ANALYSIS OF THE JAMAICA CONSTABULARY FORCES OPERATIONS: GOOD

GOVERNANCE, MANAGEMENT, COHESIVE POLICIES AND CLEAR GUIDANCE IN

ALLOCATING NEIGHBOURHOOD RIGHTS

June 15, 2015

K. O. A. Hashim Hakizimana

Abstract
This paper examined the argument that governance is an essential to decision-making and
leadership in every organization which determine how decisions are made, expectations are
defined, how power is granted and performance verified. It further argues that good governance
requires cohesive of policies, consistency in management and clear guidance in the allocation of
neighbourhood rights to be discussed in the context of the Jamaica Constabulary Force in its
efforts to provide neighbourhood rights. To properly argue the point the paper looks at the
concepts and characteristics of governance; the Operational vision, mission and motto of the
Jamaica Constabulary Force; the Neighbourhood Rights promised and provided by the Jamaica
Constabulary Force; the Operational Branches and the Policy Implementation Problems arising
from this mandate. It found that, while the Jamaica Constabulary Force has proper
organizational structure, cohesive policies and a clear guidance in how to allocate the promised
public goods, it was fraught with two handicaps: limited political and human resource glitches
that were inimical to providing the proper implementation for the policies undertaken. The
absence of studies that properly identify the reasons for serious crimes, despite the Jamaica
Constabulary Forces satisficing organizational structure and valiant efforts to fulfil its mandate,
seems to lay elsewhere but is not the remit of this paper.

Table of Contents
Abstract ........................................................................................................................................... 2
Table of Contents ............................................................................................................................ 3
Introduction ..................................................................................................................................... 4
Concepts and characteristics of governance ................................................................................... 4
Table 1. Rank and Insignia in the JCF ........................................................................................ 5
Operational vision, mission and motto of the Jamaica Constabulary Force ................................... 6
What are the Neighbourhood Rights provided by the Jamaica Constabulary Force? .................... 7
Operational Branches, Areas and Divisions within the Jamaica Constabulary force ..................... 8
What are the returns on deliverables? ........................................................................................... 13
Policy Implementation Problems .................................................................................................. 14
Conclusions ................................................................................................................................... 15
References ..................................................................................................................................... 16
List of Tables ............................................................................................................................. 18
Table 2 List of Excludable Goods offered by the Jamaica Constabulary Force ................ 18
Table 3 Divisional activities 2012 ...................................................................................... 19
Table 4: Murder and Shootings by Parish for the Years 2010 - 2014 ................................... 22
Table 5: Carnal Abuse/Sexual Intercourse with a person under 16 & Rape: 2010 - 2014 ... 22
List of Maps - JCF Divisional Images Areas 1 5 .................................................................... 23
Copy of Organization of the Jamaica Constabulary Force (Organization of American States) ............. 28

Introduction
Despite the dubious and even repressive circumstances that influenced the creation of the
Jamaica Constabulary Force two years after the infamously reported Morant Bay civil
disturbance, in our present context, it, like other institutions of modern life has to have structures
for accountability to its mandate. This paper will explore general ideas of the characteristics of
good governance as promised by the Jamaica Constabulary Forces operational vision, mission
and motto that finds fulfillment in the allocation of those public goods otherwise known as
neighborhood rights. It will endeavor to show that its hierarchical structure has consistent
management system bolstered by cohesive policies which is capable of influencing the decisionmaking process, defining expectations; verify performance that should give guidance in the
allocation of neighbourhood rights.
Concepts and characteristics of governance

To help us better understand governance UNESCO (2015) has given a satisficing

definition that governance refer to structures and processesdesigned to ensure accountability,
transparency, responsiveness, rule of law, stability, equity and inclusiveness, empowerment, and
broad-based participation. which reflects the norms, values and rules [within which] public
affairs are managed and is indicative of transparency, participation and inclusive responses in
the cultural and institutional environment of all the stakeholders. This concept helps with the
appreciation of the hierarchical type para-military organization of the Jamaica Constabulary
Forces eleven ranks, representing increasing levels of authority and management, as outlined
below:

Table 1. Rank and Insignia in the JCF

Rank
Insignias worn on Lapels
Commissioner (C)
One laurel wreath and one crown on each shoulder strap
Deputy Commissioner (DCP)
Two laurel wreath and two stars on each shoulder strap
Assistant Commissioner (ACP)
One laurel wreath on each shoulder strap
Senior Superintendent (SSP)
One crown and one star on each shoulder strap
Superintendent (SP)
One crown on each shoulder strap
Deputy Superintendent (DSP)
Three stars on each shoulder strap
Assistant Superintendent (ASP)
Two stars on each shoulder strap
Inspector (Insp)
Two metal bars on each shoulder strap
Sergeant (Sgt)
Three chevrons on right sleeve
Corporal (Cpl)
Two chevrons on right sleeve
Constable
Nothing on the sleeve
Arnwine (2002) gives some insight into the concept making the point that Effective
governance has the following characteristics: it is efficient, allows a respectful conflict of ideas,
is simple, is focused, is integrated and synergistic, has good outcomes, preserves community
assets, and leads to enjoyment and personal reward for the individual and others. Indeed
decision-making or leadership processes in every institution are dependent on governance which
must have some particular instruments which grants it powers so it can carry out its functions.
The Constabulary Force Act of December 19, 1935 is such an instrument that empowers the
Jamaica Constabulary Force. This document outlines how the Force is to be constituted, its
duties and powers, how discipline must be inculcated and various miscellaneous sections of
relevance to its running (Government of Jamaica, 1935). The granting of political authority and
powers in liberal democracies, like Jamaica, are given by a body of laws called Constitution. The
Jamaica Constitution, 1962 contains ten chapters dealing with: Interpretation and Effect,
Citizenship, Fundamental Rights and Freedoms, The Governor General, Executive Powers, The
Judication, Finance, The Public Service and Amendment to the Constitution (Jamaican
Parliament, 1962). There is also the powers and authority given specifically to the Jamaica
Constabulary Force called the Jamaica Constabulary Force Act. The question might be asked?
5

How can performance be verified in the context of the Jamaica Constabulary Force? Firstly,
there is reliance on the crime figures given by the law-enforcement authorities and secondly, the
public perception of low levels in certain crimes or the numbers of arrests, convictions or patrols
based on the news reports and their personal experience, see for example Tables 4 and 5: Murder
and Shooting by Parish for the years 2010 2014 and Carnal Abuse/Sexual Intercourse with a
person under 16 & Rape: 2010 2014 respectively (JCF Statistics and Information Management
Unit (SIMU), 2015).

Operational vision, mission and motto of the Jamaica Constabulary Force

Since governance also defines expectations it is not surprising that these would be
outlined in the motto, vision and mission statements of the Jamaica Constabulary Force.
Arnwine (2002) has observed that Decision making involves making choices about the
organizations vision, mission, and strategiesabout issues that are strategic and
significantThe wheel of effective governance has 3 spokes: behaviour, structure, and
expectation. The Jamaica Constabulary Force (2013, p. 3) gave some indication of the vision,
mission and motto respectively as wanting to become a high quality professional servicethat is
valued and trusted by all citizens of Jamaica. The mission being to serve, protect and reassure
the people in Jamaica through the delivery of impartial and professional service: Maintenance of
Law and Order; Protection of Life and Property; Prevention and Detection of Crime and
Preservation of Peace. Its values are articulated as: Members being most important resource,
Continuous learning and improving; Respect for law; Respect and equitable treatment for all
individuals; Honesty and Integrity; partnership withcommunities; A commitment to the
development needs of the Jamaican Society; Transparency and accountability; professional
leadership; to keep the good name and reputation of building Brand JCF in light of their
6

promise that they serveprotectreassure with courtesy, integrity and proper respect for the
rights of all. These are promises that the institution has made that defined the expectations that
the populace holds the Jamaica Constabulary Force to.
What are the Neighbourhood Rights provided by the Jamaica Constabulary Force?
Neighbourhood rights are simply public goods and services provided by government entities.
According to (USLegal Inc., 2001) Public goods and services are those goods and services
whose benefits cannot be withdrawn for non-payment, and the benefits that may be consumed by
one person without reducing the amount of the product available for others. There is
concurrence by (Social Services Help Center, 2001-2015) that In the case of police, national
defense and public education it can be argued that private provision of these services would be
less desirable for a variety of reasons. Public goods are economic products that are consumed
collectively. Conversely, there are excludable goods that those who wish to participate in their
enjoyment have to pay (Jamaica Constabulary Force, 2015) such as outlined in Table 1 Services
Offered that are excludable (Jamaica Constabulary Force, 2015). The minimum standards for
these neighbourhood rights are prescribed in The Standard Operation Procedures for Police
Citizens Interaction, as a matter of justice reflects respect for citizens rights and dignity;
portrays a professional image of the police and enhances positive relationship between the
community and the police service. (Jamaica Constabulary Force, 2011, p. 1).
Indeed to make the rights available to all citizens as promised requires an interconnected set
of relevant policies. These policies are clearly articulated in the laws enacted by Parliament,
called Acts and in the Force Orders through which the Commissioner of Police communicates
instructions to implement or monitor the policies. Despite the glorious promises of the Jamaica
Constabulary Force the crime rate is out of control and the lack of resources, indiscipline and
7

corrupt practices of its members is also beyond control as indicated by two Commissioners of
Police whilst in office among others (The Jamiaca Gleaner, 2010) (The Jamaica Gleaner, 2008)
(The Jamaica Gleaner, 2008).

Operational Branches, Areas and Divisions within the Jamaica Constabulary force

What eventually became the present Jamaica Constabulary Force has its roots in the 1865
Uprising in Morant Bay at which time highlighted the the vulnerability of peace and law on
Jamaica and caused the establishment of an improved police force, the Jamaica Constabulary
Force (Jamaica Contabulary Force, 2015). There are eight Branches and five Areas
geographically convenient locations that span the island and represent the total areas of
command and control (see Maps of Police Areas of Control). There are areas that are
particularly challenging to police due to the demographic and political circumstances. These
areas or portions of them are divided by cardinal points and so namedAreas of one or two
parishes so combined are seen in Areas Four and Five as noted below. Areas are comprised of
proximate parishes, likely for ease of management control and are commanded by an Assistant
Commissioner of Police (ACP) while Divisions are subsets of Areas and are commanded by
Superintendent of Police (SP) or Senior Superintendent of Police (SSP). An undated document
from the OAS indicates that the Jamaica Constabulary Force is organized under at least eight
Branches (Organization of American States). A recent document identifies five Areas and
nineteen Divisions as the principal instruments of command and control. The Branch plans,
coordinates and provides security strategies for national and major events within the country is
also charged with the responsibility of oversight for the divisions (Jamaica Constabulary Force,
2012, p. 37):

1. Special Branch Protective Services and Immigration

2. Criminal Investigation Branch Forensic, Narcotics, Criminal Intelligence & Monitoring
and Special Operations
3. Services Branches Transport & Repairs, Telecom, HQ Stores & Armoury, Band,
Energy Conservation, Detention & Court and Remand Centre
4. Inspection Branch
5. Administration Branch Legal Affairs, Planning & Information, Personnel and Civil
Staff & Budgeting
6. Training Branch Training and Jamaica Police Academy
7. Operation Branch Traffic, Motorized Patrol, Beat & Foot Patrol, Marine, Mounted
Troup and Canine
8. Mobile Reserve
i.

ii.

iii.

iv.

v.

Areas 1 - has Divisions as follows:

a. Westmoreland
b. Trelawny,
c. Hanover
d. St. James (p. 50)
Area 2 has Divisions as follows:
a. Portland
b. St. Ann
c. St. Mary (p. 56)
Area 3 has Divisions as follows:
a. Manchester,
b. Clarendon
c. St. Elizabeth (p. 59)
Area 4 has Divisions as follows:
a. Kingston Central,
b. St. Andrew South,
c. Kingston Eastern,
d. Kingston Western
e. St. Andrew Central (p. 65)
Area 5 has Divisions as follows:
9

a.
b.
c.
d.

St. Thomas
St. Catherine North
St. Catherine South
St. Andrew North

Some of this information has been modified or updated in Annual Reports 2012 and 2013.
According to Jamaica Constabulary Force (2013), the Operations Branch is responsible for
planning and coordinating national security strategies aimed at reducing crimescoordinates
and directs logistic supports; monitors and directs police operations island wide, thereby
ensuring the effective management of the functions undertaken [or]are supervised by the
Branch (JCF Annual Report 2013 p. 35). There are at least fourteen operational arms presently
being used in the Jamaica Constabulary Force:
1. Mobile Reserve provides operational support to all geographic divisions in abnormal
situations such as social unrests and gang warfare( JCF Annual Report 2012 p. 37), and
provides infrastructural security (Jamaica Constabulary Force, 2013, p. 34)
2. Canine primarily provides operational support to Geographic Divisions across the
island to detect narcotic substance, illegal guns and ammunition, human remains and
persons lost or in distress also provides daily security coverage in narcotic duties (drug
detection) at airports and wharves and to lend support to over one hundred and fifty
(150) private exporters (JCF Annual Report 2012, p. 38).
3. Marine is mandated to guard the islands coastline and offshore to include the cays
collaborates with [other] stakeholders (JCF Annual Report 2012, p. 38) and (Jamaica
Constabulary Force, 2013, p. 35).
4. Police Control Centre the mandate is to facilitate communication between
operational sections within the Force; ensure the swift response to emergency calls and

10

maintain accurate data on all activities, incidents and events (JCF Annual Report 2012,
p. 40),
5. Mounted Troops is tasked to perform police duties on horsebackoperates mainly in
the areas of ceremonial functions, crowd restraint and traffic control (JCF Annual
Report 2012, p. 41) and Patrols and Traffic stops/check points and ceremonial duties
(Jamaica Constabulary Force, 2013, p. 37)
6. Ports operates from the Norman Manley and Donald Sangster International Airports
in minimizing the trafficking of drugsenforces various Acts governing the Air and
Seaports facilitating a safe environment for travel and the shipment of freight. (JCF
Annual Report 2012, p. 42) now encompasses, Norman Manley and Donald Sangsters
International Airports, Montego Bay Freeport and Port Bustamante (Jamaica
Constabulary Force, 2013, p. 36).
7. Traffic has overall responsibility for traffic management island-wideto prevent
breaches of the Road Traffic Act, as well as prosecute offenders and investigate motor
vehicle accidents (JCF Annual Report 2012, p.43 ) Central to its functions are public
education and the enforcement of the Road Traffic Act as well as the investigation of
motor vehicle accidents (Jamaica Constabulary Force, 2013, p. 35)
8. Visual Identification Unit responsibilityto provide an authentic medium through
which investigators may confirm or disprove the identification of an accused with the use
of video and traditional identification parades (JCF Annual Report 2012, p. 43)
9. National Intelligence Bureau (NIB) moved significantly closer to becoming the central
repository of all criminal and security intelligence in Jamaica and the Caribbean, thereby

11

integrating intelligence into all aspects of policing (Jamaica Constabulary Force, 2013,
p. 37).
10. Canine Division to provide island-wide support to divisions and formations, in the detection and interdiction of illegal narcotic substances, guns and ammunitions at airports
and wharvesalso assists in the detection of human remains and in locating persons who
are lost or in distress (Jamaica Constabulary Force, 2013, p. 37).
11. Police Control Centre responsible for responding to emergency calls from citizens 119
request for assistance and police services. It is also a data validation hub for all formations; providing information on operational activities and results carried out by
members of the JCF (Jamaica Constabulary Force, 2013, p. 37)
12. Protective Services Division is responsible for conducting threat and risk assessments;
security surveys; close protection and residential securityalso provides expertise in the
area of Explosive Ordnance Device (E.O.D) (Jamaica Constabulary Force, 2013, p. 35)
13. Band Division further police/community relations through performances at various
civic, social and community functions island wide (Jamaica Constabulary Force, 2013,
p. 38)
14. Community Safety And Security Branch (CSSB) subsumed the role and
responsibilities of the Police Community Relations with additional charge to rebrand the
organization through improved citizen partnership; driven by institutionalizing
Community Based Policing practices as the philosophy of the organization and also as an
operational strategy which underpins all policing activities (Jamaica Constabulary
Force, 2013, p. 38)

12

What are the returns on deliverables?

If one looks at the figures given in Tables 4 & 5 it would give the impression that this is a
futile exercise being undertaken by the police in light of the mandate given to the Operations
Branch for planning and coordinating national security strategies aimed at reducing crimes
(JCF Annual Report 2013 p. 35). Somehow, despite the thousands of patrols, warrants, arrests, vehicle
check points mounted and raids conducted, there seems to be serious misunderstanding of how, who and
where such crimes as murders, carnal abuse, rapes and shootings occur so that proactive and preemptive
operations can be mounted to fix, frustrate and neutralize the perpetrators of these crimes which are seen
as most heinous, are still being committed almost unchecked. The highly celebrated PERF Report,
(2001) was also concerned about violent crimes and murders but limited to Kingston as though that
defined the entire mandate of the Jamaica Constabulary Force. The Report puts the rise in violent crimes
squarely at the feet of the political directorate and notes that

The fear of violent crime in Jamaica is so heightened that it is the daily focus of media
attention. It is central to conversations in government as well as the business and
residential communities, and is generally on the minds of everyone. The causes of crime
on the island are many and complex. the governments fiscal inability to provide
necessities and services to the neediest segments of the population has proliferated the
power of organized crime leaders, locally referred to as Dons, who now have a
stronghold in a great many communities throughout Jamaica (p. 3) [that made] The
nature of violence [and]level of violenceunusually high (p. 4)

The forgoing observations by the PERF Report sees that the volume of crime has
stretched the resources allocated to the JCF to a dangerously thin level they receive little
compensation for doing a risky job with equipment, if it exists that is often in poor condition
(p. 4). It points to a routine shortage of operable police vehicles technology severely lacking
and widespread speculation that many within the ranks of the JCF are corrupt (p. 5), It seems
13

clear that given the limited or absent resources, despite their valiant effort, as expressed in their
vision and mission, the Jamaica Constabulary Force will never be able to reduce crime in light of
their resource strapped circumstances.

Policy Implementation Problems

On paper the promises are wonderful but suffer from implementation problems as noted by
(Makinde, 2005, p. 1). The four maladies identified along the lines of: communication,
resources, dispositions or attitudes and bureaucratic structures. He notes that inadequate,
vague or inconsistent communication, absence of resources, disposition or attitude and
an inefficient bureaucracy are recipes for failure of any policy. Makinde, (2005, p. 2) has also
observed that when stripped of all technicalities, implementation problem in most developing
nations is the problem of a widening gap between intentions and results. These strictures to
making the deliverables a reality have been echoed by the police themselves, as noted earlier and
human rights groups (Gomes, 2007) notes that all the police forces in the Caribbean suffer from
the ills of unreformed police structures that disfranchised citizens of due process use of
brutality and torture, engage in corruption; bias and discrimination; andextra judicial
executionsfatal shootingshave run for the past decade at 140-150 a year (Jamaicans For
Justice, 2004); and the Summary of Jamaica Killings and Violence by police: How many more
victims report notes that, The report speaks to Extrajudicial executions (p. 7) bystanders
homicides (p. 11) the use of excessive lethal force as firearms are used as a first resort (p.
13), Torture of criminal suspects and witnesses (p. 15); Torture and harassment of relatives
(p.15); Torture of women, children and gay men (p. 15, 16 and 17); Arbitrary arrest and
detention (p.17); Conditions in police lock-ups (p. 19); and Failure of the law to protect

14

suspects in police custody (p. 20) (Jamaicans For Justice, AMR 38/03/2001). None of these
formed part of the neighbourhood rigths or public goods promised.

Conclusions
The paper has entered the debate by looking at the concepts and characteristics of
governance, the operational vision, mission and motto and the neighbourhood rights provided by
the Jamaica Constabulary Force. It also looked at the Operational Branches and their functions
and assessed the returns on the promised service deliverable. The numerous failures to deliver
the neighbourhood rights or public goods and services by the police points to serious weaknesses
in governance or inconsistency in management. Despite its seemingly rigid and militaristic
structure, the Jamaica Constabulary Force does not have the capacity to make the deliverables
possible. It is soley dependent on the political directorate for financial and policy support. It is
organized for management but cannot adequately manage its own personnel away from
corruption, or the perception of it, so that its mission and vision can be achieved without
additional impediments. If its mission and vision are illusive then there should be questions and
answers about the political will and support then eyes should be turned in the direction of the
processes for selection, training, mentoring and management of its human resources. If these are
not forthcoming or inadequately supplied, then the good intentions will fold and fall flat on its
face.

15

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Proceedings (Baylor University Medical Center) , 15(1), 19-22. Retrieved July 2015, from
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htpp://www.abc.gov.jm/html/wpcontent...04/police-accountability-feb-2011.doc
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10, 2015, from http://moj.gov.jm/sites/default/files/laws/The Constabulary Force Act.pdf
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1962.pdf
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Interaction. Force Orders 3337(Appendix A). Jamaica: JCF.
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http://issuu.com/jamaicaconstab/docs/jcf_annual_report_2013_pdf
Jamaica Constabulary Force. (2015). Services Offered by the JCF. Retrieved July 8, 2015, from jcf.gov.jm:
https://www.jcf.gov.jm/services
Jamaica Constabulary Force. (May 19, 2011). The Standard Operation Procedures for Police Citizens
Interaction: Appendix "A . Force Orders 3337, Kingston.
Jamaica Contabulary Force. (2015, March 21). History. Kingston, Jamaica. Retrieved July 8, 2015, from
https://www.jcf.gov.jm/about-us/history
Jamaican Parliament. (1962). In a Nutshell The Jamaica Constitution, 1962. Jamaica. Retrieved July 10,
2015, from http://jis.gov.jm/media/constit.pdf
Jamaican Police.com. (2008, December 4). You Can Help Stamp Out Police Corruption. Retrieved July 16,
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Jamaicans For Justice. (AMR 38/03/2001). JAMAICA - Killings and violence by police: How many more
Victims? Retrieved July 16, 2015, from lib.ohchr.org:
http://lib.ohchr.org/HRBodies/IPR/Doc...JM/JFJ Jamaicansforjustice Annex16.pdf
JCF Statistics and Information Management Unit (SIMU). (2015, March). Crime Statistics 2010 - 2014.
Kwapong, O. A. (2007). Problems of policy formulation and implementation:The case of ICT use in rural
womens empowerment in Ghana. International Journal of Education and Development using
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Makinde, T. (2005). Problems of Policy Implementation in Developing Nations: The Nigerian Experience.
Journal of Social Science, 11(1), pp. 63-69.
Organization of American States. (n.d.). Organization of the Jamaica Constabulary Force: Tracts from JCF
Manual Vol1 Part 1. Retrieved July 13, 2015, from
http://www.oas.org/juridico/spanish/m...tracts_from_JCF_manual_Vol1_part1.pdf
Police Executive Research Forum. (January 2001). Violent Crime and Murder Reduction in Kingston.
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definitions.uslegal.com: http://definitions.uslegal.com/p/public-goods-and-services/

17

List of Tables
Table 2 List of Excludable Goods offered by the Jamaica Constabulary Force
Service

Price

Abstract M/V Receipts etc. (Copies)

$500

Abstract Reports

$2500

Clearance for Employment - Local Applicant: Express (5 days)

$6000

Clearance for Employment - Local Applicant: Next day (Available at Duke

Street only)

$8000

Clearance for Employment - Local Applicant: Regular (21 days)

$3,000

Clearance for Employment - Overseas Applicant: Express (5 days)

$6,000

Clearance for Employment - Overseas Applicant: Next day (Available at

Duke Street only)

$8,000

Clearance for Employment - Overseas Applicant: Regular (21 days)

$3,000

Driving Record Reports

$3,000

10

Expungement of Criminal Records

$3,000

11

Forensic Document Examination - Legal documents (3 weeks)

$20,000

12

M/Vehicle Accident Reconstruction Reports

$10,000

13

Motor Vehicle Accident Reports

$3,000

14

Police Certificates: Express (5 days)

$6,000

15

Police Certificates: Next day (Available at Duke Street only)

$8,000

16

Police Certificates: Regular (21 days)

$3,000

17

Reports for lost/stolen documents

$2,500

18

Taking of Fingerprints for Overseas Use

$1,500

18

Table 3 Divisional activities 2012

Police Divisional Activities - 2012
Crime Fighting
Operations
Conducted

Mobile
Reserve

Mobile Patrols
Covert Patrols
Operations
Cordon &
Searches
Curfews
Vehicle Check
Points
Raids/Surges
Foot Patrols

9,507.0
322.0

Arrests (charged)
Lectures
Warrants issued
Detained for
Questioning
Guns Seized
Ammo seized
Ganja (lbs/hec)
seized/destroyed
Ganja "sticks"
seized

2,716.0

Ganja (cured) kg
Ganja (seedlings)
million hectares
Ganja (plants)
Ganja
(seeds/seedlings)
Cocaine/Cannabis
(Ingest/Insert)
Cocaine Pellets
Cocaine
(pounds/Kilo)
Ash Oil (lbs)

Narcotics
Rewards paid out
Wanted Persons
captured
Traffick Tickets
issued
Proactive
Transmissions
island-wide

Marine

Police
Control

Port

Traffi
c

NIB

CI
B

OCID

Trans
Nat
TCN
D

Crime
Stop

1562
198

208

343.0
19.0
9,269.0
2,819.0
6,525.0

5,761.0
90
854
18,702.
0

1,953
4,721

571
41
1433

81

21
168

67

32.5

109

17,48
1
244

5
27

19

2,524
1001.1
3

5713

4,793.
5

52,33
0
1.6
456.0

587

70,000

302
58

46

96.68

39
7
49

338
42
$
41,812,080.
00
$613,900

54
3,614

22

13

112

11,546

19

8,300,0
00
1,100,0
00

Calls received
Calls (Prank)
Spot Checks
Vessels searched
Packages (drugs)
Persons searched
Deported
Migrants vetted
Vetting Requests
Vetted Persons
(other)
Vessels/boats
seized
Premises
Searched
Persons searched
Accident
Investigations
Major Case
Investigations
Intelligence
Products
Motor Vehicles
Recovered
Recovered (Bags
of Soap)
Recovered
(property)

716

102
6,652
253
634,03
3

4354
2,309
1,150
92,000

55
1692
8,59
9
15
0
7,698
13

$6,837,600

12.5

Money Recovered
(US$)

800,00
0

Fraud

1671

Money Recovered
(J$) Million

Kidnapping
Human
Trafficking/Child
Porn

145

$
797,743,949.
62
$
17,744,940.5
5
10

3
1,131

Extortion

17

Cybrecrime

43

Customs/Excise

Copyright/Tradem
ark Act

10

POCA & Other

4 and 37

20

Mutual Legal
Assistance
(MLAT)
Communication
Forensic and
Cybercrimes
(CFCU) CDRs
received
Communication
Forensic and
Cybercrimes
(CFCU) CDRs
sent Service
Provider
Communication
Forensic and
Cybercrimes
(CFCU) CDRs
received from
Service Providers
Communication
Forensic and
Cybercrimes
(CFCU) Back Log
CDRs received
from Service
Providers
Communication
Forensic and
Cybercrimes
(CFCU) CDRs
sent to
Investigators
Communication
Forensic and
Cybercrimes
(CFCU) Digital
Media Cases
Extracted
Communication
Forensic and
Cybercrimes
(CFCU) Digital
Media Cases
Examined and
returned to
Investigators
Deportation of
Fugitives
Extradition of
fugitives
Rescued

14

829

829

416

117

427

928

272
5
6
24

21

Table 4: Murder and Shootings by Parish for the Years 2010 - 2014
MURDERS

SHOOTING

Parish

2010

2011

2012

2013

2014

2010

2011

2012

2013

2014

Kingston & St.

Andrew

441

328

357

371

289

557

466

481

461

378

St. Catherine

358

300

217

225

204

322

332

238

252

207

St. James

191

158

153

166

159

199

181

173

154

141

Trelawny

26

19

15

26

22

21

25

32

25

21

Westmoreland

83

62

68

89

51

92

72

63

86

101

Hanover

26

15

37

34

39

22

24

22

35

30

St. Mary

36

23

19

35

25

31

19

13

20

10

St. Ann

40

41

48

35

38

34

42

30

34

34

Portland

10

10

Manchester

49

32

41

35

41

56

49

43

28

29

Clarendon

136

77

84

112

97

118

97

86

90

96

St. Elizabeth

21

31

27

31

21

34

25

32

28

27

St. Thomas

31

37

23

32

12

31

19

28

20

21

Grand Total

1447

1133

1099

1200

1005

1524

1354

1247

1241

1099

Table 5: Carnal Abuse/Sexual Intercourse with a person under 16 & Rape: 2010
- 2014
RAPE

Parish
Kingston & St.
Andrew
St. Catherine
St. James
Trelawny
Westmoreland
Hanover
St. Mary
St. Ann
Portland
Manchester
Clarendon
St. Elizabeth
St. Thomas
Grand Total

CARNAL ABUSE / HAVING SEX WITH

A PERSON UNDER 16
2011 2011
JanJuly2010
2012 2013
Jun
Dec
30
31

2010

2011

2012

2013

2014

185

294

341

205

168

238

206

150

498

327

108
80
13
62
32
23
43
19
31
65
31
33
725

137
90
18
70
39
17
44
15
35
38
23
32
852

152
91
21
57
27
29
33
15
48
74
37
30
955

166
78
20
52
41
30
37
25
44
85
30
34
847

164
52
19
39
16
30
22
24
24
58
39
30
685

130
43
27
40
11
42
23
30
50
53
37
66
790

66
37
17
43
14
23
13
13
26
26
14
51
549

85
27
6
20
20
2
7
25
19
28
21
25
435

180
54
19
52
27
22
23
44
46
75
59
88
1187

166
67
27
59
30
15
22
30
55
104
42
64
1008

22

List of Maps - JCF Divisional Images Areas 1 5

Jamaica Constabulary Force Annual Report 2013, p. 47

23

Jamaica Constabulary Force Annual Report 2013, p. 53

24

Jamaica Constabulary Force Annual Report 2013, p. 59

25

Jamaica Constabulary Force Annual Report 2013, p. 65

26

Jamaica Constabulary Force Annual Report 2013, p. 71

27

Copy of Organization of the Jamaica Constabulary Force (Organization of American States)

28