Introspection

Towards Reforms…

The Jamaica Constabulary Force (JCF) was founded in 1867, in the aftermath of the Morant Bay Rebellion, a local disturbance that escalated dramatically after being badly handled by the authorities. The JCF was primarily modeled on British police practice in Ireland, and till date remains paramilitary in nature and practice. The 1970's saw the institution of the Suppression of Crime Act which invested the Police with extra powers of detention. After nearly thirty five years of the Act, Jamaica is left with a legacy of policing which depends more on "crime fighting" rather than it being centered on the protection of citizens' rights. With a population of 2.6 million people and an annual average for the past 10 years of 139 persons killed by the police, Jamaica has one of the highest rates of police killings in the Commonwealth. The highest number of police killings in any one year took place in 1984, when 354 persons were killed by the police under extra judicial circumstances. Alienation of grassroots people from the police is intense, fuelled by the perception and reality of corruption within the force and linkages between members of the force and the mafia. The lack of trust between citizens and the police is strengthened and reinforced by the severe weaknesses of accountability systems, breaches of law, standards or expectations that the police are expected to adhere to.

Jamaica Police Source: Google /images

Civilians shot and killed by police 1995 - 2002

Police officers killed by civilians 1990-2000

The Jamaican Constabulary Force responding to growing public indignation did a soul searching exercise identifying areas of weaknesses and probable remedies which thus resulted in the formulation of a Corporate Strategy. Following are the salient points:

Crime

In recent times, the murder rate in Jamaica has assumed enormous proportions especially in areas of gang related murders, trafficking and turf wars. The JCF underlined:

• The crime investigation squad will be strengthened to a total number of 100 detectives. All will receive basic Criminal Investigation Branch (CIB) training on an yearly basis.
• A post in the CIB will no longer be regarded as permanent but will be subject to evaluation based on performance.
• A combination of high visibility 24 hour patrolling and targeting of known major criminals.
• Improve on intelligence gathering, developing scenes of crime, photographic section and the fingerprint Bureau to a level where at least in all murders they will be available to provide 24 hour support.
• Upgradation of the Criminal Record Office in order to create a sound and accurate database with entries on deportees, persons charged or convicted.

Developing Community Policing

It is a well documented fact that policing is most effectively done in association with an active cooperative citizenry. The need to transform from the traditional paramilitary and reactive style of policing to a more service-oriented and proactive style has been marked as high priority for the Jamaican Constabulary Force. The JCF underlined:

• Increasing high visibility uniform foot-patrols in the communities and building personalised relationships with members of the community.
• Development of structures of direct accountability to the people at community levels such as the Citizen Consultative Committees.
• Working together with the community in providing services in situations of conflicts, disasters etc.
• Educating people on the criminal victimisation process.
• Community police officers to be given special training and position in the management hierarchy of the JCF.

Top Order reforms

The strategic planning process of the JCF has been debated widely specially in regards to the paramilitary-style of working of the JCF. The JCF underlined:

• Demarcating a clear delineation of responsibilities and duties among the managers and supervisors.
• Promoting a working environment in which managers and supervisors can trust each other and act in coordination.
• Improving on the leadership skills of the managers and supervisors so that they demonstrate the highest standards at all times.
• Empowering managers to perform their role with minimum interference, whilst ensuring that they are provided with necessary assistance and support when required.
• Developing a culture of open communication which will lead to individual development, team-building, implementation of new ideas and initiatives, and the development and dissemination of good practice.

Selecting and developing quality personnel

Complaints of police excesses have increased manifold within the JCF. A conscious effort is being made to change recruitment policies and place a strong screening mechanism. JCF underlined:

• Recruiting process to be overhauled ensuring selection of the most suitable candidate.
• Standards of competence for all probationer constables will be put in place.
• In-service training for both regular and specialist officers to meet the identified special needs of corporals, sergeants and inspectors.
• Values, attitudes and integrity will be thematic to all training courses.
• Development of coherent career development systems and policy in accordance with principles of fairness and equal opportunities.

Reshaping the organisation

The JCF in the process of reorganising its three tier system of policing i.e. (HQ, Area, Divisions) to ensure clarity in its skill training and division of labour. In particular, the top tier of police personnel namely the Council of Deputies, its composition including the possible introduction of professional civilians and their role will be looked at closely. JCF underlined:

• Systematically reviewing the roles of Area and HQ Divisional squads to ensure that their roles and numbers are justified.
• Addressing the relationship between geographic divisions and Areas and HQ Divisional squads thereby defining each others scope of work.
• Developing an agreed Management Information Strategy which will inform the IT strategy.
• Overhauling and updating the record keeping and administrative systems.

The Corporate Strategy prepared by the JCF is exhaustive in theory, some of the initiatives have already been incorporated. What remains to be seen is if these initiatives will ultimately make any difference to the paramilitary style of action for the JCF.