THE MALDIVES POLICE SERVICE

REVIEW
OF THE CAPITAL POLICE

TABLE OF CONTENTS

Page

Foreword ................................................................................................. 2 Command Centre ....................................................................................4 Community Oriented Policing ................................................................ 6 Crime Prevention ....................................................................................10 Crime Statistics.......................................................................................12 The Media ...............................................................................................16 Officer Safety Equipment ....................................................................... 18 Overtime.................................................................................................20 Policewomen in the Operational Policing Role ......................................
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Rank Structure........................................................................................23 Roles and Responsibilities ......................................................................25 Shift Patterns ...........................................................................................37 Special Operations Department ..............................................................42 Station Management ...............................................................................44 Suggestion Scheme/Best Practice ........................................................... 50 Traffic Department .................................................................................. 52 Summary of Recommendations .............................................................. 55

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This review has been undertaken with the knowledge and understanding that the Maldives Police Service is a fledgling organization, having only come into existence in its present form in September 2004. That said I have been impressed and encouraged by much that I found, not least of which is the positive and enthusiastic attitude exhibited by many of the staff, who clearly see the need to change and develop as time goes on. Of note too, is the exemplary appearance of the vast majority of uniformed personnel, a critical aspect in conveying the right image of an effective and efficient police service to the general public. The fact that I do not greatly dwell on these positive aspects within this report should not be seen as an omission but rather as my acceptance that they do exist and I do this in order that I could focus on the less developed areas I have identified. There is much to be proud of here and it is true to say that in comparative terms, crime levels per head of population in the Capital Police area are low, especially as regards more serious crime. This gave me great encouragement as it is an indication of a relatively stable and well ordered society which boasts the added bonus of the absence of alcohol, the scourge of many western societies where alcohol forms a huge causal factor in many crimes and offences, both serious and otherwise. That said, things can and do change in many societies and complacency must not be allowed to set in. The worrying presence of hard drugs in the Maldives generates its own serious problems in law and order terms and merits a sustained hard-line approach to prevent it getting out of control. The support and assistance I received from all staff I encountered could not have been better even though they did not always agree with my views and I am most grateful for that. Comments and recommendations are intended as constructive criticism and should not be misconstrued as attempts to castigate any individuals.

It should be appreciated that my observations are mine alone and in the fullness of time when they are debated by the Management Board I would urge that the mindset should be that of a fresh approach with a view to maximum possible progress in all areas. Resistance to change is found in all walks of life and change for the sake of it is neither desirable nor necessary but positive changes for positive reasons is the bedrock of any forward thinking organization and that is the way I would wish this report to be viewed. In my own work experience I have too often seen lip service being paid by individuals in managerial positions sounding the death knoll for innovative ideas and I would caution against this happening here. If agreement is reached on implementing anything in this report, ownership MUST be given to named individuals who can drive it forward and ensure the momentum is sustained with
. regular

reviews to establish impact.

Finally, if and when any of the recommendations are approved, some of them will require implementation strategies to get them smoothly off the ground and I will be happy to assist in that process. I respectfully commend this report to the Commissioner and Management Board.

John B. Robertson
28 October 2006

COMMAND CENTRE

The Command Centre or Control Room is situated at Police HQ and manned by a Station Inspector, Staff Sergeant and Sergeant depending what shift is on duty. I am not aware why there is disparity in the ranks of the different Duty Officers. -- ---

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Three to six constables on each shift constitute the manpower within the Command Centre and the Duty Officer also has responsibility for the officers manning the reception area at the main entrance to the building.
I spent some time in the Command Centre watching and listening to what was

going on and it struck me as very similar in concept to other police Control Rooms I have seen. Calls are received from the public, logged and actioned as the requirement dictates. Log sheets are subsequently updated with results and outcomes of each call. Space in the room is very limited and because of this work stations are cluttered and much too close together for comfortable working. I understand that the Command Centre is set to move to a larger facility within HQ in 2007 and this h l l resolve the space problem. CCTV is also scheduled to be installed at that time and this will be a boon in policing terms provided it is adequately monitored. The TETRA radio system, with my limited knowledge of same, is state of the art and the Duty Officer has an overall monitoring facility of all channels with the ability to intervene and override any ongoing conversation which is as it should be. He also has a visual overview of everything going on in the Command Centre and this is essential for proper command and control. Since coming to the Maldives I have noticed that everyone has a mobile phone some people even have two, and that calls are constantly being made or received. This is fine and modern communications have been a great boon in many respects to societies all over the world. However, when it comes to policing operations there is a real danger that the widespread use of mobile phones bettveen officers will compromise the exchange of important information and

discourage the use of official police radios, effectively leaving key people like the Duty Officer out of the loop during incidents. Consequently, the use of mobile phones for operational purposes by police officers on duty needs to be seriously restricted and regularly enforced by supervisors.
I noted the absence of any form of resource availability in the Command centre

for the Capital Police and when I enquired about this I was informed there was no necessity as resources are always available and it mias simply a matter of calling any available officer to attend calls as they arise. This is not an acceptable position for any Command Centre when the Duty Officer has no idea who is on duty at any point in time and is simply working on an assumption that someone will answer his call. 'l'o rectify this a system has to be put in place at the beginning of every shift to update the Duty Officer with what resources are available to him and Shift I/C's should be rllade responsible for providing this information as a matter of policy. RECOMMENDATIONS
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That the disparity in the ranks of Duty Officers be rectified and that the chosen rank should reflect the degree of responsibility the post demands.

That the use of mobile phones for operational purposes by police offlcers on duty be seriously restricted and regularly enforced by supervisors.

That a system is put in place to require Shift I/C's to update the Duty Officer with a detailed availability of resources at the start of each shift.

COMMUNI'IY OKIENTED POLICING

I have heard much talk of community oriented policing since arriving in Male' but there is little evidence of it being practiced or the concept even fully understood. There is a mindset in the - - -- -- that traveling by car is something Capital -- - p p p p p

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of a status symbol and this seems to prevail within the police service too. I have seen as many as seven officers patrolling in one vehicle on more than one occasion and this is an unacceptable waste of resources. Strong management is needed to put a stop to it. Police officers sitting in vehicles see and hear very little of what is going on around them and this is widely recognized as the wrong way to police an urban community. It is not what the public wants to see and we should be fully sympathetic to that viewpoint. Criminals, on the other hand, illegal activities. I accept that when incidents are being attended here, the public have a tendency to gather at the scene and, on occasions, harass the officers so it is perhaps acceptable for four or more officers to attend to secure the area. There should however, never be a need for more than two officers at a time in a police vehicle during normal patrol as it would be easy for a two man crew to uplift another two beat officers while enroute to an incident. I am told that the wearing of caps is commonplace but all the evidence is to the contrary. The public expect a uniformed organization to be uniform in appearance and be easily identified. A sustained effort to emphasize the requirement to wear caps at all times while in the public view needs to be undertaken and all supervisory staffand senior officers can set an example to to see police in vehicles because it facilitates their ability to remain unseen as they go about their

subordinates by doing so themselves.

I understand that all officers are issued with personalized name tags although some do not actually wear them on a daily basis while in uniform. The wearing of these tags at all times is essential as it is an important aspect in good community relations for local officers to be identifiable to the local community and although I know that Office I/C's do encourage the wearing of them at times and that there is an issue regarding the supply of name tags for new recruits I still feel it needs to be reinforced more often. In an area the size of the Capital, and given the proportionately high number of police officers reporting for duty on each shift, I would have expected to see frequent evidence of uniformed officers on foot patrol. Instead, the opposite is the case and Traffic Officers seem to be the only ones who do so with any regularity. Random visits to police offices in the Capital provide evidence of the reason for this as being too many constables hanging about aimlessly waiting for something to happen instead of being out on beat patrol. This is termed 'fire station policing' or 'reactive policing' i.e. waiting for something to happen before going out of the office, as opposed to 'proactive policing' i.e. actively patrolling the streets at all times to prevent incidents occurring in the first place. Police officers on beat patrol represent the public face of any police senice and it follows that they should be confident all-rounders, able to deal competently, in the initial stages at least, with anything that comes their way. The concept of Probationer rotation to include beat patrol is integral to achieving this standard and needs to be incorporated as normal practice in the training curriculum. This level of competency however, will never happen unless officers are out there learning their trade and actually dealing with matters as they occur. Empowering constables to this level is something management should be aiming for as a
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matter of priority. One telling comment made to me was that it would be difficult for beat officers in Male' to stay out for any length of time in the heat of the sun. This would be like me telling police officers in Scotland not to go out in the rain in case they got wet which is obviously ridiculous. Attitudes like this need to change.

All of the above issues are an effectl~ bar. to the implementation of any form of e

effecti1.e community oriented policing and only when strong supenisory measures are taken to rectify all of them can some progress be made. Once this has been achieved and sustained and the rank and file officers appreciate that
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walking the beat is the only real way to engage with the public in a meaningful
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way will we start to see the benefits. Community Oriented Policing means :- a preponderance of police officers

performing beat patrol on a regular basis, engaging with and listening to the public, acting on their concerns, gathering intelligence and using it to target areas of criminality and disorder ensuring crirninals have a fear of being caught,forming partnerships with community groups and others, iizstigating joint projects to benefit the community as a whole, visiting schools regularly and giviizg children the message about the role of the police and the part they have to play in aiz ordered society
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delivering this to them as young as

possible, being 'visible' and accessible to provide public reassurance, coi7fronti1zganti-social behaviour, respoizding quickly to calls from the public, dealing efficiently and impartially with all reports of crime and disorder and communicating the progress of enquiries to complainers and victims.
These are key operational strategies and the importance of implementing this kind of policing approach throughout the MPS cannot be over emphasized. It won't happen unless it is being driven from the top and sustained. All I/C's have a pivotal role to play in this and it is vital that they too constantly push their officers into accepting this is the way policing should be done and physically making sure it is happening on a day to day basis by personallv checking on the situation at random periods of the dav and night until the message gets through.

RECOMMENDATIONS
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That steps be taken to reduce the number of officers in a patrolling vehicle to a maximum of two.

That all uniformed officers wear FULL uniform, including caps, at all times when in the public view. That supervisors and senior officers set an example by doing likewise. That the practice of 'fire station policing' be stopped. That sustained and regular foot patrols in designated areas be introduced on all shifts in Capital Police areas. That regular formal inputs by beat officers to schools be introduced. That the wearing of name tags while in uniform be rigidly enforced for all officers. That beat patrol officers are tutored in and encouraged to embrace all aspects of Community Oriented Policing.

CRIME PREVENTION

This is an area where I found a well organized and somewhat professional system various types of crime prevention advice on well produced leaflets for de~ising
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and stickers. My one- - about it was that the circulation of this material is concern - -- --- - -

not as widespread as it could be and I saw no instances for example, of stickers being displayed in shop premises and other areas frequented by the general public. Circulation to schools and colleges could probably also be widened. This situation could be greatly improved quite easily and operational beat officers should carry them as a matter of course for circulation in their own areas of responsibility. The MPS internet website carries excellent advice and information on the subject of crime prevention but not everyone has access to the internet so wider physical circulation would be advantageous. The general public should be actively encouraged in media circulations to ask their local police for free visits to homes and business premises to give physical and personal crime prevention advice. Giving such advice after a crime has been committed could be viewed as closing the stable door after the horse has bolted but nevertheless, every crime scene should be the subject of a follow-up visit by the police to offer advice on how to prevent a recurrence. Crime Prevention is a huge subject and there is clearly a well established appreciation of its value already existing in the organization so my intention here is only to touch on the basics to highlight the need to promote it as much as possible at front line policing level in the Capital.

RECOMMENDATIONS
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That extra effort is made to more widely circulate all available crime prevention material. That front line police officers should be instrumental in this and carry such material on their beats as a matter of course.

That the general public should be encouraged to ask for free physical and personal crime prevention advice from the police and that this be conveyed to them in media releases.

That every crime scene should automatically qualify for a follow-up crime prevention advice visit.

Sorne people believe there is still some truth in the old saying that "there are lies, damned lies, and statistics" and I admit to having some sympathy with that view. Crirne statistics can be a very useful weapon in the armoury of any police service
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providing they are used in the context of being somewhat incomplete due to the amount of crime that inevitably goes unreported, and inaccuracies which occur during the recording process itself. In other words, they should not be relied upon to tell the whole story of what is happening in any particular area but they are very valuable when used properly as a planning, intelligence and performance tool. Very early in my discussions about the way crime statistics for the MPS are gathered and recorded I formed the impression that there are major failings in the system. Even a cursory look at the position shows that potentially large numbers of reported crime goes completely unrecorded due to a variety of factors which occur at different stages of the process and caused by different departments within the organization. The problem extends to the accurate recording of Road Accident statistics as well. A basic rule of thumb in this regard is; if the recording of statistics is viewed by the organization as unimportant, then stop doing it altogether. If it is viewed as important, then do it properly, otherwise it is meaningless. My assessment of the current situation is that the figures that are presently available are wildly inaccurate i.e. under recorded, and they consequently serve no useful purpose whatsoever. If a crime is reported to the police then once it has been established that it actually happened, it becomes a recordable statistic. There is no point in the police then deciding what they want to record and what they don't as this defeats the purpose of having statistics in the first place.

I am of the view that part of the problem here is the perception by some that recording too many crimes is a bad reflection on the organization/head of department/department with little thought being given to the opposite side of the coin i.e. that increases in crimes will go completely unnoticed and people are viewed as doing less work than they actually are. The result of this perception is that much either goes in the dustbin or is conveniently filed away and not properly recorded as a crime. I am assured that a system is currently in place to adequately cope with the full reporting and recording of all crimes which occur here and the only problem is it is not being used properly. This has to change if a true picture is to emerge to allow effective strategies to be formulated to deal with them. Office I/C7s,Duty Officers, C.I.D. and others have to radically adjust the way their officers deal with each and every reported crime and accept that it is no reflection on them if crime levels are rising but a wake up call for something to be done about it. Consequently, all crimes should be recorded. The road accident picture, if anything, is worse as there are no useful recorded statistics over time of where and when every accident has occurred, what damage was done, who was injured etc. etc. If a collision occurs, it is a statistic and should be recorded as such. It does not matter who was to blame or who agrees to pay for the damage, the police have a duty to record details in order that policies can be formed and actions taken to identify black spots and make efforts to correct problems. Given what I have said above I think it would be useful to illustrate the available basic crime statistics picture here in the Maldives and show some comparisons
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with a policing area I am very familiar with, Strathclyde in the west of Scotland. The two areas do not sit well for comparison purposes in terms of size, population, culture etc. but I will try to show the overall position in both and extrapolate figures to get a better view of the way the situation appears.

Strathclyde Police area has a populc~tion 2,200,000 people and the overall of crime figures for the year 2005 were 467,734. This equates to approximately 21 crimes per l o o head of population per annum.

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The Maldives has a population of 400,000 people and the overall recorded crime - -- - - - -- - - - A

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figures for 2005 were 8,232. This equates to approximately 2 crimes per loo head of population per annum. Strathclyde therefore has about 57 times the crime rate but since the population of the Maldives is approximately one fifth of the population of Strathclyde, then reducing the crime levels for Strathclyde to one fifth of its total to make the comparison more credible, reveals a figure of 93,456 crimes compared to 8,232 for the Maldives, which is still 11times the crime rate for the Maldives. Applying the same formula to manpower resources i.e. one fifth of Strathclyde strength dealing with one fifth of Strathclyde crime gives a figure of 1420 officers dealing with 93,456 crimes in one year. Compare that to the Maldives position of 2,283 officers dealing with only 8,232 crimes in a year, and the picture becomes quite stark. Strathclyde presently has a force strength of 7,300 police officers while the MPS further 500 in 2007 bringing the final total to 3,283. This means that each Strathclyde officer deals with an average of 64 crimes in a year while the equivalent figure for a Maldives officer is only about 3 crimes in a year (using the current MPS force strength and not the projected strength which would make it only 2.5 crimes in a year). The broad conclusions to be reached from this brief exercise are that crime rates in the Maldives are portrayed as being very low per head of population and the police service is both over strength and under worked. Even taking into account the geographical and other differences with Strathclyde, this is probably because the Maldives statistics are very inaccurate and proves my point that a completelq

has approximately 2,283 rising by the end of 2006 by 500 with the possibility of;

false picture is presented about the crime situation here. I am still of the opinion that crime is relatively low in the Maldives but not to the extent that the statistics indicate and this is a powerful argument for making the effort to rectify the situation. RECOMMENDATIONS
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That immediate steps be taken by all management, department heads and supervisory staff to instill the requirement for all crimes and offences to be properly recorded for statistical purposes.

That a similar requirement be made regarding the recording of road accidents. That in future, all published statistics are made available on a regular basis to department heads.

It was heartening to learn that the Capital Police enjoy an excellent relationship with the media and such a situation would be the enty of police forces in some
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other countries for the simple reason that it can-used to huge advantage for a be -

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multitude of purposes beneficial to the service as a whole.

I am satisfied that sufficient capital is made of this relationship with the media in

order to rebut rumour and innuendo as well as deliberate damaging attacks on the police service and its members. Furthermore, simply using it as a daily tool to publicise to the community what the police are doing to improve public safety and quality of life in particular areas can have a very positive effect and I saw evidence that this is well understood and appreciated. There are major risks involved in allowing uncontrolled access to the media by everyone in the Capital Police and it is therefore necessary for there to be a designatid route through which all press releases are made, ideally through a single nominated individual who is able to screen and approve all items and I was pleased to note that such an arrangement is already in place. However, a greater role needs to be played by Office I/C's in initiating media releases rather than leaving it to others to do so as they are the people who should know best what is going on in their own areas. In summary therefore, I am merely saying that everyone should be aware of this valuable tool and the benefits than can accrue from widening its use.

RECOMMENDATIONS

- That robust use is made of the media by senior management to

rebut critical attacks on the MPS.

That frequent continued use is made of the media to publicise local police initiatives and joint ventures. That Office I/C's play a more active role in initiating media releases for matters affecting their own areas.

OFFICEK SAFE'IY EQUIPMENT

It came as some surprise to me to learn that front line Capital police officers do not routinely carry any form of self defence. There may be some, but I am not aware of any other police services in the world where this is the case. - - - - - - , P

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I have seen that good quality extendable batons are available in sufficient

numbers at police offices to equip all officers but they are rarely, if ever, used. Handcuffs seem to be carried by some but not all. I also understand that some training in the proper use of baton and handcuffs is given but question as to whether sufficient time or emphasis is given to this. Senior management has a duty to ensure the safety of their officers and since it is inevitable that situations WILL arise where injuries to police officers will be sustained, they must take some responsibility for that if reasonable measures are not taken to reduce the possibility of this happening. Handcuffs are essential for restraining purposes and the baton must be viewed as a defensive tool rather than an offensive weapon as some seem to think. It follows that adequate and regular training is an absolute prerequisite to their use. Some take the view that police officers openly carrying appointments like a baton and handcuffs convey an aggressive demeanour which provokes an aggressive response but there is a valid counter argument that it can also convey a valuable position of authority which commands some respect. That aside, the extendable batons and handcuffs available to the Capital Police are discreet in design and can easily be carried unobtrusively. At one end of the scale, equipping Capital Police officers so that they routinely carry firearms, CS spray and the like is totally inappropriate and I certainly do not advocate that. Equally inappropriate however, is the opposite end of the scale where they carry nothing at all and an appropriate balance between the two has

to be settled on. I submit that the extendable baton and handcuffs currently available aptly meets that requirement. As usual, commitment to such a course of action requires ownership, probably more so than in other areas as a continual ongoing training need will be require( both for new recruits and in the form of regular refresher courses for all officers.
RECOMMENDATIONS
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That all operational front line officers be issued with and instructed to routinely carry the extendable baton and handcuffs as part of their normal equipment.

That adequate training is given in the proper use of these appointments during basic training. That regular 12 monthly baton and handcuff refresher training is given to ALL officers and that this be a formally adopted policy.

That ownership of this training programme is vested in the La1 Enforcement Training Centre who will be answerable for its continued implementation and administration in conjunction with the relevant OIC's.

POLICEWOMEN IN THE OPERATIONAL POLICING ROLE

One of the glaring shortcomings in the frontline policing of the Capital is the total lack of female officers. I heard many reasons for this, some of a cultural nature and some relating to the unwillingness of the women themselves to perform that kind of role. I suspect also that there is an element of discriminatory reasons lurking in some minds. Female officers are appointed to the Service on the same conditions as their male counterparts. They take the same oath, undergo the same training, receive the same pay and benefits and wear the same uniform. Align that with the fact that there is a valuable role for them in frontline policing, not least in dealing with w7omenand children, and in indecency, other crimes of a sexual nature and domestic incidents for example, where their presence and approach would be
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warmly welcomed by the public and you have an overpo~7ering impetus to utilize them to their full potential with huge benefits to the image and delivery of a professional policing service. There is anecdotal evidence that a number of female officers would report sick for duty or even refuse to comply if directed to do frontline duty. This is unacceptable and a courageous stance would need to be taken by management in that scenario to dismiss those who steadfastly refuse to comply. It should go without saying that a similar policy be applied to male officers. Furthermore, there is clearly a recruiting issue involved here and women must be unequivocally made anrare of the duties they would be expected to perform if appointed to the police service. This needs to be done at the point of application
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and before appointment.

I am mindful also of a future scenario, perhaps not too far distant, where many
administrative roles will be delegated to civilian staff. The question then arises, if women police officers continue to be appointed, and office administrative roles continue to be found for them, what use could be made of them when those

administrative posts disappear:' 'l'he potential therefore exists even nokv for a loghave neither practical policing skills nor any jam of ivomen officers ~ v h o administrative job to do.
As I will mention in other areas, - of policy regarding the deployment of a change --- - - -- -- - -- -----

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women in the front line needs to be driven froin the top and good use made of the media to apprise the public of the reasons for such a change.

RECOMMENDATIONS
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That female officers are routinely posted to front line duties. That ALL female officers should experience this aspect of the policing role (as should all of their male counterparts). That strong action is taken to deal with female officers who cannot or will not comply. That female applicants to the MPS are made fully aware of the roles they would require to perform if appointed. That good use be made of the media to promote the role of women police officers to the Maldivian commun&. That supervisors be actively counseled to ensure a non discriminatory workplace is maintained.

RANK STRUCTURE

The present rank structure in the Maldives Police Service harks from a more militarised era. It seems to me to be inappropriate for a modern civil police service and I would wish to implant the idea that the number of ranks should be reduced to streamline the organisation. Any disciplined organisation needs to have clear and unequivocal lines of command and the more levels of command which exist, the more blurred the picture becomes. At the present time the MPS has one quarter of its establishment in supervisory roles or, to put it another way, one supervisor for every three constables. This seems to me to be excessive and is, in part at least, due to a policy of rewarding educational qualifications and length of senice with promotion as opposed to the normal practice elsewhere of qualifying for rank advancement by virtue of voca'tional ability i.e. being able to do your chosen job well. I have seen this practice failing elsewhere simply because too much emphasis is placed on theoretical intelligence and little account is taken of the individuals' practical ability to be an effective police officer. Having said that, it is still of the utmost importance that the right people are recruited and qualitv should alwavs override quantity when appointing new recruits to the service. Changing the rank structure is not, I would suggest, something which could be fully achieved overnight and natural wastage of ranks destined to be made redundant should be allowed to occur over a reasonable period of time before the whole structure change is implemented. Cognisance also needs to be taken of how pay structures would be revised and a 'no detriment' policy established to ensure no-one suffers financially from loss or change of rank.
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Should the proposed changes be adopted there would then be an imperative to re-define areas of responsibility for different ranks e.g. operational shift I/C's should be of Sergeant rank; Station I/C's should be of Inspector rank as should Duty Officers and so on and so forth. More use would also be made of the Chief

Inspector and Superintendent ranks of ~vhich there are too few at the present titne.

Present
Commissioner
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Proposed
Commissioner Deputy Commissioner Assistant Commissioner Superintendent Chief Inspector Inspector Sergeant Constable Probationer Constable

Senior Deputy Commissioner Deputy Commissioner Assistant Commissioner Superintendent Chief Inspector Inspector Sub Inspector Chief Station Inspector Station Inspector Staff Sergeant Sergeant Corporal Lance Corporal Constable

RECOMMENDATIONS
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That consideration be given to reducing the number of ranks in the MPS from the present 15.

- That the suggested rank structure of only 9 ranks be adopted.

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That any change should take place over a period of time to take advantage of natural wastage. That promotion be based at least in part on vocational ability and not only educational qualifications or length of service.

- That a 'no detriment' policy be incorporated to ensure there are

no financial penalties for loss of rank.

- That any change of rank structure should generate a review of

rank responsibilities.

ROLES AND RESPONSIBILITIES

Now is perhaps not the ideal time but there is no doubt that in the not to distant future an in-depth review of all roles and responsibilities will need to be carried out within the MPS, not least because of the number of roles currently being performed by police officers which should and could quite competently be carried out by properly trained civilian staff. To quote just two examples in support of this argument, I found uniformed police officers in hospitals in the Capital doing jobs that need no police skills whatsoever i.e. processing medical examination applications, as well as 8 police officers, including 4 of supervisory rank, in the Capital Police Administration Section processing paperwork already completed for the most part by Station I/C's. This is a waste of police resources and a common rule of thumb applied in such a review should be - if the role does not require an element of police training and/or the use of police powers then it can be civilianized. Despite me being told everywhere I went that departments are understaffed, there is clear evidence of overstaflng in a number of areas resulting in people having little to do who could be better utilized elsewhere. 'Idle hands make mischief and such a situation needs to be looked at and rectified without delay. I suspect that in the past, much of the resourcing of various departments has been done on an ad-hoc basis and to restore some equilibrium there should be a clear policy when requests for additional manpower are made to Human Resources for I/C's to provide adequate justification for any such increases before approval is

The use of formalized Job Descriptions is widely utilized elsewhere in other police services but not, it appears, in the MPS. This must have the effect of generating uncertainty amongst some as to the exact nature of their role within the organization. Consequently, everybody should have one and this means a comprehensive effort to devise and issue a Job Description to every single

member of staff for el-ery single role being performed. This includes those already

in post as ~vell those nervly appointed to specific roles. As a guide to the way as
thej- should be prepared I append four examples of Job Descriptions for the roles of Constable, Constable Traffic, First Line Manager and Duty Officer.
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Some management gurus believe that regulated periods of tenure play an important part in the efficient operation of large organizations as they remove uncertainty amongst staff as to how long they will be expected to perform any particular role before the position is reviewed or they are moved on to another department or function. I agree with this viewpoint as long as it is not forgotten that great benefit is derived by allowing some employees to build expertise in particular fields and it would be counter productive to strictly apply tenure and transfer them every three years or so. Consequently, any tenure policy should include the qualification that the end of a particular tenure should not mean automatic transfer but only a revue of the situation.

RECOMMENDATIONS
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That plans should be considered for a comprehensive future civilianization programme within the MPS. That a review of departmental staffing levels be undertaken with a view to optimizing staffing levels within the MPS. That all requests for increases in manpower be accompanied by a report which fullyjustifies such an increase before approval is given.

That Job Descriptions be prepared and introduced for every role within the organization. That periods of tenure be introduced for selected roles within the MPS with the proviso of a built-in end of term revue.

JOB DESCRIPTION
THIS JOB DESCRIPTION IS INTENDED AS A GUIDE ONLY IT SHOULD NOT BE REGARDED AS A DEFINITIVE DOCUMENT THE NATURE OF POLICING REQUIRES FLEXIBILITY AND THEREFORE A RIGID FRAMEWORK IS NOT INTENDED

Post: Rank: Responsible to:

Police Constable Constable First Line Manager (Lance CorporallCorporalISergeant)

PURPOSE AND OBJECTIVE OF POST To perform the functions of protecting life and property, preserve order, prevent crime and detect offenders. To effectively patrol a designated area providing an efficient response to matters arising. To identify with the community and foster and maintain close and courteous relationships. To provide a quality service at all times.

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MAIN JOB ACTIVITIES Operational To provide an immediate response, or as soon as practicable, to calls for assistance from the public. To deal directly with any incidents or occurrences, either personally encountered or as directed by a supervisory officer or other authorised person. To conduct full and thorough enquiry or investigation into matters or offences coming to hislher attention, seeking advice or assistance of specialists or supervisory officers where required.
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To prepare for and attend any court, hearing or enquiry to give evidence as required by any authorised person. To serve and execute when required any warrant, citation, summons or other legal process document. To keep abreast of all current crime trendslpatterns, complaints and occurrences affecting hislher local area, liaising with specialist departments

on matters pertaining thereto. To ensure that any relevant information during the course of hislher duties is passed to the relevant supervisor for information and evaluation. To be responsible for the safety and wellbeing of all prisonersldetainees in hislher custody.
-----

To provide basic crime prevention advice when appropriate to members of the public. To be responsible for the acceptance and safekeeping of all items of found property handed to himlher by members of the public. To seize, record and lodge, in accordance with Force Procedures, all items intended as evidence. To be responsible for .the maintenance and safekeeping of police property, including vehicles, radios and other equipment. The post holder will comply with any existing Health and Safety policy and be responsible for their own health and safety, applying safe working practices that will minimise incidents of injury and ill health in the working environment. The post holder will have knowledge of, and promote any procedures and practices that comply with any existing Code of Conduct and ensure ethical standards are maintained. To carry out all other duties as instructed by supervisors or as dictated by circumstances.
To give the necessary support to victims of crime.

Personnel
To give practical advice and take an active interest in the training needs and requirements of probationary constables, including formally reporting on such activity as required. To actively pursue meaningful and harmonious working relations with colleagues and other police personnel ensuring that a positive team spirit is achieved.

Administration To prepare thoroughly and dispatch timeously, to the appropriate recipient, all reports and correspondence, ensuring the highest possible standards are achieved at all times.

29

JOB DESCRIPTION

THIS JOB DESCRIPTION IS INTENDED AS A GUIDE ONLY. IT SHOULD NOT BE REGARDED AS A DEFINITIVE DOCUMENT. THE NATURE OF POLICING REQUIRES FLEXIBILITY AND THEREFORE A RIGID FRAMEWORK IS NOT INTENDED.

Post: Rank: Responsible to: Responsible for:

FIRST LINE MANAGER Lance Corporal/Corporal/Sergeant Patrol InspectorIStation in charge PatrolIGroup Constables

PURPOSE AND OBJECTlVE OF POST

To direct, guide and supervise the work of Constables engaged in uniform beat/mobile patrol duties.

MAIN JOB ACTIVITIES

Operational To organise effectively all shift resources ensuring ,that deployment meets operational requirements and contingencies. To brief Constables at the commencement of each tour of duty on relevant operational matters and on conclusion of their duty debrief Constables to ensure that effectiveness has been achieved. To liaise and co-ordinate with Police support departments to ensure that specialist policing knowledge is applied to operational situations.
.

To patrol the Section and supervise all officers under hislher command and to offer advice, support and guidance when required. To ensure maximum efficiency and best value is achieved. To attend all incidents of a serious nature including major incidents within hislher Section notifying senior management of their substance as soon as possible. To take control of such incidentsloccurrences, if required, or on the instructions of a senior officer.

To ensure resources are targeted and respond to required objectives The post holder will comply with any Health and Safety policy and be responsible for their own health and safety. They will have a duty to ensure the health and safety of staff under their supervision or direction, ensuring that they are competent to deal with any tasks they are required to undertake.- -

The post holder will have knowledge of, and promote any procedures and practices that comply with any existing Code of Conduct and ensure ethical standards are maintained. To be aware of and deploy resources to take account of local crime patterns and problems. To carry out all other duties as instructed by supervisors or as dictated by circumstances.

Personnel To appraise and assess each officer under hislher command, highlighting strengths and weaknesses in accordance with the Probationer Appraisal reports and any other appraisal process applicable to hislher subordinates. To closely monitor by way of supervision, guidance and cobnselling the ongoing development and effectiveness of all officers under hislher command. To be aware of and highlight training needs at the various stages of a Constable's development. To be aware of and sensitive to the occupational welfare requirements of the officers under hislher command and, where necessary, work to a solution that maintains the operational efficiency of the officer. To actively pursue meaningful and harmonious working relations with colleagues and other police personnel ensuring that a positive team spirit is achieved.

Administration To maintain Shift Availability Registers and submit Duty Rosters. To collate, record and allocate all items of correspondencelenquiries and other such processes that are received, ensuring that they are deal with thoroughly and despatched timeously.

To regulate workloads, monitor progress in respect of same, giving advice and direction as required. To ensure the timeous processing and submission of reports from officers under hislher command, ensuring that such reports are concluded to the highest possible standard. To liaise with and advise immediate supervisors in respect of all requests pertaining to annual leave, overtime and expenses, etc.

JOB DESCRIPTION

THIS JOB DESCRIPTION IS INTENDED AS A GUIDE ONLY. IT SHOULD NOT BE REGARDED AS A DEFINITIVE DOCUMENT. THE NATURE OF POLICING REQUIRES FLEXIBILIN AND THEREFORE - - A RIGID FRAMEWORK IS NOT INTENDED ---

POST: Rank: Responsible to:

CONSTABLE (ROAD PATROL) - TRAFFIC Constable Lance CorporalICorporallSergeant (Road Patrol)

PURPOSE AND OBJECTIVE OF POST To patrol all roads within a geographical area assigned to himlher and ensure the free and safe flow of traffic. To provide a quality service at all times. MAIN JOB ACTIVITIES
Operational
'.

To respond immediately, or as soon as practicable, and deal with .traffic matters and accidents as directed or as required. To investigate contravention's of any existing Road Traffic Legislation in particular and other crimes and offences detected in the course of hislher duty as a Police Officer. To identify, and report on as soon as practicable, all-actual or potential traffic hazards including defective or deficient roads and street lighting. To ensure that all traffic signs, including temporary signs, are properly and adequately sited, currently required and operating efficiently. To operate road checks, e.g. radar speed checks and vehicle checks, as directed or as required. To examine and report on vehicles suspected of contravening legislation or which have been involved in accidents, as directed or as required.

When operational, to attend all calls, disturbances and incidents (whether road traffic related or not) and provide assistance to foot and mobile patrol officers as directed or required. To be responsible for the care and safekeeping of all specialist equipment allocated to himlher. To keep abreast of all current trendslpatterns affecting the officers patrol area, liaising with other departments on matters pertaining thereto. To ensure that any relevant information collected during the course of hislher duties is passed to the relevant supervisor for information and evaluation. To be responsible for .the safety and wellbeing of all prisonersldetainees in hislher custody. To prepare for and attend any court hearing to give evidence as required by any authorised person. To carry out any other task as directed by a supervisory officer or as dictated by circumstances. The post holder will comply with ahy existing Health and Safety policy and be responsible for their own health and safety, applying safe working practices that will minimise incidents of injury and ill health in the working environment. The post holder will have knowledge of, and promote procedures and practices that comply with any existing Code of Conduct and ensure ethical standards are maintained.

Personnel To actively pursue meaningful and harmonious working relations with colleagues and all other Police personnel ensuring that a positive team spirit is achieved.

Administration To prepare thoroughly and despatch timeously to the appropriate recipient all reports and correspondence ensuring the highest possible standards are achieved at all times.

34

JOB DESCRIPTION

- -

THIS JOB DESCRIPTION IS INTENDED AS A GUIDE ONLY. IT SHOULD NOT BE REGARDED AS A DEFINITIVE DOCUMENT. THE NATURE OF POLICING REQUIRES FLEXIBILITY AND THEREFORE 1 C D B --- - -

Post: Rank: Responsible to: Responsible for:

DUTY OFFICER Sergeant The Senior Officer on duty. All personnel who are members of the Control Room staff.

PURPOSE AND OBJECTIVE OF POST To direct and control the efficient and effective operation and overall administrative management of the Control Room, to ensure that a quality service is provided to both members of the public requiring assistance and operational officers seeking support and assistance. When acting as Duty Officer outwith normal office hours and in the absence of senior officers to have the mandate of the Commissioner. '. MAIN JOB ACTIVITIES Operational To ensure that prompt and effec,tive action is taken in respect of matters being reported by members of the public or outside agencies. To give attention to all matters emanating from officers requiring operational support, as necessary. To provide direction, guidance and advice to all personnel working within ,the MPS. When required, to ensure that any complaint against the Police lodged by members of the public is allocated to an appropriate supervisor and reported in line with Policy requirements. To supervise and assist Control Room staff with guidance and direction in order that the most efficient and effective use of resources is maintained at all times.

To ensure that all books, files and other ancillary records in respect of the general efficient administration of the Control Room area are completed accurately and maintained to the highest standard. To ensure that all correspondence referred to himlher for attention is dealt with timeously and has attained the highest possible standard.

SHIFT PATTERNS

In 2004 when the present Maldives Police Senice came into being there were only a total of around 300 officers in its establishment. That number is now7 above 2000 and is increasing all the time. It is understandable therefore, that the shift system devised in 2004 to give adequate police cover then, is not appropriate now7and this was glaringly obvious at every office I visited. Even a cursory examination of the current shifts revealed what can only be described as inhumane work patterns with no effective rest days, strength sapping multiple and consecutive shift duties and quick changeovers being undertaken each week. It is to the credit of the officers I spoke to that while they commented freeiy on these tiring shifts, none of them actually complained as such and there was a feeling of tacit acceptance that that u7aswhat they have to do. Many studies have been done over the years on the workings of the human body clock and while I will not go into the science of that here, it is easy for the layman to grasp the concept that mind and body take time to adjust to different eating, sleeping and working patterns. Quick changeovers and lack of proper rest days are not conducive to a sharp mind and active body and such abnormal activities also have a marked effect on general morale. Not surprisingly therefore, I am strongly advocating an urgent change in the shift pattern currently being operated by the Capital Police. Listed hereafter are a number of options for consideration and I note the merits or otherwise beneath each one. Some additional relevant points worthy of mention in this regard are:-

a) Station I/C's are accluainted tvith crime patterns and other activities in

their 011-n areas and they should be given some autonomy to make minor adjustments to shift patterns to suit operational requirements as they arise.
--

b) A shift pattern which suits one geographical area may not work well in
-- -

--

another e.g. a busy city area as opposed to a quiet rural one have clearly different requirements in police coverage. Aligned to this is the question of nightshift cover and it should be recognized that in many instances utilizing the same number of resources during the night as during the day is not necessary. Examples of where it might be appropriate to adjust nightshift cover exist in Villingilli, Airport Police and the Traffic Department where bringing half of the nightshift strength out 4 hours early means a period of shift overlap in the evening where the extra officers can be used to good advantage and, a period during the second half of the nightshift where only half the strength remains, at a time when little is happening and fewer officers are needed.
C)

The use of

12 hour

shifts as opposed to the more normal 8 hour ones

should not be readily dismissed as they are widely used in other countries due to the reduced number of consecutive days worked and their body clock friendly nature.
d) Any shift pattern has to meet the requirements of senior management, the

officers themselves and, very importantly, the public being served and I have tried to factor all of these aspects into the examples which follow.
e) If and when a decision is made to implement a new shift pattern I strongly

advise that it should first be rolled out as a pilot scheme in one selected area of the Capital Police for at least one month, following which a meaningful review of its impact should be carried out. This must include feedback from the officers themselves and their supervisors. It has been suggested to me that this would not work and the whole of the Capital Island would need to be used for the pilot area but while I see no real argument for this I have no strong feelings either way.

OPTlON 1
SUN

MON

TUES N
OE;IT

WED N

TNUR
01; 1:

FRID

SAT

Shift A Shift B Shift C

N

OFF

D
N OFF

D
OFF

D
OFF

OFF
D

N
D

D to o8oohrs

= Nightshift - 200ohrs =

Dayshift

o8oohrs to 200ohrs

7 days off each month No quick changeovers

12 hour

shifts

Retains the 3 group format Format repeats itself every 21 days Only three or four consecutive days for each shift Formula is 4 on 2 off, 3 on 2 off, 3 on 2 off and 4 on 1off OPTION 2
SUN

MON
N
OFF L E

TUES

WED
N
L

TWUR
N
L E

FRID N

SAT

Shift A Shift B Shift C Shift D

N
0

N
L
OFF

N
L
E

L
E

L
E
-

OFF

OFF

O F

OFF

N = Nightshift
L = Lateshift
-

2330hrs to o73ohrs to i43ohrs

i43ohrs to 2330hrs

E = Earlyshift

- o73ohrs

7 days off each month

No quick changeovers
8 hour shifts
-

New 4 group/4 shift format Format repeats itself every 28 days Seven consecutive days for each shift Formula is 7 on 2 off, 7 on 2 off and 7 on 3 off

OPTION 3 SUN MON

0171.

TUES

WED

THUR

FRI

SAT

Shift A Shift B Shift C Shift D

i>I:P'

N
OFF
-

N E
OFF

N
E
-- --- -

N
E
OFF
-

N
L
-

N
- -

0Fl:
L E
-- - -

L E

OFF

E
-

N = Nightshift

2300hrs to o7oohrs

L = Lateshift

i5oohrs to 2300hrs o7oohrs to i5oohrs

E = Earlyshift
8 hour shifts

7 days off each month New 4 group14 shift format Format repeats itself every 28 days Quick changeovers are only earlyshift to lateshift Seven consecutive nights nightshift Formula is 2 off 7 on, 2 off 7 on and 3 off 7 on
OPTION 4 SUN MON TUES WED
E

THUR

FRID N L
E
OFF

SAT

Shift A Shift B Shift C Shift D N = Nightshift

L = Lateshift
-

E OFF N L

E
L

N L E
OFF

N L E O FI;

OFF N L
-

L OFF N

OFF
N

2330hrs to o73ohrs

1530hrs to 2330hrs

E = Earlyshift - o73ohrs to 1530hrs

7 days off each month

8 hour shifts

New 4 group14 shift format Format repeats itself every 28 days Quick changeovers are only earlyshift to nightshift, lateshift to nightshift and earlyshift to lateshift Maximum of five consecutive days on any shift Formula is 7 on 2 off, 7 on 2 off and 7 on 3 off

OPTION F; SUN
Shift A Shift B Shift C Shift D N L E OFF

MON
N

TUES
N

WED
N OFF
E

THUR
N
01 F T

FRI
0171;
E N L

SAT L
E

L
OFF
E

L OFF
E

N OFF

N = Nightshift - 2400hrs to o8oohrs L = Lateshift - i6oohrs to 24oohrs

E = Earlyshift
8 hour shifts

- o8oohrs

to i6oohrs

7 staggered days off each inonth

New 4 group/4 shift forinat Format repeats itself every 28 days Maximum of five consecutive days on any shift Formula is 5 on 1off, 4 on 2 off, 3 on
2

off, 4 on 1 off and 5 on 1off

RECOMMENDATIONS
-

That a new shift system be urgently introduced for the Capital Police. That Station I/C's be given some autonomy to make minor adjustments to shift patterns in their own areas to take account of local issues.

That flexibility to reduce nightshift cover when appropriate be factored into the new system. That any deviation from the new shift pattern to take account of a 'no nightshift' requirement should still include proper rest days.

That the new system be piloted in one area of the Capital Police for at least one month. That a meaningful review takes place at the end of the pilot period to allow for the ironing out of any problems.

To liaise directly with Patrol Supervisors on all matters pertaining to operational activity, but in particular, to collate and direct initial action in response to majorlserious incidents and missing persons. To ensure that all such activity is in accordance with accepted procedures To brief the relevant Senior Officer without delay on all matters of a majorlserious nature. Outwith normal office hours, and in the absence of senior management, to take interim command of operations in response to such incidents. Thereafter, as soon as pracl.icable, but in any case without delay, to inform senior management regarding same. The post holder will comply with any existing Health and Safety policy and be responsible for their own health and safety. They will have a duty to ensure the health and safety of staff under their supervision or direction, ensuring that they are competent to deal with any tasks they are required to undertake. The post holder will have knowledge of, and promote procedures and practices that comply with any existing Code of Conduct and ensure ethical standards are maintained. To carry out all other duties as in'structed by supervisors or as dictated by circumstances.

Personnel

To appraise and assess each officer under hislher command, highlighting strengths and weaknesses in accordance with Probationer Appraisal reports and any other appraisal process applicable to hislher subordinates. To address all training needs and deploy subordinates with a view to developing their full potential. To be aware of and be sensitive to the occupational health and welfare requirements of the officers under hislher command and, where necessary, work to a solution that maintains the operational efficiency of the officer. To actively pursue meaningful and harmonious working relations with c o t m s x m h X h e r police personnei ensuring hat a positive team spirit is achieved.

Administration

To have primary administrative responsibility for requests for leave, claims for expenses and overtime from hislher subordinates.

SPECIAI, OPERATIONS DEPARTMENT

El-ery police service needs, in my vie\v, some form of 'Support Group' to prolide r\-elltrained and equipped officers to deal lvith emergency situations. I am only too well alvare of the existence of political and religious undercurrents in the
-

Maldives and for that reason alone the Service clearly needs reserves that can be quickly called upon to support regular police officers. The S.0.D currently fulfils that need but there are however, some aspects of the current setup which give me some cause for concern. Firstly, the present strength of 250 officers in the S.O.D. constitutes about 12 per cent of current force establishment, a luxury in any language and, even given the current National situation, that seems to me to be excessive. Secondly, the image of the S.O.D. is quite openly that of a paramilitary organisation that see themselves as the macho elite of the MPS despite the fact their ranks consist of ordinary police officers most of lvhom lack basic police training. My interpretation of their primary role is that of a fast reaction group that but force seems to be the only option they have at and I have no issue ~vith their disposal and it appears they have no training in the escalating use of force, negotiation or other non- violent tactics. Indeed, I understand some of them hold the view that normal policing is 'soft' lvhich is very worrying. Worse, that some of them do not see themselves as police officers at all and there exists within their ranks a culture of being completely separate from mainline policing. This image is totally alien to that of a progressive democratic country and sends all the wrong messages to the populace. There is an attitude that the recruit training regime currently in vogue in the MPS is inadequate for S.O.D.'s purposes but I have to say that ALL officers appointed to the Service must start from the same base point no matter where they are posted thereafter and everyone should therefore have that basic police training at the outset of their career.

Given the propensity for some factions in the country to readily point the finger of accusation at Government and the police in relation to the alleged use of unwarranted violence in certain situations, much kudos could be gleaned by a well publicised reduction in S.O.D. strength by say, 50 officers while at the same time adjusting their image away from a military one by restricting the wearing of military style fatigues to appropriate situations only. Enhancing their breadth of training to include negotiation and non-violent tactics would also have a major positive impact. I am firmly of the belief that any moves to increase staff numbers in the S.O.D. would have exactly the opposite effect and serve only to make matters worse. While I discuss periods of tenure elsewhere (see Recommendation 43) I would suggest that postings to the S.O.D. are a prime candidate for such a policy. While I am conscious that my comments on this subject will be controversial to some, they are not intended to be an attack on the S.O.D. and I have to say that I was impressed by the commitment and dedication evident within their ranks. RECOMMENDATIONS That a token reduction of 50 officers in the S.O.D. be made in early course. That the move is publicised as widely as possible. That the military image of the S.O.D. be softened by ensuring that the wearing of military style fatigues is restricted to appropriate situations. That training of S.O.D. officers be broadened to include the use of escalating levels of force, negotiation and other non-violent tactics. That future selection of S.0.D officers be limited to only those who have undergone basic police training.

STATION MANAGEMENT

I was somewhat taken aback to learn that stations are not equipped with a

Procedures Manual or Operational Manual which sets out in detail to all

-

personnel the rules and conventions which everyone must follow when carrying
--

out their day to day duties as police officers. This is an absolutely basic tool for the efficient operation of the whole of the MPS and I view its absence as quite critical. Further enquiry revealed that such a manual does exist, having been prepared some time ago by the Law Enforcement Training Centre, but it has never been approved for use by the Management Board or circulated and in light of this I would commend this be rectified in early course to allow wide circulation as soon as possible. I have examined the manual and it more than adequately fulfils what is required for such a document. Basic station management in the different offices in the Capital is adequate but there is some inconsistency in the use of some forms and books and different shifts are simply doing their own thing in that regard. Reducing bureaucracy should be a key objective in all stations and there is some evidence of some duplication of forms which should be reviewed and addressed. In the same vein, Office I/C's should be allocated a small monthly petty cash budget to deal with minor recurring local expenses and reduce the volume of paperwork going to and coming from headquarters. Each office should have an Occurrence Book or Briefing Book which is consistent in layout across the whole of the MPS and can be referred to by everyone in the station where it is kept. Something similar already exists in most stations but they are more shift specific than station oriented. Incidents attended, arrests, intelligence etc. should all be included in such a book for the benefit of all and its primary use should be as a briefing and intelligence tool by supervisors at the start of each tour of duty.

With regard to the question of the management of Case Files I found that no such thing exists in the Capital Police Stations and the same applies to Lost and Found Property files, Crime Management files and the storage and administration of items seized as court exhibits. The explanation for this is that when issues arise such as the reporting of a case, items of lost or found property or a crime are reported, these are referred to and dealt with by investigating officers from one or more headquarters departments so local police offices have no requirement to complete or administer the relevant paperwork or store any related items. On the one hand, this is an extremely inefficient w7ayto deal with these matters while on the other, the small size of the Capital Island allows such a system to operate with relative ease. Add to this the issue regarding the problem with lack of space in the local stations and perhaps it makes some sense, for the time being at least. In the longer term as the training and skills of front line officers improves there is no reason why some decentralization of these issues cannot be allowed to take place. There appears to be no form of induction arrangement in place in the Capital police stations which would allow for officers arriving there for the first time to be smoothly introduced to the routines, practices, conventions and geography of their new workplace. The Procedures Manual mentioned above fulfils some of that need but there is a need for a specific package for new arrivals which includes the way even the basic things are done. I understand that a Corporate Package fulfilling that need is currently in the process of being prepared by Human Resources and I commend its speedy introduction. The concept of Tutor Constables being used in an operational policing environment is commonplace elsewhere and consists of experienced officers being used to provide new recruits arriving at a station with on-the-job training
- -

for periods of up to a month at a time each, before being given another recruit to train. The problem of course with the Capital Police in this respect is that there are very few experienced officers at the stations to speak of wlio could carry out this valuable role and I have learned that this is exacerbated by a policy of removing experienced officers from the front line to other posts as soon as they show any promise.

This is an identified issue else\vller.eand I\ hile I accept that it is a necessary part of career development to progress officers through different departments, I would urge that in the present climate where there are so many young and inexperienced officers that it would be prudent to apply some restraint and allow experienced officers to remain in front line duties for longer than at present. Indeed, it would be a bold and beneficial step to actually transfer some experienced officers back to frontline stations in the short term until the situation improves. There are obvious issues with regard to the quality of building accommodation in the Capital Police Stations especially in relation to the amount of space available but there is evidence of an ongoing programme to address this and much improvement should be apparent in the near future. My visits to the seven Police Stations in the Capital Police area were informative and enlightening and all the I/C's impressed me with their enthusiasm and sense of purpose. The following bullet points highlight issues I noted at the time of my visits. Some matters were duplicated at the different offices so I do not necessarily repeat them under each heading.
HENVIRU

Staff numbers -42 Local problems with youths fighting in the streets need robust police action. Some administrative systems differ between shifts.
A new extended office is planned for 2007.

No local petty cash control. Excessive down time when vehicles suffer mechanical problems. Experienced officers in very short supply. MAAFANU Staff numbers - 48 Very limited accommodation. Space problems made worse by other departments utilizing it e.g. F.C.P.U.

GALOLHU Staff numbers - 41 Accommodation inadequate. Good practice premises. AIRPORT Staff numbers - 16 New accommodation being provided at the end of 2006. Primacy issue with Airport Security staff (see further comment below) Insufficient manpower resources. Low nightshift requirement.
..
- regular

shift meetings and a keyholders register being kept for

HULHUMALE Staff numbers - 18 Low levels of crime. Good public transport in place. LOIV nightshift requirement. Good modern office accommodation. An ideal opportunity to progress Community Oriented Policing in a developing area. Plans in place to increase staff in pace with local development. Good practice - local conciliation is used to resolve minor matters. Low nightshift requirement. VILLTGILI

Staff nurnbers - 17 A new police office is planned for 2007.

An ideal community policing en\ironment.

Good community relations and joint youth/police projects. Low crime levels. Low nightshift requirement.

'FIUFFIC DEPARTMENT

Staff numbers - 84 Low nightshift requirement. Inadequate accommodation. Inadequate vehicle allocation.
-- - --

Lacks a properly set up intelligence cell. Set to break away from Capital Police control in the not too distant future and care is needed to ensure police autonomy is retained. Overall, there is some inconsistency in staffing numbers which needs to be addressed with an early review of local requirements especially at the Airport which needs a more visible police presence. The Airport issue with Airport Security where I am advised that they routinely fail to involve the police in matters of a criminal nature is not acceptable. There seems to exist an attitude by security staff that 'this is my ball and you can't play with it' and this cannot be allowed to go on. The primacy of the MPS in all criminal matters within the Maldives should go without saying and if the Airport Authorities fail to recognize that it has to be resolved, at Government level if necessary.

RECOMMENDATIONS
-

That a consistent approach be adopted with regard to all forms and books being used in Capital Police Stations. That urgent consideration be given to the approval and wide circulation of the Procedures/Operational Manual. That a review of forms being used in stations be undertaken by I/C's to reduce duplication of purpose. That office I/C's are allocated a small monthly petty cash budget to deal with minor recurring local expenses. That a standardized station Occurrence Book be developed, introduced and utilized for Shift briefing purposes.

That the Induction Package presently being prepared for new staff by HR be speedily introduced. That there is a change in policy regarding the early removal of experienced officers from front line Capital Police stations. That Tutor Constables be introduced as and when more experienced officers become available. That consideration be given to transferring a number of experienced officers back to front line police stations. That an early review is instigated of staffing numbers in Capital Police offices, especially the Airport where a more visible police presence is desirable.

That steps be taken at high level to resolve the issue of police primacy in criminal matters at the Airport.

SUGGESTION SCHEMEIBEST PRACTICE

Good ideas are not exclusively in the realm of clever people and the best ones frequently emanate from unexpected quarters. It follotvs that every large or~anization harbours within its ~rorkforce wealth of innovative ideas and the a only real decision which needs to be made is hob7 to best tap into it. Traditionally, the most common method used is the Suggestion Box which, as the name implies, are merely boxes placed in all police stations etc. for staff to submit ideas and suggestions which will benefit the day to day efficiency of the service. They should be accompanied by clear guidelines for their use and some incentive like a monthly prize offered for the best suggestion to encourage a continual flow of ideas. A simple Suggestion Form could be easily devised and made available where boxes are situated. Anonymous suggestions should not be encouraged. The form should outline the issue or problem, the suggested solution and the benefits to be derived from that solution.
A framework needs to accompany such an initiative in order to ensure the boxes

are emptied regularly, to gather and disseminate the contents and, most importantly, to act timeousiy on those that have vaiue to the organizations operation and service delivery. It is extremely important that useful suggestions are widely communicated to all staff if any real benefit is to arise from them. This scheme should not be seen as a means of intelligence gathering as there should be other routes in place for that but rather as a means of sharing ideas for improving and streamlining all manner of internal processes. The subject of Best Practice is a wide ranging one indeed and much can be said to come under its umbrella but in its simplest form it means the sharing of good practices within an organization to improve service delivery. It should be seen as separate from, but connected with the Suggestion Box scheme insofar as the ultimate aim of both is the same i.e. to do things better. Sharing of good practice should be actively encouraged with clear instructions where reports of good

practice should be sent for dissemination and assessment before being widely circulated or adopted as appropriate.

RECOMMENDATIONS That a MPS Suggestion Scheme be implemented for the use of all staff. That boxes are strategically placed and easily accessible in all police buildings. That guidelines and a Suggestion Form are devised for use with the scheme. That a proper framework is set up to administer the scheme with a named manager. That a reward incentive is introduced to encourage a steady flow of suggestions. That good suggestions are circulated to other staff and acted upon within a set tiinescale of 8 weeks. That reports on examples of Best Practice from all MPS staff are actively encouraged by management.

The name 'Traffic Department' is, in my view, something of a misnomer as far as Male' is concerned since the traditional model of a traffic department is a body of officers in fast patrol cars policing highways and byways and dealing with all

This is not the situation in Male' since the size of area and concentration of vehicles and people does not lend itself to it. In fact, to an outsider, with the excessive numbers of taxis, private cars and motor cycles, the traffic situation in the Capital has all the appearances of being out of control with everyone just doing as they please. Matters are made worse by very poor driving standards among many residents with lane discipline and junction etiquette being non existent and it is only by virtue of the fact that congestion effectively controls the speed of traffic that many more accidents do not occur. All of this only serves to make life extremely difficult for traffic officers.
As I have mentioned elsewhere in this report, traffic officers are much in evidence

in the Capital and they are frequently seen with high visibility jackets in busy areas of the city. Casual observation however, reveals that while they do issue 'tickets' and take a small measure of control when traffic congestion occurs, their presence has little tangible effect. Blatant bad driving, running red lights and haphazard, dangerous parking and obstruction are not addressed with the firmness they require. Some insight into the reasons for this can be found at any traffic incident when crowds of onlookers can be seen to materialize around traffic officers and loudly question their actions with no effort being made to disperse them, evidencing a lack of confidence and training in how to deal with such a scenario. Things became more clear when I learned that an ordinary traffic patrol officer has no training in how to deal with a traffic accident and instead will simply secure the scene as best he can then call Traffic Investigation officers to do the rest.

This two tier level of skills in the department hampers efficiency and if there are trained and experienced Accident Investigators within the department, I see no logical reason why their slulls cannot be utilized to rotationally train everyone in the department to that level thereby maximizing the use of available manpower. It is anomalous that a Traffic Department should suffer from a shortage of patrol vehicles but that is the situation I found with only 2 small personnel carriers and
7 motor cycles available to the department. This is understandable up to a point

given the very compact road network in the Capital but I am nevertheless of the view that they should have at least another cars. Once again, female officers w7erenoticeable by their absence and cognizance should be taken of my comments elsewhere in that regard. The Traffic Department in the Capital has a difficult role and much of the root causes are beyond their control. Some improvements can be made however and I list hereafter some basic guidance notes on the three 'E's which need to form the backbone of an effective and efficient traffic unit.
EDUCATION
2 vehicles

at their disposal, preferably

Use all lnearzs available to educate road users includirzg media releases, advertising, partnerships, training, targeting the vulnerable (e.g. tlze young and elderly), high profile campaigns etc., develop 'good driving'senzirzarsfor car and motor cycle owners.
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ENGINEERING

What are the issues? Where are they occurring? What statistics are kept? Does trafficfZow/volume and road layouts contribute to accidents? How can that be rectzfied? Do light controlled junctions prevent accidents? If so, how can their use be extended? Wlzo is responsible for road signs and defects arzd how can

police iilf7ueizce be used to coisi.ccLpr.obleiizs clnickly? Are speed liiizits and traffic bz~i7zps eflective? lfilot, what is?Ai.e ya~.tizershipsdeveloped aizd regzilai. irzeetiizgs coizducted with other ageizcies to address the issues? Is there an acceptance by all concerized that death aizd iizjury on the roads have huge penalties in both huinan aizdfinancial terms?
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ENFOKCEMENT Instigate high profile campaigns; target culpritsfor speeding, recklessness, dangerous parking etc.; practice random, short term road blocks to check driviizg docuineizts and vehicle condition; impouizd vehicles which are in a dangerous condition; send the message - bad road behaviour will be severely dealt with; use police officers a t busy junctions to actively control and direct traffic; iizstill the 'give way atjunctions'priizciple; act immediately when exanzples of bad driving are seen; establish a Traffic Intelligeizce cell withiiz the department and use it to target resources. RECOMMENDATIONS
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That current accident investigators within the department be utilized in an ongoing programme to train ALL traffic patrol staff to deal effectively with such incidents.

That consideration be given to increasing the number of patrol vehicles available to the Department. That female police officers be attached to the Traffic Department as a matter of course. That real commitment to the three 'E's Education/Engineering/Enforcement- be applied in a determined and consistent drive to improve traffic conditions in the Capital.

SUMMARY OF RECOMMENDATIONS Command Centre

1.

That the disparity in the ranks of Duty Officers be rectified and that the chosen rank should reflect the degree of responsibility the post demands. That the use of mobile phones for operational purposes by police officers on duty be seriously restricted and regularly enforced by supervisors.

2.

3. That a system is put in place to require Shift I/C's to update the Duty

Officer with a detailed availability of resources at the start of each shift.

Communitv Oriented Policing

4. That steps be taken to reduce the numbers of officers in a patrolling vehicle to a maximum of two. 5. That all uniformed officers wear FULL uniform, including caps, at all times when in the public view.
6. That supervisors and senior officers set an example by doing likewise.
7. That the practice of 'fire station policing' be stopped.

8. That sustained and regular foot patrols be introduced on all shifts in

Capital Police areas.

9. That regular formal inputs by beat officers to schools be introduced.
10. That

the wearing of name tags while in uniform be rigidly enforced for all beat patrol officers are tutored in and encouraged to embrace all

officers.
11. That

aspects of Community Oriented Policing.

Crime Prevention
12. That

extra effort is made to more widely circulate all available crime

prevention material.
13. That front line police officers should be instrumental in this and carry such

material on their beats as a matter of course. 14. That the general public should be encouraged to ask for free physical and personal crime prevention advice from the police and that this be conveyed to them in media releases. 15. That every crime scene should automatically qualify for a follow-up crime prevention \isit.

Crime Statistics
16. That imlnediate steps be taken by all management, department heads and

supen~isov staff to instill the requirement for all crimes and offences to be properly recorded for statistical purposes. 17. That a similar requirement be made regarding the recording of road
18. That in future, all published statistics are made available on a regular basis

to department heads. The Media

19. That robust use is made of the media by senior management to rebut

critical attacks on the MPS. 2o.That frequent continued use is made of the media to publicize local police initiatives and joint ventures. 21. That Office I/C's play a more active role in initiating media releases for matters affecting their own areas. Officer Safetv Equipment
22. That

all operational front line officers be issued with and instructed to

routinely c a r q the extendable baton and handcuffs as part of their normal equipment.
23. That adequate training is given in the proper use of these appointments

during basic training.

24. That regular
12 monthly baton

and handcuff refresher training is given to

ALL officers and that this be a formally adopted policy.

25. That ownership of this training programme is vested in the Law Enforcement Training Centre who will be answerable for its continued implementation and administration in conjunction with the relevant OIC's. Overtime 26. That moves be made to discontinue the current practice of separate overtime payments and merge the sum concerned with annual salary. Policewomen in the Operational Policing Role
27. That female officers are routinely posted to front line duties.

28. That ALL female officers should experience this aspect of the policing role (as should all of their male counterparts). 29. That strong action is taken to deal with female officers who cannot or will not comply. 3o.That female applicants to the MPS are made fully aware of the roles they ~ ~ o urequire to perform if appointed. ld 31. That good use be made of the media to promote the role of women police officers to the Maldivian community. 32. That supervisors be actively counseled to ensure a non discriminatory workplace is maintained.

Rank Structure
33. That consideration be given to reducing the number of ranks in the MPS from the present 15.
.

34. That the suggested rank structure of only 9 ranks be adopted. 35. That any change should take place over a period of time to take advantage of natural wastage. 36. That promotion be based at least in part on vocational ability and not only educational qualifications or length of service. 37. That a 'no detriment' policy be incorporated to ensure there are no financial penalties for loss of rank. 38.That any change of rank structure should generate a review of rank responsibilities.

Roles and Responsibilities

39.That plans should be considered for a comprehensive future civilianization programme within the MPS. 4o.That a review of departmental staffing levels be undertaken with the aim
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of optimizing staffing levels within the MPS.- -

41. That all requests for increases in manpower be accompanied by a report which fully justifies such an increase before approval is given. 42.That Job Descriptions be prepared and introduced for every role within the organization. 43. That periods of tenure be introduced for selected roles within the MPS with the proviso of a built-in end of term review.

Shift Patterns
44.That a nelv shift system be urgently introduced for the Capital Police. &,.That Station I/C7sbe given some autonomy to make minor adjustments to shift patterns in their own areas to take account of local issues. 46.That flexibility to reduce nightshift cover when appropriate be factored
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into the new system.

47. That any deviation from the new shift pattern to take account of a 'no nightshift' requirement should still include proper rest days. @.That the new system be piloted in one area of the Capital Police for at least one month. 49.That a meaningful review takes place at the end of the pilot period to allow for the ironing out of any problems.
Special Operations Department

5o.That a token reduction of 50 officers in the S.O.D. be made in early course. 51. That the move is publicized as widely as possible. 52. That the military image of the S.O.D. be softened by ensuring that the wearing of military style fatigues is restricted to appropriate situations. 53. That training of S.0.D officers be broadened to include the use of escalating levels of force, negotiation and other non-violent tactics. 54. That future selection of S.0.D officers be limited to only those who have undergone basic police training.
Station Mana~ement

55. That a consistent approach be adopted with regard to all forms and books being used in Capital Police Stations. 56. That urgent consideration be given to the approval and wide circulation of the Procedures/Operational Manual.
57. That a review of forms being used in stations be undertaken by I/C's to

reduce duplication of purpose. 58.That office I/C's are allocated a small monthly petty cash budget to deal with minor recurring local expenses. 59. That a standardized station Occurrence Book be developed, introduced and utilized for Shift briefing purposes.

6o.That the Induction Package presently being prepared for nelv staff by HR be speedill, introduced. 61. That there is a change in policy regarding the early removal of experienced officers from front line Capital Police Stations. 62. That Tutor Constables be introduced as and when more experienced officers become available. 63. That consideration be given to transferring a number of experienced officers back to front line police stations. is 64. That an early relrie~v instigated of staffing numbers in Capital Police offices, especiallj, the Airport where a more \risible police presence is desirable. 65. That steps be taken at high level to resolve the issue of police primacy in criminal matters at the Airport. 66.That a MPS Suggestion Scheme be implemented for the use of all staff. 67. That boxes are strategically placed and easily accessible in all police buildings. 68.That guidelines and a Suggestion Form are de\-ised for use \+it11the scheme. 6g.That a proper frame~vork set up to administer the scheme ~ + < t hnamed is a manager. 70. That a re~vard incentive is introduced to encourage a steady flo~v of suggestions. 71. That good suggestions are circulated to other staff and acted upon within a set timescale of 8 ~veeks. 72. That reports on examples of Best Practice from all MPS staff are actively
encouraged by management.

Traffic Department 73. That current accident investigators within the department be utilized in an ongoing programme to train ALL traffic patrol staff to deal effectively ivith such incidents. 74. That consideration be given to increasing the number of patrol vehicles available to the Department.

75. That female police officers be attached to the Traffic Department as a

matter of course.
76. That real commitment to the three 'E's
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Education/Engineering/Enforcement

be applied in a determined and

consistent drive to improve traffic conditions in the Capital.