Association of Caribbean Commissioners of Police (ACCP) - 12th Edition - April 2015 by Association Of Caribbean Commissioners of Police

G Greetings It is a great honour and privilege for me, to welcome you the delegates to this our beautiful twin-island Federation of St Kitts and Nevis and in particular to the 30th Annual General Meeting and Conference of the Association of Caribbean Commissioners of Police. I am particularly pleased to be your host for this year’s conference and to assure you that we will endeavor to provide a most hospitable, and relaxing environment that will be conducive to a week full of productive engagements, meaningful exchanges, networking opportunities from which best practices can be derived and social discourse. Throughout its rich history, the ideals and affirmations in its constitution have informed the work and objectives of the Association. Our values and mission have set the standards for competence, dedication, and professionalism as we enforce the law in a constitutional manner.’ These ideals must be at the focus of our discussions during this week as we forge strategic partnerships in furtherance of the conference theme… “Community Policing: Delivering Quality Policing Service”. The theme chosen for this year’s conference

is not only timely, but extremely relevant. The community is an essential pillar within the crime fighting strategy and the offenders are products of the community in which we all live. We must therefore go back to basics and engage the community in a more meaningful way in order to provide effective and efficient quality of service. I am of the view that most of the crime and violence experienced in our region is attributed in large measure to the continuous breakdown of morals and values within the society. We see such deviant conduct exhibited daily in our homes, streets, schools and business places. As a community much is expected of us, if we are to have any real impact on escalating crime. This can only be achieved by cultivating lasting relationships within the communities we police. That said, I wish through this medium to personally thank the many persons and organizations who have contributed significantly to the effort of hosting this conference, especially the members of the Organizing Committee and the Secretariat who have worked tirelessly in the preparation and execution of this event. Again, welcome to St Kitts and Nevis where we are “two islands….one paradise”. I also wish us a highly rewarding conference and hope that all of our objectives will be realized!

STAFFORD LIBURD Commissioner of Police (Ag)

Remarks by Her Excellency Mrs Victoria Dean,

President Message

British High Commissioner to Barbados and the Eastern Caribbean I was delighted to be asked to provide this foreword for the ACCP annual magazine as I have great respect for your work as law enforcement officials, helping to provide security for the region. As the British Government helped to support the establishment of the ACCP Secretariat here in Barbados, it is good to be part of the ongoing work of the Mrs Victoria Dean, Association. British High Commissioner The ACCP remains an important body in bringing the wider region together, with a membership which includes UK Overseas Territories, as well as the independent countries of the Caribbean and those with affiliations to the US, France and the Netherlands. In this increasingly interconnected world the ability for our law enforcement officials to communicate effectively across borders becomes ever more important. Organised crime works to undermine security and good governance on the islands and to hamper economic growth. Many of the officers at my High Commission work exclusively in this area. I am very pleased to report that they do so very closely with your local authorities and that we are able to provide support to your tireless efforts to prevent criminals from operating in the Caribbean. We are particularly focussed on asset recovery, anti-corruption work, combating the trade in illicit drugs and criminal justice reform. The over-arching theme for the UK is very simple: crime must not pay. As the vast majority of crimes are committed for gain, financial or otherwise, asset recovery must therefore be an integral part of the criminal justice system. If not, these criminals are not being properly, or fully, punished for their crimes. Assets must therefore be taken away from criminals, where they have benefitted from their criminality, and should be put to good use in society, by providing additional funding for the criminal justice system and law enforcement agencies, and ensuring that the poorest and most vulnerable citizens who suffer the most from crime can benefit. I am very pleased that Antigua & Barbuda, Dominica and St Vincent & the Grenadines have recently passed civil forfeiture legislation. We hope to see similar changes passed and implemented in those jurisdictions that do not have this within their current Proceeds of Crime legislation. Civil cash seizure and

forfeiture provisions are a simple and effective means of removing money from the criminal economy and thereby preventing and disrupting further crime, particularly drug trafficking, and sending a clear signal that crime does not pay. The Caribbean Criminal Assets Recovery Programme (CCARP), funded by the UK’s Department for International Development (DfID) has been working with your investigative and intelligence officers and prosecutors and mentoring your financial investigations units in order to bring cases to court. There is a strong emphasis on money laundering prosecutions, which provide a unique opportunity to prosecute the top tier of criminality, those who control the criminal enterprise, the “Mr Bigs”. In drug trafficking, they will be the controlling influence, organising, direction and financing the activities from a safe distance. They will not be on the beach when the drugs are landed, running the risk of getting arrested. But they will be closely linked to the money, thereby leaving an evidential footprint when the investigator follows the money trail, before and after the criminal activities have taken place. Our National Crime Agency (NCA) is also working with your units and bringing real results to the interdiction of narcotics. The development and fusion of operational intelligence across the Caribbean region is of paramount importance. It is only by working together, that Caribbean states and international partners will have an impact. One particular success from NCA I would like to mention is the maritime intelligence cells in each of the Eastern Caribbean countries, which have reported significant seizures of cocaine from yacht traffic. On the criminal justice side the UK has been able to support the installation of digital recording equipment in a number of priority courts in the region which were identified by the Eastern Caribbean Supreme Court. The installation of this equipment will ensure speedier trials, reduce delays in proceedings and reduce the likelihood of appeals (as there will be an accurate digital record). Quicker trials will also mean a reduction in remand time for prisoners awaiting trial and consequentially less overcrowding in prisons. I also wanted to commend the region’s participation in specialised training programmes. In January this year a team of experts from the British Royal Navy gave in-country training to coastguards and marine police from across the Caribbean using regional assets. I was proud to hand out certificates to the graduates at the completion of the course. All of this tells me there is great and important cooperation between us. I am delighted that we are able to work closely with you and your teams, and to provide support where we can in tackling crime. The UK remains your supporter and partner in all your endeavours.

does not stop that progress. As an example of the scale of this problem, almost half of our membership nations have changed their Commissioners in the past three years, some several times. This year’s conference carries the similar themes we speak of daily; youths, gang and gun crimes. Our communities suffer disproportionate levels of violent crime and all too frequently young men die violently at the hands of other young men. What has not changed is the commitment of the men and women of our regions’ police services who stand up to protect our citizens and perform their duties with professionalism, perseverance and courage; and who are all too frequently unappreciated for their efforts.

It is my pleasure, once again, to welcome colleagues and friends to the 30th Annual General Meeting of the Association of Caribbean Commissioners of Police, this year, taking place in St. Kitts. Can I firstly place, on record, the appreciation of the ACCP and its members to the Government and Members of the Royal St. Christopher and Nevis Police Force for hosting this event which promises to be informative and productive.

It is incumbent on each of us here for the conference to share our experience of what works, to offer solutions and best practice to colleagues and to make those practices our own for the safety of our countries and our people. Enjoy the conference and I look forward to working with you for a safer Caribbean. Commissioner David Baines, OBE CCM. Mst (Cantab) President of the Association of Caribbean Commissioners of Police & Commissioner of the Royal Cayman Islands Police Service

The need for the ACCP to partake in these conferences to share information and best practice has never been more obvious, regrettably, the tenure of our members is limited and frequently cut short by unexpected external influences; be they removal from office, retirement and suspension of our members has been a repeated experience. The Annual General Meeting and Intercessional meetings ensure that traction and continued progress are kept for the benefit of our citizens and our countries and permit new members of the ACCP to be quickly brought to speed upon initiatives and actions in their jurisdictions. This has ensured the loss of a Commissioner

ACCP Mission and Objectives 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. The exchange of information in criminal investigations; iii. The sharing of common services which may include training, forensic analysis and research and iv. The effective management of law enforcement agencies. In the year 2000 the organization re-defined its mission and objectives in order to be relevant to its current aspirations. These are identified in its Constitution and Bye-Laws as stated hereunder: The Mission of the ACCP is “to be the principal organization for promoting and facilitating: • Collaboration and co-operation in the development and implementation of policing strategies, systems and procedures; • The professional and technical skills development of police officers; and • Proactive measures to prevent crime and improve police community relations”. The objectives of the organization are to: a) develop and maintain a professional organization 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 interests and aspirations of its members; d) influence the development of laws, procedures and practices that will advance the effectiveness of policing in the Region; e)

negotiate and secure funding from individuals

and organizations supportive of the goals of the Association. f) Engage in formal relations with any organization, institution or state agency for the welfare and benefit 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 experiences of benefit to law enforcement; and i) Pursue all necessary steps to ensure that the Association is adequately funded in order to discharge its obligation and to ensure that the funds are effectively managed and properly accounted for. The 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 – acknowledging the benefits of utilizing greater team-work and co-operation for more efficient and effective law enforcement. • Professional and Ethical Standards – striving for efficiency and effectiveness while maintaining 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 differences and the sensibilities associated with such differences. During the relatively short period of its existence the ACCP has made significant 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.

ACCP Membership Profiles

ACCP Membership Profiles contdâ&#x20AC;&#x2122;

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. The holder of a diploma in Strategic Management, he has attended numerous training courses in the Caribbean, Canada, United Kingdom and the United States.

BELIZE - ALLEN WHYLIE Enlisted in The Belize Police Force on 16th November 1986. Serving in numerous districts and the Police headquarters, he was later seconded to the Ministry of National Security and the Ministry of Defence. On 9th January 2013 he was promoted to acting Commissioner of Police and confirmed in the position on 1st February 2014.

GRENADA - WILLAN THOMPSON Enlisted in the Royal Grenada Police Force in September 1985. He served in various capacities before being appointed acting Commissioner on 1st September 2011. The holder of a Bachelors of Law (Honours) Degree from Wolverhamton University, a Bachelor of Science Degree in Management Studies.

ST LUCIA - VERNON FRANCOIS Enlisted in the Royal St Lucia Force on January 4, 1983. He served in various departments which included Criminal Investigation, Complaints Unit, Police Prosecutions Unit and was the coordinator of the Police Reform Programme. He was appointed Commissioner (Ag) on 10th May 2010 and confirmed as Commissioner on 1st May 2012. He holds a Bachelor of Science Degree in Management Studies.

ANTIGUA & BARBUDA - VERE BROWNE Enlisted in the Royal Police of Antigua and Barbuda on the 17th of July, 1975, resigned 5 years later. He enlisted into the Royal Virgin Island Police Force on 5th March, 1980. Served in the Criminal Investigations and the Prosecution Departments for several years, tenure ended in April 2010. He was Re-enlisted and appointed as Commissioner of Police on 1st September, 2010.

BERMUDA - MICHAEL A. DESILVA 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 developed the community beat unit and the schools resource unit. He was elevated to Commissioner of Police on December 16th 2009.

GUYANA - SEELALL PERSAUD Enlisted in the Guyana Police Force in October 1984. He worked in the Narcotics Branch and Criminal Investigation Dept. He was chairman of the Caribbean Working Group of the International Drug Conference, the Guyanese Government expert on the Multinational Evaluation mechanism of the Organization of American states and chairman of CARICOM Standing Committee .

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.

ARUBA - ADOLFO E. RICHARDSON Enlisted in the Aruba Police Force in 1989. Previous responsibilities include legal advisor to the Commissioner and also chief of staff. He also served as head of the Criminal Investigation Department. In 2008 he was promoted to the post of Deputy Commissioner and appointed Commissioner of Police in 2010. He is the holder of a degree in law.

BRITISH VIRGIN ISLANDS - DAVID MORRIS Enlisted in the Metropolitan Police in 1976 until 1984, when he was transferred to the South Wales Police. He worked as a constable, sergeant, Inspector and chief Inspector; He served in various capacities, such as Divisional Commander, Head of Corporate Development, Crime & Operations. The holder of a Bachelors of Arts Degree with honours and a Diploma in Applied Criminology.

JAMAICA - DR. CARL WILLIAMS Enlisted in the Jamaica Constabulary Force in 1984 and was appointed Commissioner of Police in September 2014. The holder of a PhD in Criminal Justice, Dr. Williams served in various supervisory and command positions. He was Director of the Major Organized Crime and Anti-Corruption Task Force, He has a number of publications in various academic journals and has represented the Jamaica Constabulary Force & the Goverment of Jamaica globally,

ST.VINCENT&THEGRENADINES- MICHAEL F. CHARLES Enlisted in the Royal Grenada Police Force in 1981. He served in various departments and was named acting commissioner on 16th July 2013. He participated in numerous professional training programmes regionally and internationally and also participated in Peace Keeping Operations

BAHAMAS - ELLISON GREENSLADE Experience: Enlisted in the Royal Bahamas Police Force in 1979 and was appointed Commissioner of Police on the 4th January 2010. He is the Holder of a Masters Degree in Business Administration from the University of Miami, and a post graduate certificate in Criminal Justice from the University of Leicester. He is also a recipient of the Queenâ&#x20AC;&#x2122;s Police Medal (QPM).

CAYMAN ISLANDS - DAVID BAINES Joined Lancashire Constabulary in 1976, rising to the rank of Chief Inspector before moving through promotion to Greater Manchester Police. During his tenure with GMP, he served in various post including; Head of Corporate Performance; Divisional Commander for Oldham, Divisional Commander for Salford. On June 1, 2009 he appointed to the post of Commissioner of Police.

MONTERRAT - STEVE FOSTER Enlisted in the Royal Montserrat Police Force in September 1984. Served as Deputy Commissioner of Police from 2006 until July 2007 when he was appointed Commissioner of Police. He holds a Bachelor of Science degree in Management Studies and a Certificate in Public Administration. Professional training includes International Command Program, Strategic Management and Planning, Strategic Human Resource Management & Planning.

SURINAME - HUMPHREY TJIN LIEP SHIE Enlisted in the Suriname Police Force in 1981. He acted as Commissioner of Police from July 2011 until November 2012 when he was appointed Commissioner of Police. He worked in various departments including Narcotics Unit, Judicial Department, and Surveillance unit. He was also director of the Programme Implementation Unit of the Ministry of Justice.

BARBADOS - DARWIN DOTTIN Enlisted in the Royal Barbados Police Force in October 1971. Previous responsibilities include Head of Bridgetown Division, Assistant Commissioner with responsibility for Crime and Commandant of the Regional Police Training Centre. He was appointed Commissioner of Police September 2003. An Attorney-at-Law having graduated from the U.W.I. in 1990; holder of a Diploma in Applied Criminology and Police Studies from the University of Cambridge.

COMMONWEALTHOFDOMINICA-DANIELCARBON Enlisted in the Commonwealth of Dominica Police Force on 16 January 1985 and was appointed Commissioner of Police on 1st January 2013. Commissioner Carbon worked in various department including Traffic, Special Branch, Southern Division and the Criminal Investigation (CID).

ST. KITTS & NEVIS - STAFFORD W. LIBURD COP Enlisted in the Royal St Christopher and Nevis Police Force in 1976. He completed his initial Police Training in St Kitts and was promoted through the ranks and was recently promoted to the post of Commissioner (Ag). He completed several Police and Management Courses locally, regionally and internationally including explosive handling, criminal investigations (Junior and Senior levels), Junior Command Training, RSS Staff Training, Traffic Management, Police Management, Criminal Justice at Bramshill, UK. He was also seconded to Grenada as an investigator in the aftermath of the Revolution. .

TRINIDAD AND TOBAGO - STEPHEN WILLIAMS Enlisted in the Trinidad and Tobago Police Service on 17th April 1979. He worked in the departments of Guard and Emergency Branch, Court and Process Branch, Eastern Division and the Executive Secretariat. He also served on several Cabinet appointed committees including multinational security task force for the Commonwealth Heads of Government Conference in 2009. He was appointed acting Commissioner of Police on August 7th 2012.

ACCP Membership Profiles contd’ TURKS & CAICOS ISLANDS - JAMES SMITH A forty year police veteran, Commissioner Smith was appointed Commissioner in February 2015. He serving in England, Scotland, Hong Kong and the Cayman Islands. He is the holder of Post Graduate Diploma in Policing and Applied Criminology, and a Post Graduate Certificate in Management Studies. He served in the drug squad, anti-vice team, riot control, Scottish court and parliament. He was also Assistant (Temporary) Chief Constable and Deputy Chief Constable of the London Metropolitan Police. In 2008, he acted as Commissioner of Police in the Cayman Islands.

US VIRGIN ISLANDS - DELROY RICHARDS Sr. Enlisted in the United States Virgin Islands Police Department in 1968. He was appointed Commissioner of Police Designee in January 2015. He worked in the Juvenile Investigations, Criminal Investigations and Internal Affairs, he was promoted to Deputy Chief of Police of St Croix in 1987 and in 1994 was elevated to Chief of Police of St Croix. He later retired becoming Special Assistant to the then Commissioner of Police. He subsequently became Vice President of a Private Security and Armored Service Company.

CURACAO - Commissioner Mauricio Sambo / FRENCH ANTILLES - Commissioner Philippe Touyet

Farewell Guyana Commissioner Leroy Brumell

Jamaica Commissioner Owen Ellington St. Kitts & Nevis Commissioner Celvin G.Walwyn

United States Virgin Islands Commissioner Rodney F. Querrard Sr.

Celebrating Our Officers

Novelette Grant

Deputy Commissioner of Police JP, MA, MSc, BSc

Miss Novelette Grant, Deputy Commissioner of Police in Charge of the Administration and Support Services Portfolio. Enlisted in the Jamaica Constabulary Force 26th October 1981 and completed two years of training in laws and police procedures at the Jamaica Police Academy from which she graduated “Best all Round Performer” from a class of ninety‐nine. She has since received extensive training in law enforcement. A career police officer with over twenty years’ experience in specialized and generalist police leadership and management working in crime , operations, and administration at branch, divisional and area and portfolio levels; leading key reforms including the JCF Reform and Modernization Program and the recommendations of the 2008 JCF Strategic Review. Demonstrable experience in strategic management, organizational transformation, human rights practices and intervention, human resource development, governance, international relations, law enforcement, gender, urban crime and violence prevention. A committed proponent of ethical conduct and accountability; A self‐motivated professional who fully understands the complex demands of the policing environment, with proven ability to develop and implement appropriate and effective police response. A strategic thinker, problem solver, collaborative and open‐minded, creative and adaptable to changing needs. An effective communicator at all levels with the ability to inspire and motivate others and a respected team player capable of facilitating an energetic and productive working environment.

She holds a BSc in Management studies (Hons) and MSc in Human Resource Development (Distinction) from the University of the West Indies (Mona) and a MA in International Studies (Merit) from King’s College University of London.Miss Grant is also a 2001 Fellow of the Centre for Hemispheric Defence Studies, National Defence University, Washington DC where she received training in Defence Planning and Resource Management and in 2005 Advanced Policy making training from the said institution. She also holds a Certificate in Applied Project Management from the University of Boston. In 2003 Miss Grant was selected for a one year strategic leadership course at the prestigious Royal College of Defence Studies in London, England. She is the first member of the Jamaica Constabulary Force and only the third Jamaican to have been selected for this College which is the foremost institution of its kind that annually selects its members from over 40 countries worldwide. She has since benefited in more formal strategic leadership development as in November 2008 Miss Grant was selected by the United Nation’s for its Senior Senio or Mission Leaders tr ttraining aining held in Brazil.

MOTOROLA SOLUTIONS/ACCP

Scholarship Winners

Akim Young-Antigua

Sabrina Holder - Barbados Andrea Baptiste - Grenada

Darrel Noel - Grenada

Karrelle Lewis - Grenada

Janelle Lewis - Grenada

Karecia Byfield - Jamaica

Nehanda Parkes - Grenada

Danni Maynard - St Kitts

Javonnique Noel St Vincent & Grenadine

MOTOROLA SOLUTIONS/ACCP Scholarship Awards Presentation

Regional Recognition Awards Programme

Winners WINNERS

TOP CARIBBEAN COMMUNITY POLICE OFFICER

Winner Constable Cornelius Pompey Cayman Islands

First Runner Up Constable Silvina James St. Lucia

Second Runner Up Corporal Stephen Billy St. Vincent and the Grenadines

TOP CARIBBEAN CRIME FIGHTER

Winner Inspector Eddie Monlouis St. Lucia

First Runner Up Constable Milawn Frank Grenada

Second Runner Up Inspector Trevor Bailey St. Vincent and the Grenadines

TOP CARIBBEAN CAREER MOVE OFFICER

Winner Inspector Hawkins Nanton St. Vincent and the Grenadines

First Runner Up ASP Mashama Sealy St. Lucia

Implementing Community Policing: Need for Context and Structural Adaptation

Community policing has been hailed by many police organizations around the world as a major paradigm shift from the ‘professional’ model of policing. Traditional crime-fighting and enforcement-oriented policing with its accompanying centralised, bureaucratic command structure has apparently given way to an inclusive philosophy based on encouraging partnerships between the police and communities in a collaborative effort to solve crime and disorder (Williamson 2008). While familiarity with the community policing as a philosophy and strategy has saturated the Caribbean policing environment as a function both of diffusion of information and international funding agencies support for decades, there is little evidence of its successful incorporation into every day traditional policing strategies and operations. However, if asked, respective organizations would report that they have adopted community policing, or are in the advanced stage of its implementation process. Within the context of the intent of successive reform programme for Regional Police Organizations, the implementation of community policing represents a key policy option, and a strategy aimed at achieving more effective and efficient crime control, reduced fear of crime, and improved police legitimacy. While much have been written regarding the potential that the adoption of community policing may have for facilitating positive transformation in police community relations and interactions, and the quality of community life, the Region’s experience would admit that implementing community policing as the organisational change enabler remains a challenge. There is growing evidence that generally, regional police reform programmes in their successive attempts at adapting community policing have not adequately address the specific features and needs of its environment; including the characteristics of local commu-

nities, nor the structures and organization of policing and the consequent impact on the organizations’ ability to achieve desired results. However, despite these somewhat discouraging reflections on the implementation of community policing across the region, there are a number of successful local community policing initiatives worthy of commendation. It cannot be denied that some reform programme recommendations have been implemented within respective police organizations with positive outcomes. However, the overarching view, arguably so , is that the outcomes of the attempts at implementing community policing as organizational change highlights the absence of evidence of sustained planned organizational changes to the nature and structure of policing . It is now recognizsed that police organizations wishing to adapt a community policing philosophy and its related strategy must undergo a certain degree of structural and cultural transformation (Williams, 2003). That is, the transition to a community policing model requires a fundamental shift in how police officers have historically viewed their role and functions, and consequently how they perform their duties, and will be required to perform these duties in an ever changing policing environment. While traditional notions of police organizations are grounded in a closed-system perspective and emphasise the autonomy of the police from the community, there is the growing appreciation that contemporary law enforcement environment and police organizations are increasingly becoming “open systems”. An open systems framework outlines the basic elements of the organizational context, that is, features of the organization and its environment that affects its form and function, and provides a foundation for considering the relationship between organizational context, structure (Wilson,2006) and consequently,

attempts at implementing community policing as organizational change. As an open system, the nature of organizational structure and function of police organizations depends on contextual features outside the control of the organization, and features of internal subsystems within the organizational context. Two theories, based on the open systems framework provide lenses through which to understand how organizational context may affect police organization activities. Contingency theory describes the task environment of organizations, and institutional theory describes the environment of expectations of the organizations. Together, the task and institutional environments form the context of police organizations (Wilson, 2006; Giblin, 2006; Scott, 2002). Contingency theory contends that the most appropriate form of the organizations depends on the task environment, and consequently a contingency model of community policing implementation can be considered as the theoretical framework that consider the implementation of community policing as a function of the organization’s task environment, structural dimensions and the congruence among them. And, the basic tenets of institutional theories are that organizations are social systems shaped by the social, cultural, and symbolic systems in which they are situated (Donaldson, 1995), and consequently, organizational success and survival ultimately rest on the ability of the organization to conform to the demands of its institutional environment. The reform programme attempts at implementing community policing as organizational change will fail to endure if adequate consideration is not given to the provision of the supportive structural changes that are essential to institutionalising desired behavioural change. As stressed by Scott (2002), organizations are as successful as they are successful in adapting to their environments. Consequently, when attempting to implement a community policing paradigm, if specific features of the environment and characteristic of the community are not taken into account a major threat to programme implementation success exist. Wilson (2005) in his explanation of the relationship between police organizations that have appliedy community

policing to their environment, recounts and brings into focus the fact that the structure and activities of organizations are responses to the institutional environment, and that contingency theory suggests that the task environment of the organizations determines its structure and activities. Because the organizational context of police organizations includes both the task and institutional environment and comprise elements to which the police respond in its efforts to maximise organizational effectiveness and to improve perceived legitimacy, an effective public policy for a community policing programme that matches the characteristics of both the environment and the police organization is required if organizational change is to be realized. Studies of the human dynamics of organizations offer compelling evidence that organizational structure is a major determinant of employee behaviour (Goffman, 1961; Zimbardo and Ruch, 1977; Wilson, 1989). Applying this concept to reform agenda, a further conclusion is that the attempts at implementing police organizational change will failed to endure if adequate consideration is not given to the provision of the supportive structural changes that are essential to institutionalizing desired behavioural change. The current nature and structure of policing across the region have evolved from its pure traditional para- military style and model, through an adaption of features and characteristics of varying and sometimes contrasting policing styles and models. The structure and nature of the evolved style and model of policing, represents the grafting unto the traditional para-military model features and characteristics principally of the situational model, COMPSTAT model, intelligence-led policing, and community policing; but have remained predominately para-military in its nature and structure; reinforced by contemporary policing strategies and practices. The outcome of this evolution represents a policing style and model whose nature and structure are influenced and framed by the socialization of individual officers, internal police culture, select organizational determinants, and the police task environment, positioned within a context of the features and characteristics of a blended para-military situational po-

licing response. The maintenance of the evolved style and model of policing also is a derivative of the police operational strategy response to successive national security policy approach to the nature of crime, the fear of crime and public disorder, that is the organization’s task environment. The attempt at implementing community policing within the region’s respective policing environment remains in the experimental stage of development, with its potential for success influenced largely by contemporary policing strategies and practices and the prevailing policing service delivery structure. For police organizations to undergo successful transformation, and transition to their reform intended community policing paradigm, police operative at all levels of the organization need to recognize and appreciate the barriers to such change. And while having this knowledge does not in and of itself guarantee that the attempts at reform will ultimately succeed, such knowledge will allow for the understanding and appreciation that successful change requires attention to a myriad of issues and challenges at all levels of the organization. Policing occurs in specific contexts, and will be shaped by and to some degree, shapes those contexts. Reforming a policing system will always be difficult because reforms cannot be only of the police but require changes in contexts and organizational structures required to support and sustain such reforms. Reforms must take the interests (as well as the values) of reformers and of the organizations to be reformed into account. Police reform, hence, requires an understanding of the macro processes that shape policing, but that is not enough. To promote and implement effective reforms requires knowledge of the micro processes that affect the implementation strategies and policies of specific police organizations. The trend towards community policing as the principle police operating style is international and international comparisons are useful. However, it is clear that no ‘one size fits all’ within the region or even across national districts or areas is adequate, as community policing should match distinct local conditions and crime and safety problems. A police

philosophy and approach should reflect the need for local responses to local conditions and problems and should encourage innovation within national guidelines. Despite the strong arguments for community policing, there is resistance by some managers and officers. This resistance is best countered by adopting a number of strategies focused on convincing those resistant to community policing of the benefits to both them and the organization of adopting a community policing operating style. Training is an important mechanism to teach community policing methods and also for convincing those to be trained of the benefits of a community policing approach.

_____________________________ 1. Views regarding community police implementation is informed and influenced by the varying definition and perception of its success held by local police operatives and that of the donor agencies supporting/funding its implementation 2.

Maguire (1997) points to the view that “police organisations that implement the programmatic components of community policing without the structural changes required, will lack the appropriate infrastructure to support community policing activities, and will maintain or eventually revert to the more traditional form of policing

Written by Dormah B. Harrison a former Assistant Commissioner of Police is a Lecture & Law Enforcement Consultant to the UWI’s Institute of Criminal Justice, Police Consultant to the International Community of the Red Cross (ICRC), and Executive Director of Caribbean Law Enforcement Partners.

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Use of Force in Law Enforcement Operations:

“Joint Operations”: A frequent feature in the Caribbean.

Harmonizing Standards with Practice

(The following article reflects the major topics presented by the author at the ACCP Inter-sessional Meeting in Miami on 1 December 2014) Law Enforcement encompasses generally the following basic responsibilities: maintaining public order and security, detecting and preventing crime, and providing assistance to the citizenry. To fulfill their mission, law enforcement officials (LEO) Mr. Yves Giovannoni may exercise basic powers International Committee enshrined in their national legislation: arrest, detention, of the Red Cross search and seizure, and the use of force and firearms. When exercising such powers, law enforcement officials remain bound by the commitments of their State under international human rights law, which is, in turn, expected to have the applicable international law fully implemented into its domestic legal order. The corresponding internationally recognized minimal standards, especially for the use of force under a law enforcement paradigm are reflected mainly in the Code of Conduct for Law Enforcement Officers (CCLEO; Adopted by the UN General Assembly in 1979) and the Basic Principles on the Use of Force and Firearms by Law Enforcement Officials (BPUFF; 1990). Maintaining law and order by means of law enforcement operations (LEOps) is typically the responsibility of civil authorities and the task of the police and/or, possibly, of specially equipped and trained security forces, such as gendarmeries. In contrast, the primary role of the armed forces is to conduct hostilities in armed conflicts, i.e.: defending their national territory against external threats, in international armed conflicts; or conducting hostilities against an

internal adversary, in non-international armed conflicts (NIAC). However, in situations that do not qualify as NIAC, but may be characterized as internal disturbances and tensions and can include situations whereby organized armed groups (gangs, criminal organizations, etc.) wield considerable influence on parts of a population, as it is occurring in different contexts worldwide, armed forces are in many countries required to assist the police. The CCLEO acknowledges this option in the commentary to its Article 1 as it includes military forces in its definition of Law Enforcement Officials. Disturbances and tensions can involve high levels of threats and violence as some non-State actors even use assault rifles. The line separating disturbances and tensions from armed conflict is sometimes difficult to determine, but doing so correctly is of paramount importance when it comes to the use of force. If a State decides that the intensity of the violence corresponds to an armed conflict, then the rules on the conduct of hostilities under international humanitarian law (IHL) will apply. In a law enforcement paradigm, however, resorting to IHL rules may result in disastrous humanitarian consequences. In fact, this would compromise the State’s obligations under international human rights law and the applicable internationally recognized standards and likely engage the personal responsibility of the officials involved. Hence, differentiating these situations has direct consequences for both the members of the respective security forces and for the possible victims, because it determines which obligations and rules apply and the protection they provide.

Several Caribbean States have high rates of homicides, often gang-related. Needless to recall, the greatest threats within the region are due to transnational criminal organizations involved in drugs and/ or arms trafficking, often inter-connected with local gangs that thrive on prevailing economic disparities. These illicit activities have over the last decades provided local non-State actors with substantial firepower and means of coercion. While this worrying situation does not affect all States of the region to the same degree, its humanitarian consequences manifest themselves not only in the numbers of injured and deaths, but often in general insecurity, prolonged confinement of many households to certain neighborhoods, reduced access to basic services (health and education) and job-opportunities, compelling the dwellers of these neighborhoods to indulge into illicit trades and pay obeisance to gang-leaders. Adequate use of force in LEOps is a particularly challenging issue in the Caribbean region. Law enforcement patrols and contingents in most contexts of internal security operations include the Defense forces, in support to the police. However, owing to their different corporate cultures and original functions, “joint operations” often still require specific policies to be issued by the respective ministries, which subsequently could be translated into appropriate standard operating procedures (SOPs), existing training programs and drills as well as the corresponding equipment to avoid risks of excessive use of force and public backlashes owing to recurring well-publicized incidents. Standard Operating Procedures: Kingpins for integrating international standards into practice As indicated, all State authorities anywhere in the world must ensure that doctrines and procedures adequately integrate the aforementioned internationally recognized standards – particularly when the military is being deployed to assist in law enforcement oper-

ations. To this end, the availability of adequate SOPs within the framework of law enforcement tasks is essential, since SOPs are required to ensure the appropriate planning and conduct of operations. Their integration into existing training programs and drills as well as their adequacy with the equipment used are, in turn, crucial matters to be addressed in order to ensure that operations involving use of force are carried out in conformity with the said standards. All over the world, operational decision-making processes for LEOps follow a similar pattern within existing systems of preparedness and training, aiming to decide on the elements required to fulfill the assignment requested by the higher command. The commanders in charge of the operations must necessarily take into account all existing circumstances, such as the level of threats to be deterred, controlled or suppressed; the physical and human environment in which threats are to be addressed and the available assets. When all the pertinent factors have been determined, adequate operational orders can be issued, which allow a coherent decision-making and orders to be devolved to subordinate levels, down to the smallest unit. Operations often have to be organized and carried out in a very short time-span. Therefore, the available options for this decision-making process must be determined well in advance in the form of SOPs, because preliminary clarity is required regarding, notably: the doctrine and procedures for: deployment; tactics to ensure control over escalation and de-escalation of violence; use of force and/or firearms (with the necessary follow-up investigations); the commander’s responsibility before, during and after an operation, in particular with respect to threat analysis and planning, directing of operations; tailoring rules of engagement to each specific assignment, incorporating adequate rules of use of force and, in extreme cases, of firearms (BPUFF, Art. 9: “self-defense or defense of others against the immi-

nent threat of death or serious injury”); selection of appropriate units for the mission; police-military relations, whenever required; command subordination and control as well as mechanisms for operational communication to facilitate coordination and reporting, in particular of arrest/ detention; selection of adequate means for maintaining or restoring law and order; availability of appropriate equipment, including for the protection of law enforcement officials; ensuring a professional evacuation of wounded and dead persons, knowing the medical and humanitarian actors possibly involved; consistent education and practical training (drills) at the different levels. Fostering an enhanced dialogue on the application of international standards on the use of force Concerned about the multiple dimensions of the humanitarian situations prevailing in different major cities affected by violence in the Caribbean, the ICRC started in 2013 by approaching Chiefs of Defense Forces and Police Commissioners in Trinidad and Tobago, Jamaica, Belize and Guyana and proposed, in addition to the mixed (police & military) training-of-trainers courses that had been dispensed by ICRC experts already since 2012, to conduct joint round-tables on LEOps to foster an enhanced dialogue among all stakeholders. Expert representatives of ministries of national security gradually joined the various processes, which could reckon with an appreciable high-level participation of senior police and military officers to discuss the challenges and respective roles during the frequent joint operations. Interestingly, in three of the four contexts, similar conclusions and recommendations came up with a view to avoiding risks of excessive use of force: streamlining the joint SOPs, organizing joint training and drills and examining more closely the consistency of the equipment used in relation to the type of oper-

ations. In the fourth context, the two first matters had been tackled and regularly revised through the standing mechanisms of “Joint Services” established along with the police and armed forces. ICRC Scorecards: An asset for self-assessment and harmonizing applicable standards and practice An important feature of the round-table meetings was the presentation of the ICRC’s Excel Scorecards, an assessment tool which provides the whole array of issues and requirements related to LEOps and comes with an incorporated algorithm that allows police and military forces to rate themselves regarding the required level of integration of the applicable standards into matters such as doctrine, education/training, equipment, sanctions, etc. Likewise, the ICRC Scorecards (which can be formatted according to priorities) can provide the baseline for a plan of action to be guided by a “steering committee” or “working group” due to coach the interdisciplinary process of harmonizing applicable standards with practice. The conclusions and recommendations of the round-table meetings have been shared with the police commissioners, chiefs of staff and ministers of national security. They may serve as a baseline among all stakeholders concerned with a view of fostering, in each context, a process of streamlining incrementally and systematically operational procedures and requirements, starting with the priorities identified by the respective police and armed forces themselves. CARICOM/IMPACS has also been approached and stands ready to support these processes on the regional scale, fostering exchanges of experiences.

St. Kitts/Nevis Police TAPS into new Community Programme Police officers in St. Kitts and Nevis are embracing a new programme to bridge the gap between themselves and at-risk youth as part of their community policing initiative. The Teens and Police Services (T.A.P.S.) Academy was introduced on Thursday (July 03, 2014) to senior ranks of the Royal St. Christopher and Nevis Police Force (RSCNPF) as well as the junior officers who will implement the initiative in high schools across the Federation. It is designed to team up the police and teens to foster a better understanding of each other’s reality and encourage open discussion on topics directly affecting them. The initiative was adapted from the Houston Police Department (HPD) in Texas, USA. Retired Assistant Chief of Police at HPD Brian Lumpkin commended the RSCNPF for implementing the programme after learning about it at a recent Commissioners’ of Police Meeting in Trinidad. He noted that the local police are uniquely positioned to have a positive impact with the population. He highlighted that “the mission statement, the commitment to community policing, the type of officers that are very community oriented and some of the programmes which officers were already successfully involved in are commendable,” he stressed: “You are dialed into the education system and you have good relationships with the teachers. That’s key.” Criminologist Dr. Everette Penn co-founded the TAPS Academy who facilitated the local training along with Assistant Chief Lumpkin highlighted bullying, anger management, drug usage and gangs as some of the topics covered in TAPS. The students were encouraged to speak freely about those subjects. Dr. Penn emphasized that police officer mentor was there to answer questions and give guidance. Deputy Commissioner of Police Stafford Liburd encouraged residents to embrace this new initiative which was in keeping with the RSCNPF’s motto: “Making the Difference in Community and Law Enforcement”. He expressed the desire to engage the public requested their continued support for the police and continued support of law enforcement in any form.

TAPS launch in St. Kitts / Nevis

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It has been agreed by industry stakeholders that the Caribbean with its tropical climate, blue tranquil waters, white sand beaches and warm, friendly people makes the region undoubtJames Forbes edly the best choice for a vacation destination. In fact, the Caribbean region is considered by many as their dream destination. Of equal importance is the fact that the Caribbean is the most tourism dependent region in the world. Tourism is a globally competitive business and is vulnerable to challenging eventualities to include but not limited to issue such as economic crises, natural disasters, outbreak of warfare and epidemics. Tourism safety and security are of paramount importance when providing quality service to persons who have chosen to expend their hard earned savings to enjoy a pleasurable vacation. There is no question that the success or failure of a favourite destination depends on being able to provide a safe and secure environment for visitors. There have been recent historical events that have jolted the industry. These include the 9/11 attack in New York and Washington which had a devastating effect on aviation travel. The effects were not confined to the United States but had a rippling effect worldwide; these effects are still being felt today at the screening points of Airports around the world, more so for destinations to and from the United States of America. The Caribbean’s enviable perception as being a relatively safe region is among its major assets as a tourist destination. This with its natural assets has been the premier sales pitch for the marketing agents across the region. While we bask in the luxury of the regions tranquillity, we cannot be complacent, given the

growing concerns among tourism stakeholders who fear the potential damage that may inflect on the perception of safety and security of the industry in the region. This vulnerability of the industry was exposed in Jamaica in 2010 following the joint military/police operation into Tivoli Gardens. It clearly demonstrates the impact of civil unrest and the perception of insecurity on the tourism industry. According to a UNDP Report on the Macro Economic impact of the Tivoli Operation, travel advisories were issued from Canadian, American, British and Australian Governments’ Foreign Affairs Offices. One of the largest carriers at that time, Air Jamaica, cancelled outbound and inbound flights to and from Jamaica as a result of the civil unrest and the sporadic blocking of road ways. In addition to losing revenue as a result of the International Cricket Match between the West Indies and South Africa that had to be shifted to Trinidad, the country also lost out on potential tourists and suffered cancellation in room bookings. The report estimates that there was an estimated twenty billion dollars in the tourism sector, 2.6 billion of which was spent on advertising as a means of damage control. Despite there being no infrastructural damage to any of the Tourism installations or any visitor being harmed based on the fact that the violence was confined to a specific section of the country, the tourism industry suffered tremendous setbacks. The significant sum of money that was spent by the government was complemented by that spent by private investors in seeking to repair the country’s image in the International Media. More recently the outbreak of the Chikungunya Virus in the region which affected over a third of the Jamaican population created a scare for the Tourism industry but fortunately did not seem to have any major impact of the bookings or visitor arrivals to the

island. However, the potential of a health scare loomed over the industry and had stakeholders on edge. Of equally grave concern is the recent news item published by CNN that there may be sympathizers of the Islamic militant group, ISIS, operating in some Caribbean islands including Trinidad and Tobago as also Jamaica has certainly not gone unnoticed by Tourism Sector stakeholders in the region; while on the surface these may have anecdotal impact on the bookings or arrival statistics, the vulnerabilities and the consequences are far reaching. Cyber-crime has been making its presence felt in the region, this is evident by the frequent reports of Credit Card Fraud and Identity theft, fleecing visitors thousands of dollars, these activities are aided and abetted by local merchants who facilitate the process by providing the goods knowing that the cards are fictitious. Another set of players in the business of crime for profit are the now infamous “Lottery Scammers”. This operation which has its origin amongst the Nigerians was made even more prominent by Jamaicans and is concentrated in the western section of the island which ironically is the tourist capital. Lottery scamming is a multimillion dollar transnational crime; it involves local scammers who have close associates in North America, mostly the United States. Area Code 876 (the number which is the official area code for Jamaica) was used by law enforcement officials of the United States of America to promulgate information advising potential targets of the current trends of scamming and swindling of vulnerable American Citizens of a certain demography as per their financial assets as also to edify them of the existence and modus operandi of scammers. The victims are led to believe that they have won a lottery but the cash prizes will not be released without up-front payments of fees or taxes. These lotto scammers are known to live very lavish lifestyles; they earn millions of dollars per week and are even known to use Champagne to wash cars. “They literally burn money, there is a competition to see who can burn the most money”, this was the report of the head of the Organized Crime Investigation Division in a local newspaper. “Anyone armed with a 4G

Modem, a cellular phone and a computer loaded with a magic jack can earn a whopping $120,000 USD or $10.2 Million JMD a week in the illegal venture commonly known as lotto scamming” the senior Police Officer reported. While lottery scamming has no direct co-relation to tourism or does not target visitors to the island, the image that is portrayed has rippling effects on the industry. The tourism industry depends on the movement of people and the impact of security or related incidents and activities can have devastating effects at varying levels. Fortunately, tourism officials understand that tourism is undergoing a major paradigm shift, in that the old concept which posits that tourism security is a necessary evil that does not add to the bottom line is a fallacy and that a lack of effective and efficient safety and security measures will significantly jeopardise tourism’s future. Therefore several countries in the region have taken measures to combat crime, particularly as it relates to the tourism sector. As an individual entity and the leading chain of all-inclusive resorts and one of the most award winning in the region, Sandals Resorts International has been ultra-proactive in its approach to visitor safety and security. Sandals, which has it head offices in Jamaica recognizes the importance of partnership in ensuring a collaborative approach to the issue of visitor safety and have formed alliances with major stakeholders within the industry. Partnerships have been forged with the local law enforcement fraternity both in Jamaica and throughout the region. The company has forged alliances with international partners such as the United States Embassy in Jamaica as well as other islands in which they operate, the Canadian Embassy in Jamaica, the Association of Caribbean Commissioners of Police, major Banks and other financial institutions. These efforts, associations and alliances have reaped tremendous success and have enabled Sandals to enjoy a relatively safe environment and possess the capacity to fraught the emergence of security challenges as well as to forecast any pending or unforeseen eventualities.

Applying Business Principles & Data Analytics to Policing Police departments are not businesses. Events in Ferguson, Missouri have highlighted this fact to us as the local police department there allegedly used fines derived from a variety of minor offenses levied on the local community to fund aspects their department. Police departments should, however, apply business principles to the full gamut of operational and non-operational processes in order to operate as efficiently and effectively as possible. It is also the best way to ensure that the police department meets the demands of the citizens. To do so Mat Campbell empowers police leaders to not only understand the true inner workIan McPherson ings of their organizations and ways to improve them, but provides the very vehicle by which those same leaders can successfully argue for increased funding or resourcing, or authoritatively articulate the impact of government decisions to increase or decrease funding of the department. KPMG’s Justice and Security practice assists police leaders around the world to apply business practices to their organizations and in doing so has developed an excellent track record of improving performance; including doing more with less where necessary, making better use of resources, assisting police chiefs in understanding areas of departmental weakness and strength, improved community engagement, and importantly, reduce crime. It has done this by analyzing the full range of practices and processes employed across the whole department and helping police leaders to understand what that data is telling them. Managing Police Resources – The KPMG Justice and Security team are frequently requested to come into a police department and help work out how to either deal with heightened community expectations, deal with calls for improved performance or on occasions deal with increased budgetary restraints. KPMG does not operate alone; it seeks to work alongside police leaders, their teams and to leave a lasting capability. Having done this benchmarking that department’s activities at a point in time is necessary. KPMG does this utilizing a methodology called Police Comparative Assessment Tool (PolCAT). This tool provides a robust framework by which the KPMG team, working alongside local police officers, can move through the department and ascertain where money, resources and activities are being utilized. This provides a clear picture of those functions or divisions that are operating efficiently and creating significant output in the communities they serve as well as

identifying those that do not. But more than that, PolCAT enables a baseline of qualitative analysis to take place in order to determine the quality and utility of those outputs in meeting organizational objectives. Using this validated data the department’s leadership team is then able to make decisions about those parts of the organization that require reallocation of budget or resources to improve, or refocus, outputs. Proactive Policing – The challenge facing most departments is how to create capacity to move toward proactive policing. KPMG has a successful track record in doing just this. Drawing down resources from a variety of functions and then focusing these on the most critical areas of challenge facing the department. Once capacity has been identified in the department using the PolCAT tool described above it is then up to the leadership team to decide how to best utilize those resources. KPMG’s Justice and Security team can advise on options available to implement transformation opportunities that focus on improving effectiveness and releasing resource capacity. Both police leaders and politicians then have options to deal with financial challenges when balanced against the need to maintain resilience and improve service delivery. The imperative at this point is to focus police resources on those victims, offenders, locations, and times that can yield the greatest impact on understanding the underlying causes of crimes and, therefore, seek to reduce criminal behavior. This switch to proactive policing activities is driven by the fusion of intelligence and analysis. Community Engagement – Community engagement is the bed rock of policing. The ability to listen to communities, act upon their concerns and keep them informed has been proven to increase levels of confidence and trust not only in the police, but also within the communities themselves. This partnership between communities, the police service and government supported by efficient and effective specialist departments draws together the best from the past alongside the need for contemporary investigative techniques. A partnership that places localism and intelligent resource management together focusing on supporting the most vulnerable whilst allowing sometimes meagre resources to bring offenders to justice. Police engaging with communities is more than merely attending a community forum a couple of times a year. It is requires the very best police officers doing some of the hardest work. Building trust and confidence within some communities is incredibly difficult and requires tough, emotionally intelligent, intellectually intelligent and empathetic police officers engaged with that community and its members for a sustained period of time. Do not be surprised though that certain categories of crime are increased as trust grows; such as reports of domestic violence. In some quarters this may be viewed as an indicator of failure, however, the opposite is true. With the protection of the vulnerable in the community being seen as the most important role of a modern police department trust is key to identifying victimization and bringing offenders to justice. As a community begins, or deepens, its trust of the local police its members will begin to come to you with information and requests for assistance that may well lead to more arrests. When qualitative criminal analysis complements effective community policing the true underlying issues driving criminal behavior present themselves. At that point police leadership is empowered to make decisions targeted at reducing those causes of criminal behavior and eventually reducing the crime rate and fostering safer, more productive communities. Performance Measurement – As the saying goes, those things that get measured, get done. In order for

performance management to be effective two key ingredients are required: good quantitative and qualitative data, and clear accountabilities at the force, division and individual level. Police leaders should not, however, solely focus on measuring outputs and outcomes, but also the means by which they arrived at that level of performance. This will then tell you not only how efficient you are, but enables you to learn and thereby improve. As illustrated above in the discussion on community policing an increasing crime rate is not always an indication of poor performance; indeed it may be an indicator of excellence in policing. KPMG’s Justice and Security practice spends time with police departments to develop the most effective ways for organizations to identify issues and work alongside communities to resolve them.

Ian McPherson and Mat Campbell are members of KPMG and leaders in the North American Justice and Security practice. Ian is a former Assistant Commissioner of the London Metropolitan Police and Mat is a former intelligence officer and management consultant to the policing and national security sector. Applying Business Principles and Data Analytics to Policing Ian McPherson and Mat Campbell, KPMG Justice and Security March, 2015

As Schools Prepare for Mobile Device One To One Programs Is Your Agency Ready? Pay attention to your surroundings Mobile computing devices are providing new If you’re threatened or in danger to give learning opportunities for schools and students. But with up your device – Give it up the new opportunity comes risk. Thefts of these devices are on the rise and some students are becoming targets of crime. Submitted by Harold L. Reaves The U.S. Federal Communications Commission (FCC) reSafe Schools Program Manager for North America | Investigations ports 30 to 40 percent of all street robberies involve mobile Absolute Software Corporation phone: 1 877 600 2293 | Opt. 1 ext. 551 devices. Two-thirds of these robberies target children be| fax: 877 602 9001 | mobile: 803 422 0702 hreaves@absolute.com | tween the ages of 12 and 18. Schools are now faced with the www.absolute.com | Corporate Security Blog growing challenge of educating and providing a safe enviAbsolute Software | Track. Manage. Secure. ronment for their students using these devices. There are several considerations and processes that schools need to implemented prior to any type of mobile computing device deployments. Staff should receive training on all software and tools that will be used on the devices. The safe storage room selection should include input from School Resource With world-class beaches, interesting historical sites and Officer’s, and security staff. Schools are also unique cultural opportunities, the Caribbean has earned its tasked with providing students and staff with distinction as the cruise industry most popular destination. a safe use and learning environment when And for more than a quarter of a century, the Association using mobile computing devices. School disof Caribbean Commissioners of Police (ACCP) has strived tricts need to implement and train on Stuto provide a safe and secure environment for the millions of dent Use and Expectations Policies along visitors who visit the region each year. with Digital Citizenship Policies. Safety edA proud partner of the ACCP, Carnival Cruise Lines ucation is a crucial component since it alworks closely with the organization to create a welcoming lows students to avoid situations where they atmosphere for our guests so they can enjoy the region’s may be at risk. Strong partnerships between magniﬁcent beaches, interesting historical sites and unique school administration, staff, parents, stucultural opportunities. dents, communities, and law enforcement are a must. Constant reinforcement of digital Carnival Cruise Lines and the ACCP share a common goal citizenship and safety tips are a crucial step of providing our guests with a safe and relaxing vacation in the prevention of mobile device thefts and experience. We at Carnival truly value our partnership with the student becoming a victim. Listed below ACCP and look forward to a continued working relationship. are 10 recommended safety tips for your students.

“Use of Force” – Modern Police Practices Setting the Scene

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Luke Hadeed

The term “Use of Force” has been the subject of recent conversations by law enforcement professionals of the Caribbean, be it an academic, police academy instructor or an officer on the beat. We are all aware of the terms and concepts that surround it in discussion and the fact that many of our police academies have more content in their curriculum that cover this topic. We are also placing greater demand on officers to adhere to the particular policies set forth by their agencies and across the Caribbean we see varying new policies being drafted; and as a result of this, officers are being equipped and trained to varying degrees. While traditionally the conversation revolved around the policies and procedures for use of force, we observe that today more is being done to actually provide officers with the tools and training that are necessary to effectively escalate/ deescalate force in an encounter. This, we believe, is a progre step, paramount to the effort.

We see many of our Caribbean officers armed only with firearms and at times, a wooden baton at most. Some islands are well advanced, such as Bermuda and Barbados, where we see tools such as the TASER® CED being employed by the police forces. On my home island of Trinidad & Tobago, it has become the norm for every officer to be equipped with an expandable baton and have received training in a defensive tactics program, which develops and guides the officer with the proper and established method for deployment in a force encounter. Even with no hard statistics it is easy to witness the positive effect this has on the number of force encounters recorded and injuries resulting therefrom. Police forces are going further. Initiatives are being taken by police commissioners to employ body cameras and other technological pieces of equipment to further support officers’ actions in their encounters. The body worn cameras are developing to become a deterrent by themselves, as many published studies have found that the mere presence of the camera improves the behavior of both the officer and suspect, thus reducing injury. The Problem Protecting officers and citizens through reducing risk of injury is the key focus of most policy makers and one study on the subject states that “injury rates to citizens ranged from 17 to 64 percent, depending on the agency, while officer injury rates ranged from 10 to 20 percent”. Most injuries involve minor bruises, strains and abrasions. The study’s most significant finding is that, while results were not uniform across all agencies, the use of pepper spray and Conducted Electronic Devices (CEDs) can significantly reduce injuries to suspects and the use of CEDs can decrease injuries to officers.” US Department of Justice Study, Office of Justice Programs, National Institute of Justice The content of the study referenced has emphasized the fact that we are not only considering physical injuries but costs associated through medical and legal support. We see today that law enforcement agencies in the Caribbean are demanding more of their officers, and the gradual shift toward a better equipped and physically trained force is well underway. The same study referenced above found, “The researchers assert that all injuries must be taken seriously. When police in a democracy use force and injury occurs, concern about police abuse arises. Law-

suits often follow and the reputation of the police is threatened. Injuries also cost money in medical bills for injured suspects, workers’ compensation, claims for injured officers or damages paid out in legal settlements or judgments.” With this in mind we must take a more holistic approach to understanding the necessity for a documented Use of Force Policy, training and equipping officers accordingly. The need to address this problem varies depending on the island and various internal and external factors that impact it. Maintaining law and order through professional and modern policing is the focus of today’s LE community, and is ever more crucial as the business of the Police is coming under greater scrutiny daily. With the advent of social media and mass communications, police officers are forced to work double time in an effort to ensure that good public relations are maintained and confidence from the public remains intact. Police behavior is now more scrutinized and publicized than ever. The cost most definitely may not be financial but in the form of reputation and the fallout thereafter results in this lower public confidence and creates more challenges that need creative solutions. Conclusion While this is a complex subject and one that requires much more discussion, particularly presentation of data, compiled from a cross-section of the research existing in the Law Enforcement community and academic resources, it is one that we must continue to address and keep relevant in our organizations. The focus must be continuous and while it may seem daunting, there are many examples that provide us with the evidence to support the need to develop policies, train officers and introduce technology in an effort to reduce risk, maintain good public standing and to effectively arrest violence and crime. Like most problems we face, the issue manifests itself in varying forms and to differing degrees over time. As a result of continued advancement of society, technology, policies and the ever changing dynamic of internal state affairs we are forced to modernize and raise out standards, so that communities can benefit from professional standards and our officers can reduce risk of injury to themselves.

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When a witness comes forward claiming to have observed an incident occurred, I can easily determine whether it’s within the realm of possibility by using one of my favorite features in Leica Cyclone 3D point cloud processing software—witness viewpoint. By placing a camera view anywhere within the scan data, witness viewpoint allows me to quickly generate the eyewitness’s line of sight. This is very powerful because it allows me to debunk or, in the following cases, corroborate a claim that a witness saw something. Witness View From Inside the Scene The first case was an officer-involved shooting in which a belligerent male subject had been continuously trying to enter back into a bar and restaurant. After being asked to leave multiple times, the police were called. When the police responded and began speaking with him, he brandished a firearm. After refusing to drop the firearm, he was shot and killed. I was called in to perform a laser scan of the scene. There was an initial claim that a witness potentially observed the whole incident from a short distance away. There was concern due to vehicles and other obstructions present during the incident. I scanned the scene and area where the witness was standing and then used the witness viewpoint feature in Leica Cyclone to generate the view. Within the software, I was able to place myself into the scene using the approximate height and eye level of the witness. From that view, I was able to confirm it was possible that a witness could have observed the incident that evening. There were no line-of-sight obstructions from where the witness could have been standing. Because this was an officer involved shooting, the incident was reviewed by our county prosecutor’s office. There was no indictment, and it was determined the officer was justified in using deadly force. I

believe the scan data and other evidence presented to the county prosecutor detectives assisted in this determination. Witness View From Outside the Scene The second case involved a struck pedestrian within a roadway and driveway area in a residential neighborhood. The victim was standing in the driveway next to a recreational vehicle and then struck multiple times and pinned against the vehicle. The victim succumbed to his injuries shortly thereafter. Upon responding, there was indication that a witness had observed the incident from a window of a house across the street. The scene and exterior of the witness’s house was scanned with attention given to the window in question. Within three setups, I captured all the data I needed without having to ever enter the witness’s house—or even the witness’s yard. When I registered all the data together, I was able to place myself in the window by using the witness viewpoint feature and generate a perspective view. Of course, I had to take into consideration how tall the witness was and if there were any obstructions in the window (blinds, curtains, sheers, etc.). Whether obstructions existed inside the house (couch against the window, nightstand, table, etc.), I did not know. What I did know—and what I was able to provide to our detectives and to our county prosecutor’s detectives—was that when I virtually positioned myself in the window, I had a clear, direct line-of-sight of the property across the street where the incident occurred and there were no obstructions. Anytime I scan, I am capturing the realm of possibilities. When a witness comes forward, Leica Cyclone’s witness viewpoint feature gives me the power to separate the possible from the impossible and build a stronger case.

Small Unmanned Aerial Vehicles (UAVs) for National Security and Law Enforcement in the Caribbean As the move towards modern technology to enhance and support human resources in national security, border protection and law enforcement continues across the Caribbean, various agencies are looking at the recent use by the United States, Canada, South America and Europe of small unmanned aerial vehicles, “SUAV”, commonly referred to as “drones”. Providing mission critical images along with the increased liability protection of incident video evidence, UAVs are being used for covert and overt surveillance and information gathering, event and incident area monitoring, situational awareness in tactical situations, border and coastline surveillance and motor vehicle accident investigation. This new tool not only offers significant cost savings over traditional surveillance methods, but also provides national security agencies with entirely new capabilities. For these reasons, agencies throughout the Caribbean have begun exploring the use of UAVs, but to date there has been no large-scale roll out in the region.

1. Using 3D laser scanning along with the witness viewpoint feature in Leica Cyclone enables law enforcement professionals to place themselves virtually into the scene at the approximate height and eye level of the witness. The scene above was captured at night.

2. Leica Cyclone also enables law enforcement professionals to see the scene from an outside perspective. The scene above was captured at night. About the Author: Detective David J. DeLeeuw is a five-year veteran of the Ocean County Sheriff ’s Office in Toms River, N.J. In 2012, he was assigned to the Crime Scene Investigation Unit to advance the department’s laser scanning program. David worked in the civil engineering and land surveying industry for more than 10 years prior to joining the Sheriff ’s Office in 2008. He is certified by Leica Geosystems as a Public Safety Laser Scan Technician and a member of the New Jersey International Association for Identification. To learn more about high-definition 3D laser scanning solutions for law enforcement and crime scene investigation, visit http://psg-leica-geosystems.us.

As in manned aviation, there are two primary types of UAVs; rotorcraft and fixed-wing aircraft. Smaller rotorcraft are ideally suited for short endurance missions of 20 to 30 minutes and those which require a quick deployment, agility, fixed-positioning control of cameras and the ability to take-off and land in small areas. Fixed-wing UAVs on the other hand are far better suited for long-endurance patrols of up to 10 hours or more. Fixed wing, however, tend to require higher quality accessories, more takeoff and landing area and better fuel and engine technology. Both types however are capable of being flown fully autonomously and on programmed GPS coordinates.

Tel: (246) 823-7662

Unfortunately, few policing agencies in the Caribbean possess the assets or experience with operating manned air support divisions and even fewer possess the knowledge to change or navigate aviation regulatory requirements or have experience with the unmanned aviation industry due to its very recent release to the civilian market. However, at a time when most if not all of these countries face budgetary constraints, small UAV programs can provide a low-cost, effective and efficient means of enhancing law enforcement, security and critical incident first-responder capabilities. While some jurisdictions in the region draw on the aviation regulations from the United Kingdom (CAA) and United States (FAA), many have entirely independent authorities in the early stages of drafting appropriate legislation for UAVs. This has created a new service industry of independent UAV operators who have both operational experience and regulatory expertise serving as consultants for establishing UAV programs or as independent contractors for national security agencies. Recognizing this demand, Security Centres International (SCI) has teamed up with newly formed AirVu Cayman Limited, a private UAV service and delivery company based in the Caribbean. AirVu, a CAA compliant and professionally operated UAV company provides aerial photography, cinematography and remote sensing services to commercial clients however, in late 2014, AirVu embarked on a custom design initiative with Security Centres International and its wider client base to discuss, design, customize and deploy UAV programs to support Caribbean basin security initiatives. Aerial surveying, 3D aerial image mapping, covert surveillance, search and rescue/recover missions, event security and general law enforcement support are all capabilities of a customized UAV program.

Capabilities UAV support can operate day or night and in built-up areas transmitting live video footage to the camera operator with on board recording in high-definition. An experienced UAV contractor will work with national security agencies to determine jurisdictional law enforcement applications in order to determine which rotary or fixedwing system is best suited for the operational parameters of the client, procure all necessary equipment and train field staff. Covert Surveillance, Search and Rescue/Recovery Missions Unmanned aircraft systems provide a more cost effective, safer way to incorporate aerial assistance in Search and Rescue or Recovery in land and sea operations. These systems are quick to deploy, provide normal as well as thermal images to the operator in real time without noise implications and have long loiter times that allow for an extensive survey of target areas. Additionally, some small UAVs have the capability of dropping packages or rescue supplies to victims. National Security and Incident Response Long-loiter fixed wing small UAVs flying autonomous predetermined missions can supply a roving camera that maintains constant surveillance over a defined region. Imaging payloads can include visible spectrum or infrared to enable round-the-clock actionable intelligence within the interdicted region.

200km, surveying coastal waters becomes simplified whilst platforms launched from marine and defense force ships, widely extend the effective range and capabilities of these assets. In summary, UAVs are rapidly entering the national security and law enforcement arena by providing a low cost air support options and by further bridging the gap between human capital solutions and technology whilst employing new and innovative methods and techniques for achieving mission success. The complexities surrounding aviation regulations and the novel operational profiles have prevented many jurisdictions from taking advantage of this new technology however UAV experts such as AirVu provide operational services, consulting, design, deployment and regulatory expertise for national security and law enforcement agencies interested in establishing lower cost aerial support capabilities to enhance their force advantage.

For more information on small UAV services please contact: SECURITY CENTRES INTERNATIONAL LIMITED Email: info@securitycentresintl.com Phone: 345.949.0004 Or visit: www.securitycentresintl.com

Multirotor aircraft are ideal for short missions such as situational awareness, rapid, safe and secure area patrols and traffic accident imaging. The aerial perspective reveals the scene in a way that ground-level photographs simply cannot capture, and in much the same way as a manned helicopters can provide operational support, small UAVs can provide a roving camera to supply mission critical tactical information at heights of up to 400ft in the visual or infrared spectrum without exposing human resources to unknown dangers. A growing number of police departments have begun to deploy small UAV systems to accelerate traffic or serious accident and crime scene investigation significantly reducing investigation and evidence gathering time and costs Coastal Security As the Caribbean experiences an increase in drug and human trafficking across the region, small UAV air support will become critical for Police, Marine and Defense Force units for drug enforcement and general border protection. Multiple deployment long-loiter fixed-wing UAVs flying autonomous missions supervised by one sole operator can provide continuous video footage night or day of coastal areas, highly-trafficked shipping lanes, or known black-market routes. With flight times in excess of 10 hour missions at ranges of up to

NOTES

Be on the look out for:

ACCP 30th Annual General Meeting and Conference 11 May â&#x20AC;&#x201C; 14 May 2015 Basseterre, St Kitts

IAWP 53rd Annual Conference 23 -27 August 2015 Cardiff, Wales

NOBLE 39th Annual Conference and Exhibition 11 -15 July 2015 Indianapolis, Indiana USA

IACP 122nd Annual Conference 24 -27 October 2015 Chicago, Illinois USA ACCP Intersessional Meeting

ACKNOWLEDGEMENTS The Executive, Members and Staff of the Association of Caribbean Commissioners of Police (ACCP) would like to express gratitude to Mrs Victoria Dean (British High Commissioner for Barbados and the Eastern Caribbean), advertisers and all contributors who assisted in various capacities in making this 12th edition of United against Crime.

ASSOCIATION A ASSO AS SSO SOCI C AT CI ATIO ION OF C CARIBBEAN ARIB AR BBE BEAN AN NC COMMISSIONERS OM MMI M SS SSIIO IION IONE ONE NERS NERS RS O OF F PO P POLI POLICE OLI LICE LICE E 1st Floor 1s 1st Floo Fl oorr BA oo BAOB BAOBAB OB BAB B TTower, ow wer er, Wa W Warrens, arr rren e s, en s St. St. t M Michael, icha ic hael el, Ba B Barbados, arb bad ados dos os, o s, W.I. W.I.I. W. Tel: 246-271-8684 / Fax: 246-271-8694 Emai Em Email: ail: il:l aadmin@accpolice.org dmin dmi dm in@a @ cc ccpo polilice poli po ce.o ce .o org g skyp sk skype: kyp ype: e: aaccpolice1 ccpo cc p lilice poli po ce1 ce 1