regional police co-operation, they will ask, for instance:

• How can we measure the eff ectiveness of intelligence collection plans and joint operations against cross-border crime?

• How can we develop common professional standards and ethics?

• How can we help each other to develop best practice crime management and victim care systems?

And, just as national higher police training must

Regional Training

address national strategic priorities, so regional training must address regional strategic priorities. It is the job of regional police association (s), principally the ACCP, to agree on strategic priorities for policing in the region. Th ey should also assume responsibility to fashion, for example, a “Training and Development Board” to de-velop and coordinate training programmes to address these priorities Training & Development Boards would be key strategic bodies with responsibility to bring about im-provements in police training & development. Th e “Police Training & Advisory Boards” would be a key strategic body with responsibility to bring about im-provements in police training & development, and at the regional level: • Agree on regional strategy for police training, includ-

ing milestones and measures of eff ectiveness against which progress can be monitored

• Agree on the training requirements and regional pro-grammes

• Agree on key priorities in police training

• Evaluate the eff ectiveness of the strategy in deliver-ing improvements in training

• Provide advice on issues as core curriculum and qualifi cation framework

Conclusion In today’s changing world, police organizations must constantly adapt the training and education offi c-ers receive to address new demands and expectations from their government and the citizens of their coun-tries. In addition to preparing offi cers to protect citizens from problems that originate within their own coun-tries, the police must plan for action to counteract and respond to threats from outside their borders posed by terrorism and organized crime. To do this, the police must be trained in the highly sophisticated investigation, intelligence, crisis management, and communication techniques. Region-al cooperative education ventures are crucial to address these needs. Police education and training must make stu-dents aware of the “global environment of the informa-tion world without borders.” (Hall, 2002b:35) We can expect that there will be ever-continuing changes in the way society reacts to and is shaped by new information and technology. Police offi cers must be able to adapt to these changes. It is apparent that training alone will not prepare offi cers for the critical thinking and decision making of the future. Higher education appears to be the key to eff ective policing in the 21st century. Th e police offi ce

of the future must have the initiative, knowledge and vision to deal with and solve problems by creative think-ing, have the ability to network with available specialists and resources on a world-wide scale when the situation requires this, and have a career-long commitment to enhancement of his/her policing skills through training and education. Th e region must develop a vision for how police training and develop-ment will be fashioned and be appro-priately directed to meet contemporary policing challenges. Police education and training must be seen by the as a

career-long process, either formally required and con-ducted or undertaken by the force/service themselves to increase their professionalism and eff ectiveness.

Regional Training

35 35

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Integrated Planning and Performance Management Approach. (Part One)DSP Oral PascoeJamaica Constabulary Force(JCF)

As law enforcement leaders, we are all aware of the fact that our success in fi ghting crime can be traced back to the good management of limited resources, in an environment of competing governmental priorities. In order to maintain our relevance in today’s society, modern policing organisations must adapt to a changing environment by improving our internal management structures of eff ectiveness and effi ciency in order to streamline enhanced service delivery to our publics. Integrated Planning and Performance Manage-ment System is one such way to improve internal man-agement effi ciency, accountability and eff ectiveness. It is logical to assume that all policing departments across the Caribbean and beyond currently develop strategic plans, divisional policing work plans, station work plans and annual performance appraisal of personnel etc. However, these systems must work in unison in or-der to achieve the organisation’s strategic priorities and to ensure that all levels of the organisation are advanc-ing in the same direction. What is the purpose and elements of an eff ective Planning and Performance Management Programme?Planning and Performance Management is important in every organization, especially in a dynamic and focused policing department, as it ensures that pro-ductivity is maximized and production standards are adhered to. Th e key to managing performance lies in ensuring that activities are executed according to a plan at all levels. Plans and work programmes should therefore be created for all formations in the policing department. Th ey should formulate work plans that document and specify the measurements for perfor-mance and the procedures for monitoring and taking corrective actions to attain desired performance levels. In this regard planning is therefore an essential element

in an eff ective performance management framework. Th e purpose of the process is to provide a consistent frame of reference during on-going feedback about per-formance, whether the organization is entirely stable or in the midst of a rapidly changing environment. Meas-urements ensure that everyone involved is working and talking from the same script. Th e measurements them-selves may change, however, organizations members should be able to recognize and explain the change. Th is assertion is true whether one is addressing the per-formance of an organization, process, subsystem or the employee.

2.1 Main components of the Integrated Planning and Performance Management Programme (Em-ployee level)

1) Planning2) Monitoring and evaluation (PMAS)3) Developing and coaching4) Rating and review

2.1.1 Planning

In every eff ective organization, work is planned far in advance. Planning means the setting of performance expectations and goals for groups and individuals to channel their eff orts toward achieving organizational objectives. Getting employees involved in the planning process will help them to understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done. Th e development of Section/Unit, Station, Divi-sional and Area/ Branch policing operational plans is a major component of the integrated approach, because it establishes the foundation for managers and super-visors to design work programmes for subordinates. Th e establishing of targets and performance indicators is a sound and eff ective methodology in setting perfor-mance standards. Th e regulatory requirements for planning and monitoring employees’ performances, include estab-lishing the elements and standards of their performance

Law Enforcement Management/Partnerships

onment bby improving

37 38

appraisal plans. Performance elements and standards should be measurable, understandable, verifi able, eq-uitable, and achievable. Th rough critical elements, em-ployees are held accountable as individuals for work assignments or responsibilities. Employee performance plans should be fl exible so that they may be adjusted for changing programme objectives and work require-ments. When used eff ectively, these plans may be ben-efi cial working documents that are oft en discussed and are not merely paperwork that is fi led away in a drawer and seen only when ratings of annual appraisals are re-quired.Th e following steps should be observed during the im-plementation: a) Explain to the employees how their con tribution to the objectives of the police department through their respective Area/ Branch, Division and Section/ Unit provides services to the public and other agencies.

b) Work with the employees to defi ne accountabilities and performance standards.

c) Make sure employees understand the accountabilities and expectations with regards to their work.

d) Explain the appropriate behaviours that are expected from employees and why.

e) Let employees know they are responsible for taking an active role in managing and assess ing their performance throughout the year.

f) Always involve employees in the develop ment of work plans and subsequent individual work programme.

2.1.2 Monitoring, appraisal and evaluation Task, assignments and projects are to be moni-tored continually. Monitoring and evaluating mean continuously measuring performance and providing

on-going feedback to employees and work groups on their progress toward reaching their objectives and targets. Th e organisational Performance Management and Appraisal System (PMAS) is of utmost importance in any eff ective Integrated Planning and Performance Management Programme. Th e requirements for monitoring performance include the conducting of progress reviews with em-ployees, where their performance is compared against their agreed targets, performance indicators and stand-ards. On-going monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or prob-lematic standards. With continuous monitoring, un-acceptable performance can be identifi ed at any time during the appraisal period and assistance provided to address such performance rather than wait until the end of the period when summary rating levels are assigned.

2.1.3 Developing and Coaching Developing in this instance means increasing the capacity to perform through training, giving assign-ments that introduce new skills or higher levels of re-sponsibility, improving work processes, or other meth-ods. Due to the nature of and circumstances of services provided to the public by police department’s employ-ees, continuous development is a critical success factor and therefore is essential for the successful implemen-tation of the integrated approach. Providing employees with training and developmental opportunities encour-ages good performance, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology. Th e act of carrying out the processes of perfor-mance management provides an excellent opportunity to identify developmental needs. During the planning and monitoring of work, defi ciencies in performance become evident and can be addressed expeditiously. Areas for improving good performance may also stand

Law Enforcement Management/Partnerships

out, and action may be taken to help successful em-ployees improve even further.2.1.4 Rating From time to time, organizations fi nd it use-ful to summarize employees’ performances. Th is can be helpful in looking at and comparing performance over time or among various employees. Within the context of formal performance appraisal requirements, rating means evaluating an employee’s or group’s per-formance against the elements and standards in an employee’s or group’s performance plan and assign-ing a summary rating of record. Th e rating of record is assigned according to procedures included in the or-ganization’s appraisal programme. It is based on work performed during an entire appraisal period. Th e rat-ing of record has a bearing on other personnel actions, such as granting within-grade pay increases. Although group performance may have an impact on an employ-ee’s summary rating, a rating of record is assigned only to an individual, but not to a group.

Guidelines that should be observed during the rating of employees:a) Put together all saved notes or documents about

the employees’ performance and assess their per-formance on accountabilities and behaviours.

b) Ask employees for a feedback in regards to their performance during the year.

c) Employees may remind the supervisor of particu-lar instances of good performance or problems outside their control that hurt their ability to do their job well.

d) Complete Appraisal Form, and then discuss ratings and comments with employees.

3.0 Key benefits of Performance Management.

3.1 Focuses on results, rather than behaviours and activities A common misconception among supervisors is that behaviours and activities are the same as results. Th us, an employee may appear extremely busy, but is not contributing at all toward the goals of the organi-

zation. An example is the employee who manually re-views completion of every form and procedure, rather than supporting automation of the review. Th e supervi-sor may conclude the employee is very committed to the organization and works very hard, thus, deserving a very high performance rating.

3.2 Aligns organizational activities and processes to the goals of the organization Performance Management identifi es organi-zational goals, results needed to achieve those goals, measures of eff ectiveness or effi ciency (outcomes) to-ward these goals, and means (drivers) to achieve the goals. Th is chain of measurements is examined to en-sure alignment with overall results of the organization.

3.3 Cultivates a system-wide, long-term view of the organization Richard A. Swanson, in Performance Improve-ment Th eory and Practice (Advances in Developing Human Resources, 1, 1999), explains that an eff ective performance improvement process must follow a sys-tems-based approach while looking at outcomes and drivers; otherwise, the eff ort produces a fl awed picture. For example, the laying off of staff members will likely produce short-term profi ts. However, the organization may eventually experience a reduction in productivity, resulting in long-term profi t loss.

4.0 Concerns about Performance Management A typical concern expressed about performance management, is that it seems extraordinarily diffi cult and oft en unreliable to measure a phenomenon as com-plex as performance. Today’s organizations are rapidly changing, thus results and measures quickly become obsolete. It is speculated that translating human desires and interactions to measurements is impersonal and even heavy handed.

Contributing Author: Oral A Pascoe, Deputy Superintendent of Police Jamaica Constabulary Force

39

Law Enforcement Management/Partnerships

Mr. Alexander MacDonald, Chairman of the new Regional entity, explained that Crime Stoppers has a pivotal role to play in the maintenance of law and order, civil existence and good governance in the region. Th is he said could be done by assisting police organizations in solving crimes through the collation of information and the eff ective utilization of online and confi dential telephone and electronic tips. He emphasized confi den-tiality and anonymity as critical to the eff ectiveness of the Crime Stoppers programme and identifi ed it as a viable option for persons with information on crime. He further observed that not long ago the regional pro-grammes of Crime Stoppers International consisted of only fi ve islands Nations, but now the Region boasts a membership of twelve National Programmes. He explained that in its current state, the Re-gional body was the largest gathering of National Pro-grammes in Crime Stoppers International, and report-ed that St. Lucia and St. Kitts and Nevis were well on the way to become members. He urged delegates not to be complacent but to forge forward in their eff orts to pro-vide a meaningful service to police organizations, while contributing to a safer environment for the people of the region to live, work and engage in business. Mr. John Aboud, Chairman of Crime Stoppers Trinidad and Tobago and the Vice Chairman of the Regional body, expressed optimism about the future of Crime Stoppers and challenged delegates to consider programmes that are realistic, achievable and that re-fl ect relevance to each territory. Th is he observed as being critical since crime and criminal activity have no boundaries, hence the formation of the new Regional body which he stated, “provides greater scope for im-proved collaboration between Crime Stoppers and po-lice agencies, as they work in unison, to assist with the management of crime at both the national and regional levels, through engaging public support and anony-mous tips”, As the inaugural meeting of this new Crime Stoppers entity that represents civilian and law enforce-ment agencies came to a close, the new Directors from the various Caribbean and Latin American communi-ties departed from Trinidad with renewed enthusiasm to pursue their ‘common goal’ of ensuring that citizens in each of their countries have the ability to ‘report crime’ anonymously. All were convinced of the benefi ts of anonymous tips received via Crime Stoppers and passed on to the police in contributing to the safety of residents, tourists and the business communities of the region.

Executive Committee of the newly formed Caribbean, Bermuda and Latin America Crime Stoppers Inc. From left to right : Alex MacDonald (Bermuda), Chairman; Prudence Gentles (Jamaica), Secretary; John Aboud (Trinidad & Toba-go), Vice Chairman; Chris Garcia (Belize), Director at Large; Devrol Dupigney (Barbados), Treasurer.

40

On Monday 12th March 2012, the inaugural meeting of the Caribbean, Bermuda and Latin America Crime Stoppers Incorporated commenced at the Hyatt Regency Hotel, Port of Spain, Trinidad. Th e feature ad-dress was delivered by the Minister of National Secu-rity of Trinidad and Tobago, Brigadier John Sandy, who congratulated the delegates on their eff orts to assist in the control of crime in the various island states of the Caribbean. He further observed that the formation of the new Regional entity should be seen as “a vehicle for Crime Stoppers to gather information through anony-mous reporting”. He stated that “since the establishment of Crime Stoppers Trinidad and Tobago in 1999, more than 16,000 tips were received and 7,000 cases of crime were solved”. He advised that issues of crime, safety and se-curity were all topics that engaged the attention of po-litical leaders, at the local and regional level, particularly where these issues had the potential to negatively impact the realization of the economic survival as a people and challenge our ability to earn foreign exchange through our tourism products and services. He exhorted those gathered to continue to provide support to the respec-tive law enforcement agencies and explained their role as invaluable to National and Regional safety and security.

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Law Enforcement Management/Partnerships

Bridging the Gap in Data Collection, Research and Analysis in Crime Control in the Caribbean: The Role of the ACCP

By: Sheridon M. Hill

Background Within recent times there were four major stud-ies on crime and violence in the Caribbean (UNO-DC/WB 2007, Gayle et al, 2010, UNODC 2011 and UNDP 2012). While the focus of each study varied to some degree on the is-sues of focus and the geo-graphical location, there was consensus on the high levels of violent crime es-pecially murder. Th e fi rst study focused on crime and violence in the Caribbean, the second study highlighted male in-volvement in violence in the urban areas of Belize, the third study analyzed the global homicide problem and highlighted some factors in the high levels of homicide in the Caribbean, and the fourth looked at the relation-ship between citizen security, development and crime and violence. One of the poignant issues for Caribbean countries resulting from these studies is the need to im-prove the levels (police, national and regional) and sys-tems (the interactions between police forces, research-ers and policy-makers) of data collection, research and analysis and their use in shaping policy in response to crime and violence in the region. Th is article makes a few observations about the role of data collection, re-search and analysis in crime control in the region and recommends how the ACCP can contribute to bridging the gap between the police and other stakeholders.

Preliminary findings and observations Among the major fi ndings of these studies, the fi rst found the region to be the most crime-prone and violent in the world based on the highest murder rate (30 per 100,000 people) and the region was home

to some of the leaders on various categories of violent crime. It also found the illegal drug trade to be the main cause of crime. Th e second found an alarming rate of young males involved in crime and violence (including gangs) in the urban and peri-urban areas of Belize. Th e third study found the Caribbean had the 4th highest rate of homicide in world behind South Africa, South America and Central America and gang violence was a signifi cant factor. Th e fi nal report found rising levels of violent crime including murder, citizens’ feelings of in-security was generally low and the high levels of violent crime had a negative impact on development. It also noted that crime in the Caribbean is not high; however specifi c types of violent crime like mur-der were high. A few observations about these studies are important to mention here. First, many of these studies are externally funded. Second, they are usually done by people from outside the region (sometimes with limited local academic and stakeholder involve-ment). Th ird, they reveal countries are either approach-ing or have arrived at epidemic levels of violence. And fourth, there is no current mechanism for the fi ndings to drive policy.

Data Collection Systems across the region Th e current scenario sees a myriad of crime defi nitions crime, data collection methodologies and institutions responsible for data collection and analy-sis among and within countries in the region. To begin with, there are myriad defi nitions of the crime such as murder (widely regarded as the most accurate statistic and indicator) and the recent gang violence phenom-enon present a range of new challenges. For example, some countries record homicides, others record mur-ders and the classifi cation of these murders vary from country to country. Additionally, the methodology for collecting, recording and analyzing murder statistics vary from the inclusion of suicides and manslaughters to lawful and unlawful police killings. Another good example of the current dilemma is the recent crimi-

41

Law Enforcement Management/Partnerships

nal gang phenomenon and the analysis of the current situation. One study (Hill, 2012) showed that gang vio-lence is the number one murder classifi cation among countries with the highest murder rates over the period 2000-2009. However, the study also found that defi ni-tions of both gangs and gang-related murders varied in Jamaica, St. Kitts and Nevis, Belize and Trinidad and Tobago. While legislation in Trinidad and Tobago and St. Kitts and Nevis closed the defi nition gap in those countries, and brought them closer to the Jamaican Constabulary Force’s defi nition, the problem still exists in the wider Caribbean. What are the implications of these issues for the region? Simple, how we defi ne these issues determines the magnitude of the problem, which ultimately, deter-mines the nature of our responses and the resources we channel in these areas. Data collection and analysis capacity is improving in the region’s police forces with the strengthening of the statistics department in the Ja-maican Constabulary Force (JCF), establishment of the Crime and Problem Analysis Unit(CAPA) in Trinidad and Tobago Police Service (TTPS) and similar units in St. Lucia, Barbados, Antigua and Barbuda and other countries. However, previous research indicates that chal-lenges still exist and capacities vary across the region (Deosaran, 2004). Additionally, various sectors of data collection exist in many, if not all, countries across the region. Th erefore, there is need to synchronize the vari-ous statistical units in the police forces, national statisti-cal offi ces and related units within the ministries of na-tional security(where such units have been established) within countries and across the region. Two recom-mendations are suggested. Th e ACCP can begin the process of standard-izing crime defi nitions and methodologies for data collection, and each police force should establish a re-search unit. Data collection is one thing; the use of these statistics to inform short, medium and long term poli-

cies is another!Bringing Researchers and Policymakers together We need to establish a culture where policy is driven by research. Th is requires a system based on strong interactions between researchers, policy mak-ers and law enforcement. Th e ACCP can act as driver of change in this initiative. Recent studies (cited above) have diagnosed the broad problems in countries across the region and this provides a starting point to bring the various stakeholders together. Additionally, the inclu-sion of prior research on crime and related issues should inform initiatives by law enforcement and policymakers. Work by Professors Harriott, Chavannes, Deo-saran and relevant theses and dissertations should not be reserved to University of the West Indies’s (UWI) archives and library, but contribute to solutions of the region’s crime problem. In this regard, the unpublished Doctoral Dissertation by Wendell Wallace will be help-ful to the TTPS community (involvement) policing initiatives (2011). More importantly, the ACCP mem-bership should play a critical role in driving research at UWI and other regional academic institutions. It would be unfortunate if researchers are una-ware of current trends and challenges faced by the law enforcement community, the law enforcement commu-nity are unaware of existing research on crime, crime prevention strategies and related issues, and the deci-sions of policymakers are not informed by collabora-tion with the other two stakeholders. One preliminary suggestion is for academic representation at annual meetings of the ACCP. Th is forum provides a good op-portunity for vibrant exchanges on current trends, chal-lenges, and potential areas for research and academics can share information on past, current and contemplat-ed areas of research. While this is a starting point; there should be a forum for bringing together researchers, law enforce-ment stakeholders and policy makers annually or bi-annually. Th e ACCP should be the focal point of this

42

Law Enforcement Management/Partnerships

initiative and is well-positioned to contribute academic papers and studies to the literature on crime and pre-vention issues to CARICOM, regional governments as well as UWI and the academic community

Harnessing a Culture of Evidenced-based Solutions Th at data collection and analysis is important to the business of crime response in the Caribbean is a co-lossal understatement. In fact, no contemporary police organization in the region can effi ciently respond to the scourge of crime without eff ectively collecting, collating and analyzing available data. Indeed, global best prac-tices are indicative enough to conclude that data col-lectiction and analysis is crucial to the formulation of intervention strategies for crime and crime prevention. Th ere are many benefi ts to data collection as a tool in crime response at the various sectors of the region’s law enforcement landscape. While the list is not exhaustive, it includes the following:

• It provides the organization with a method to exam-ine its objectives;

• Assist in identifying and understanding trends and peculiar characteristics in crime and violence issues across the Caribbean;

• Lessons learned in one country may assist other countries. Indeed, the phenomenal reductions in murders in Suriname from 84(2000) to 28(2009) should be studied as a best practice in the region;

• Accurate data is the best weapon to refute negative reports in the print and electronic media-particu-larly inconclusive studies purporting to represent the entire region in a negative manner;

• One of the most critical areas where empirical data from analysis is invaluable to the Caribbean region is in response to negative travel advisories, publica-tions in local, regional and international print and

electronic media. In this regard, the fi ndings by Dr. Herbert Gayle in his Cobb Lecture (2010) and the UNDP Report on Citizen Security (2012) are relevant here, “the Caribbean does not have high levels of crime, however, there high levels of certain types of violent crimes such as murder”. We need to underscore the dis-tinction between crime in general and specifi c types of crime; and• Assist in the identifi cation of alternative strategies

for intervention/responses.

A New Paradigm A new approach to research and analysis on crime is urgently needed in the Caribbean. Parochial insecurities and potential impact of exposing crime statistics should-and must-yield to the need for an ev-idenced-based culture. It is not about country A hav-ing the highest and country B having the lowest murder rates in the region-but how can the lessons learned in country B can help country A.. Enhanced research can act as a catalyst for new intervention strategies and de-bunk myths about prevailing levels of crime. While in-stitutions such as the UWI can play a vital role and the current OAS National Public Security Observatory pro-ject will contribute to improved capacity, political will is needed for a drastic change in the current status quo. Based on my observations above, we need to be proactive, take ownership of the issues and be active participants in charting the way forward. Local funding for research and stakeholder involvement (academic, law enforcement and policymakers) are critical factors in solving the crime and security issues in the Carib-bean. Until we have the resources to conduct research and analysis and provide solutions to our problems, the nature, magnitude and solutions to these challenges will continue to be defi ned externally. In the interim, the ACCP can begin the synergy in bridging the gap between the relevant stakeholders.

43

Law Enforcement Management/Partnerships

Overview of the ICRCVery oft en, the levels of polarization and violence are such that the usual social mechanisms are unable to respond to the

pressing needs of those who are aff ected. In these situations, the ICRC intervenes with a view to alleviating human suff ering in accord-ance with its Funda-mental Principles,

some of which include: Impartiality, Independence, Neutrality and Humanity.

Law enforcement offi cials have an important role in such situations of violence because of their re-sponsibilities: maintenance of public order and security, prevention and detection of crime and provision of help and assistance. Th ey can signifi cantly infl uence the fate of those aff ected. How they do so will depend, to a great degree, on the way they exercise the powers they have been granted. In its dialogue with Police Forces, the ICRC discusses their responsibilities and the exercise of policing powers.

Th e Police Forces are oft en the fi rst point of con-tact for victims of violence and crime. Th ey too can be-come victims themselves – as the most visible part of the State, they may become the focus of public anger during unrest. As representatives of the State, the Police may

be attacked by gangs or armed groups. Also, the work of the Police Forces may af-fect that of the ICRC. Th ey can facilitate or impede the ICRC’s ac-cess to victims and can therefore have a posi-tive or negative impact

on the security of the ICRC in situations such as check-points, places of detention and violent public disorder. Th e ICRC engages in dialogue with the Police at checkpoints, undertakes dissemination exercises in Police Stations and barracks and speaks directly to of-fi cials further up the chain of command. Th ese are all opportunities to remind the Police of their responsi-bilities towards people aff ected by the situation. Th e ICRC also promotes understanding of its neutral and

Th e International Committee of the Red Cross (ICRC) is an impartial, neutral and independent organ-ization whose exclusively humanitarian mission is to protect the lives and dignity of victims of armed confl ict and other situations of violence and to provide them with assistance. Th e mandate of the ICRC is granted by the Geneva Conventions of 1949, its Additional Pro-tocols, the Statutes of the International Red Cross and Red Crescent Movement and the Resolutions of the In-ternational Conference of the Red Cross and Red Cres-cent. With its Headquarters in Geneva, Switzerland, the ICRC is based in approximately 80 countries, with an average of 12,700 staff members.

Th e ICRC Regional Delegation in Caracas maintains responsibility for the implementation of its mandate in Antigua and Barbuda, Bahamas, Barba-dos, Belize, Dominica, Grenada, Guyana, Jamaica, St. Kitts and Nevis, St. Lucia, St. Vincent and the Gren-adines, Suriname, Trinidad and Tobago and Venezuela. An ICRC Regional Delegation is also based in Port au Prince, Haiti.

Th e ICRC continues to enjoy positive working relationships with all Police Forces throughout the Car-ibbean Community (CARICOM) region, in conjunc-tion with its continued cooperative relationship with the Association of Caribbean Commissioners of Police (ACCP) Secretariat.

The relationship between the ICRC and Police Forces Th e ICRC shares dialogue with Police Forces in many countries aff ected by situations of violence. Increasingly, this dialogue takes place in situations of violence which do not reach the level of armed confl ict. Today, these situations are oft en more injurious to hu-man beings than are armed confl icts. While death, inju-ry, displacement, people disappearing or going missing, lack of access to basic conditions for survival, violations of fundamental rights, and deprivation of personal lib-erty are issues traditionally associated with armed con-fl icts, so too are they eff ects of situations of violence. Law enforcement offi cials in a number of coun-tries constantly grapple with unprecedented levels of criminality, which cause widespread suff ering among the population and pose a serious threat to public secu-rity and, inevitably, to the law enforcement offi cials in charge of maintaining or restoring that security.

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Law Enforcement Management/Partnerships

46

impartial work, to ensure safe access to the people it is trying to help. Th e ICRC also supports authorities in in-corporating international human rights or humanitar-ian law into their operational doctrine and training. Th e ultimate aim is to create an environment conducive to compliance with the basic rules of human rights law, as they apply to law enforcement activities.

The Legal Framework and Activities which guide the ICRC in its relations with Police Forces

Th e ICRC refers to the legal framework inter-nationally applicable to law enforcement operations. As such, it refers to a set of fundamental rules that protect human beings in situations of violence. In its dialogue with Police Forces, the ICRC seeks, above all, to enhance knowledge, understanding and acceptance, both, of its mandate and work, and of the human rights law appli-cable to law enforcement. As such, the ICRC explains to Police Forces, and/or reminds them of the rules govern-ing force, fi rearms, arrest, detention, search and seizure. Th e ICRC also stresses that Police Forces should have a system for punishing violations of these rules.

To this end, the ICRC may engage the Police Forces by:

• Coordinating seminars, courses or workshops to enhance knowledge and understanding of the inter-national rules and standards governing law enforce-ment;

• Arranging meetings or events at which the ICRC ex-plains its role, activities and working procedures in that context; and/or

• Participating in or organizing regional/ internation-al conferences or other events where law enforce-ment issues are addressed.

In general, it is International Human Rights Law (IHRL) which applies to policing operations. However, International Humanitarian Law (IHL), also known as Law of Armed Confl icts (LoAC), may also apply to Po-

lice Forces during an armed confl ict, if they are formally incorpo-rated into the Armed Forces or otherwise participate in hostili-ties. Even then, their work may still consist of law enforcement, in which case the ICRC

will engage in discussions as to how they exercise their powers and discharge their responsibilities towards the population. Th e ICRC recognises that the work of a Police Offi cer is very diff erent from that of a soldier. His or her mission is to maintain public order and security and to serve and protect the population, rather than to neu-tralize an enemy. Police Offi cers work alone, or in pairs, and have to decide how to react to an incident. For in-stance, certain weapons used by the armed forces are inappropriate for use by law enforcement offi cials (and vice versa). In its confi dential bilateral dialogue, the ICRC addresses the specifi c issues and situations of concern in that context. During such dialogue, the ICRC may recommend to law enforcement authorities that they take concrete measures to improve the lives of those af-fected by situations of violence, to enhance respect for their rights and to prevent the recurrence of violations of rights. Mindful of its strong collaborative links with the ACCP Secretariat and cooperative bilateral relations with Police Forces throughout the CARICOM region, the ICRC looks forward to a heightened spirit of dia-logue and perspective-sharing with all entities involved in law enforcement activities within the region.

Contact Information for the ICRC Regional Delegation for Venezuela, the English-speaking Caribbean Community region and Suriname

Postal Address:ICRC Regional Delegation, Caracas

Edifi cio Bancaracas, Piso 9, Ofi cina 9-05Avenida San Felipe con 2da. Transversal

La Castellana, Caracas : Telephone: + 58 212 265 7740/ 267 9001

Fax: +58 212 267 5150E-Mail Address : caracas.caa@icrc.org

Law Enforcement Management/Partnerships

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Inter-session Meeting of CARICOM Heads of Govern-ment stated that, “Deeper integration of CARICOM will improve collective security and stability in the re-gion.” He also pointed out that deeper integration will place an even stronger obligation on all member States to strengthen the solidarity and security of the entire integration movement. Th e global change in the security environment continues to evoke diff erent reactions from various re-gions of the world in order to survive. In the case of the Caribbean Community (CARICOM), the goal of advancing the regional security integration is continu-ally facing a myriad of challenges, including the threats of international terrorism, transnational crime, HIV/AIDS, natural disasters and the traffi cking of illegal drugs, arms and humans. Th e individual CARICOM State does not possess the resources or have the capabil-ity to combat or minimize these threats on their own and as such, deeper integration will allow the pooling of regional resources to collectively combat these threats as a unifi ed body. In terms of security, CARICOM has assisted member states such as Montserrat and Haiti in many ways. For example, aft er the devastation of hurricane Hugo in Montserrat in1989 and the aft ermath of the earthquake in Haiti in 2010, CARICOM member States provided security in the form of military support, health care, food, labour and other social workers to maintain security in these countries. Due to the vast destruction, these countries on their own would not have been able to maintain eff ective security systems aft er the aft er-math of the two disasters mentioned. In 1989, at Grand Anse, Grenada, CARICOM outlined the basic tenets of its current global strat-egy that is to link the region economy into the global economy and its trading system. Th e strategy has three components which include deepening regional integra-tion by advancing beyond a common market towards a West Indian Economy that is more modern, cohesive and designed to function eff ectively in the prevailing global economy and liberalized conditions. Th e choice of mechanism is through the creation of a Caribbean

For the purpose of this article, the term secu-rity is defi ned as the pro-tection and preservation of the state’s core values and people’s freedom from ex-ternal military attack and coercion, from internal subversion and from the destruction of secured po-litical, economical, environ-mental, health and social issues. Th is paper support the notion that deeper CAR-ICOM integration will help security in the region, not-withstanding, there will be some challenges. In 1990, the then Prime Minister of Trinidad and Tobago, ANR Robinson, stated that, “It is becom-ing increasingly apparent that no single state, large or small can in isolation ensure its own security from sub-version or external threat. In this era of interdepend-ence of states and the globalization of activities relat-ing to almost every sphere of life – economic, politic, cultural and criminal to name a few- the preservation of national security can no longer be seen purely in na-tional terms”. Another Caribbean statesman, Erskine Sandi-ford, then Prime Minister of Barbados, echoed similar sentiments by saying; “Th e preservation of law and or-der and national security contribute uniquely to growth and development through the promotion of stability. We must therefore expand our integration eff ort to in-clude the area of regional security and we must seek further cooperation with friendly governments in our region and beyond. One thing is certain; no single terri-tory can do it alone. We have to work together if we are to ensure that the Caribbean remains a zone of peace, prosperity and democracy”. In support of deeper CARICOM integration to strengthen security among member States, in Feb-ruary of 2006, the Hon. Patrick Manning, the Prime Minister of Trinidad and Tobago and past chairman of CARICOM, at the opening session of the 17th

How can deeper CARICOM integration ... assist with security issues in the region?

Law Enforcement Management/Partnerships

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Community including the single market and economy (CSME). Th e widening and deepening of the integration movement in the Caribbean continues to develop as the situation presents itself and as the security environment changes. In this regard we have witnessed the forma-tion of the Association of Caribbean States, (ACS). Th is Association emphasized regional trade and negotiation mechanisms; it instilled greater cooperation toward the establishment of regional identity that could perhaps pave the way for an expansion in areas such as regional security. At the level of CARICOM, several institutions were created to broaden the scope of partnership in the region. For instance the CARICOM Regional Coordi-nating Mechanism for Drug Control was established to coordinate Caribbean drug policy eff orts. Institutions such as the Caribbean Financial Actions Task Force (CFATF) was established to develop a common anti-money laundering policy within the Caribbean, and the Caribbean Task Force on Crime and Security was established by the Heads of Govern-ment of CARICOM in July 2001 in response to the in-creased crime in the region. At the meeting of Heads of Government in Trinidad and Tobago in February 2003, CARICOM agreed to recognize and institutionalize the Association of Caribbean Commissioners of Police (ACCP) as an agency of the Community. Th e Caribbean Customs Law Enforcement Council (CCLEC) is another association that is pres-ently spearheading the thrust towards the improvement of border security in the Caribbean in this age of terror. Within contemporary times the nature of the Caribbe-an security landscape could be seen as including both traditional and non-traditional concerns occurring side by side. Territorial disputes and hemispheric geo-politics are the core traditional concerns while drugs, political instability, HIV/AIDS, migration, illegal arms traffi cking and environmental degradation are the chief non-traditional security concerns. Given the present international security envi-ronment and perhaps the Caribbean geopolitical con-cerns, terrorism must be included on the list of non-traditional threats. Additionally, with the advent of

the United States led war with Iraq in March 2003, oil and petroleum producing Caribbean countries such as Trinidad and Tobago were faced with a new threat to these resources described as energy security. Th e com-plexities of the non-traditional security issues suggest that they are best handled from a collaborative and co-operative eff ort. Th e world has become globalized, therefore re-gional security cooperation to treat with traditional and non -traditional threats must consider the infl uence of the actors in the environment in which it has to exist and function. Regional security cooperation must not be left to chance but must be as a result of a systemic process that seeks to identify commonalities of interests and threats in a building block approach to treat with the issues. Due to the size and geographical location, CAR-ICOM States have become increasingly vulnerable to the activities of transnational crime in drug traffi cking, trade in illegal arms, money laundering and illegal mi-gration. By deepening CARICOM integration, existing elements as mentioned earlier can be consolidated into a full- fl edged Caribbean Security Cooperation System (CSCS) where shared intelligence and border control can be shared among member States. Th e CSCS will be responsible to combat regional security threats arising out of transnational crime, terrorism, insurrection or invasion. In terms of natural disasters, the Caribbean re-gion is vulnerable. Each year we are being in impacted by several hurricanes. We have volcanic eruption in Montserrat and most recently, the earthquake that dev-astated Haiti. Th ese are all security issues, and by pool-ing resources, CARICOM member States will be able to operate as a single unit to provide security in all as-pects to its member State(s) who are in desperate need of help.

Contributing Author: Albert C. WilliamsInspector of Police R.M.P.S

Law Enforcement Management/Partnerships

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Caribbean Police Cricket Tournament

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closer relationships with their counterparts, creating an environment to: • Develop closer camaraderie that can benefi t the

Police Service and their communities assisting to foster a greater cooperation and collaboration es-pecially in terms of sharing information in a timely manner. Th us aiding in identifying and arresting criminals who have crossed borders

• Enhance and improving networking among the various Police Forces

• Re-energize Police eff orts on the job

• Give Police Offi cers the opportunity to operate un-der conditions other than actual work which in turn can enhance collaboration

• Contribute towards the fi tness and wellness of members of the various Police Forces

• Cricket is a team sport, and team building and work-ing together are necessary in order to better police our region. Th e Caribbean is now plagued with acts of criminality which transcends national borders; therefore no one country can cripple criminal ac-tivities on its own, regardless of its resources, a uni-fi ed approach is necessary.

Bearing this in mind, Commissioner Miller is of the belief that activity like the cricket competition can play an important role in advancing more eff ective and effi cient Policing in the Caribbean. He thus proposes that the competition be played in a 20/20 format among the member Forces/Services of the Association of Car-ibbean Commissioners of Police (ACCP) referred to as the Caribbean Police Cricket Festival and held annually. Although recreational, the Cricket Tournament can also be used as a means by which offi cers can be educated on important issues such as historical law en-forcement facts about each territory and hopefully ena-

C Th e Royal Saint Vincent and the Grenadines Police Force and the Royal Grenada Police Force in an eff ort to create greater cooperation and working rela-tionship have initiated a Cricket Tournament. Th is tournament, the Clarkson/Miller Cricket Champion-ship Trophy” was conceptualized in August of 2009 by former Commissioner James Clarkson of Grenada and Commissioner Keith Miller of St Vincent and the Gren-adines. Th is competition commenced in 2010, (during the Easter weekend) in Saint Vincent and the Gren-adines. During the Tournament, four games were played at various cricket venues throughout St. Vincent and the Grenadines. Th e Royal Saint Vincent and the Grenadines Police Force Cricket Team won three of the four games; as a result and took home the coveted tro-phy. Commissioner Miller and his team journeyed to Grenada on April 21, 2011 (the Easter weekend) to play the return matches to vie for the Clarkson/Miler Trophy. Again, four (4) matches were played. Grenada won one game and Saint Vincent and the Grenadines won three games, retaining the Clarkson/Miller Cham-pionship Trophy.

Th is Cricket Tournament has aff orded the Offi c-ers from both islands, the opportunity to foster a greater and cordial working relationship and has engendered a spirit of cooperation and collaboration between the two Forces. Th is has created more opportunity for greater information to be shared in a timely manner, which has lead to greater success in crime fi ghting. In observing the potential the results (i.e. inter-personal relationship and its possibilities) of the Clark-son/Miller Cricket Competition, Commissioner Miller is of the view that enormous benefi ts can be derived from the staging of a Caribbean Cricket Competition. He is resolute with regards to this and is desirous of leading the way forward to ensure that Police personnel within the membership of the Association of Caribbean Commissioners of Police (ACCP) this given an oppor-tunity to meet in another forum. Th is he envisages can be instrumental to further their development and forge

51

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bling them to be more proactive in their approach with regards to crime fi ghting and ensuring our citizens and visitors enjoy our beautiful Caribbean. As the Caribbean Community braces itself for the full implementation of the Caribbean Single Market and Economy (CSME), CARICOM Heads of Govern-ment and Law Enforcement Offi cers are set to take a hard look at the upsurge in criminal activity across the region and look for solutions to deal with this menace, since the inability to control the scourge of crime would hamper the development of these countries, as well as the eff ective implementation of the CSME.

From our investigation, Police Forces around the Region are blessed with a number of talent-ed cricketers. So, with an eff ort, the Caribbean Police Cricket Festival can materialize easily. In St. Vincent and the Grenadines, as around the region, Police Cricket Teams compete in Community Competitions, including the Masters Cricket Tournament, of which the Royal St. Vincent and the Grenadines Police Force Masters Cricket Team is the champi-on. Further, members of the Royal Saint Vincent and the Grenadines Police Force are involved in Cricket at all levels in Saint Vincent and the Grenadines as players, ad-ministrators, managers and selectors. Commissioner Miller’s enthusi-asm in this competition stemmed from his interest and involvement in the game of cricket. He was an ardent cricketer,

who played cricket at the highest level in Saint Vincent and the Grenadines, but unfortunately, he was not able to play at the Regional Level. His illustrious cricket ca-reer was cut short as a result of an unfortunate motor vehicle collision as a young Police Offi cer. Commissioner Miller, however, still represents the Police Force in the Saint Vincent and the Grenadines in the Masters Cricket Competition. He believes that

Police Offi cers playing and enjoying cricket in the countryside of SVG and Commissioner Miller and his Deputy meets his vic-torious Police Cricket team after winning the Saint Vincent and the Grenadines national cricket competition

52

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Commissioners’Miller and Clarkson Meeting Teams at Progress Park in Grenada.

53

cricket can be used as a pilot for other sporting disciplines. It is critical that this Caribbean Police Cricket Tournament materializes due to the perceived benefi ts that can

be derived, such as Sports Tourism, Networking and exchange of best practices, strengthening unity amongst police offi cers and developing the Sport of Cricket. Funds to meet the cost of these games can be raised by individual teams, sponsorship and where possible, budgeted through Central Government.

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eivveded bbenefi ts thh tat ccananunity amomongngstst police uninityty

d by indivvididual teeamamss,d by in

Contributing Author: DSP. Eric BrownCo-ordinator of the Clarkson Miller Championship Trophy

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d N

Be on the look out for:

ACCP 27th Annual general Meeting and Conference21 -25 May 2012Nassau, Bahamas

NOBLE 36th Annual Conference and Exhibition21 -25 July 2012Little Rock, Arkansas

IAWP 50th Annual Conference9 -13 September 2012St John, Newfoundland and LabradorCanada

IACP 119th Annual Conference29 September – 03 October 2012San Diego, CaliforniaUSA

ACCP Intersessional Meeting4 - 5 December 2012Barbados

AcknowledgementsTh e Executive, members and staff of the Association of Caribbean Commissioners of Police

would like to use this opportunity to express gratitude to Senator Jonathan Smith of Bermuda,

Mr. Paul Brummell (British High Commissioner of Barbados and the Eastern Caribbean), advertisers and all contributors

who assisted in various capacities in the publication of this edition of “United Against Crime”.

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ASSOCIATION OF CARIBBEAN COMMISSIONERS OF POLICE1st Floor BAOBAB Tower, Warrens, St Michael , Barbados

Email: admin@accpolice.org Skype: accpolice1

ACCP Special Events

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