Presentation on Strategic Management Process of Bangladesh Police

Introduction The Bangladesh Police is the main law enforcement agency of Bangladesh. It is administered under the Ministry of Home Affairs of the Government of Bangladesh. It plays a crucial role in maintaining peace, and enforcement of law and order within Bangladesh Police is primarily responsible for the preservation of peace and order, protection of life and property of the people and prevention and detection of crime. The traditional role of police in Bangladesh has undergone change after the liberation: the role of police is no longer confined to maintenance of law and order and prevention and detection of crime, and to meet the need of an independent and developing country, the police are now required to assist in developing the state and such kinds of activities by providing the basic security required for sustained economic growth of the country. The strategic plan of Bangladesh Police has to be seen in the light of its structural and functional status. In Bangladesh, police is a part of the civil service and, from a budgetary standpoint, expenditures on policing are generally considered non-developmental and are met mostly from revenue head. Largely uniform set of rules and regulations for the entire civil service, including police, provides financial and administrative control.

Vision and Mission of Bangladesh Police Vision To provide quality service by competent, efficient and dedicated professionals enjoying trust and respect of citizens to make Bangladesh a better and safer place to live. Mission Bangladesh Police is committed to enforce law, maintain social order, reduce fear of crime, enhance public safety and ensure internal security with the active support of the community.

Strategic Management Process Strategic management is a continuous process that appraises the business and industries in which the organization is involved; appraises it’s competitors; and fixes goals to meet all the present and future competitor’s and then reassesses each strategy. Environmental Scanning- Environmental scanning refers to a process of collecting, scrutinizing and providing information for strategic purposes. It helps in analyzing the internal and external factors influencing an organization. After executing the environmental analysis process, management should evaluate it on a continuous basis and strive to improve it. Strategy Formulation- Strategy formulation is the process of deciding best course of action for accomplishing organizational objectives and hence achieving organizational purpose. After conducting environment scanning, managers formulate corporate, business and functional strategies. Strategy Implementation- Strategy implementation implies making the strategy work as intended or putting the organization’s chosen strategy into action. Strategy implementation includes designing the organization’s structure, distributing resources, developing decision making process, and managing human resources. Strategy Evaluation- Strategy evaluation is the final step of strategy management process. The key strategy evaluation activities are: appraising internal and external factors that are the root of present strategies, measuring performance, and taking remedial / corrective actions. Evaluation makes sure that the organizational strategy as well as its implementation meets the organizational objectives.

Strategic management process. .

Bangladesh Police Strategic Plan-20122014 The Strategic Plan 2012 -14 aims to provide a broad framework on ten key strategic areas that will be adopted over the next three years to improve efficiency and effectiveness of BP in order to meet contemporary policing requirements. Key Strategic areas are: (a) Crime Management, (b) Public Order Management, (c) Traffic Enforcement Management, (d) Intelligence Management, (e) Community Policing, (f) Human Resources and Organizational Structure, (g) Logistics and Infrastructure Management, (h) Training, (i) Information and Communication Technology and (j) Service Delivery Management.

Crime Management Goal To foster a professional workforce capable of effectively preventing and detecting crime and to introduce scientific method of investigation. Target Focus on forensic investigation rather than testimony based investigation; Set up criminal and intelligence database under the supervision of PHQ, SB, CID and RAB; Avoid unnecessary delay in investigation of cases; Promote intelligence led pro-active policing; Develop a prosecution monitoring mechanism to support trial of cases; Improve Arrest and Custody Management by developing guidelines; Take steps to reduce fear of crime; Protect the rights of citizens while discharging duties;

Public Order Management Goal Maintain public order in conformity with the law and POM and/or SAF personnel are to be well equipped and the personnel be well trained in the pursuit of providing security to citizens and maintaining peace in the society. Target Develop well defined and event specific guidelines to deal with POM activities with professionalism; Prepare yearly event calendar for units concerned; Minimize deployment of POM and/or SAF personnel in physical security, guard and escort duties to make them available to discharge their core duties; Improve health-hygiene, catering services, recreational facilities and welfare of POM and/or SAF personnel; Establish effective coordination among intelligence agencies and field units; Provide adequate number of modern non-lethal and semi lethal weapons, equipment and riot gear; Impart regular training to POM and/or SAF personnel to enhance their capacity and skill; Motivate POM and/or SAF personnel continuously on good conduct and proportionate use of force and Guard against all errors in protecting human rights while maintaining public order.

Traffic Enforcement Management Goal Enforce law fairly and firmly, maximize use of existing road infrastructure and facilitate safe operation of transport throug hout the country. Target Promote vehicular and pedestrian traffic management in a more professional manner; Arrange Traffic Awareness Programmes quarterly to sensitize road users about road safety; Identify black spots on hig hways and aware road users to be careful while crossing those spots; Impress authorities concerned to consult with BP while designing flyover, overpass, bus bay and other road infrastructure; Contact authorities concerned to prepare and introduce parking plan in all metropolitan areas; Train traffic officers at home and abroad to take new initiatives and discharge their duties more efficiently and professionally; Increase the capacity of Hig hway Police; Increase the strength of traffic police in SMP, BMP and district police; Provide traffic police with increased financial and service benefits; Gradual shift from manual to accredited traffic signals in metropolitan areas and provide BP with access to the auto signaling system; Coordinate with BRTA, DTCA, BRTC, Accident Research Institute and other agencies related to traffic management

Intelligence Management Goal In order to facilitate intelligence led policing, acquire modern technology, develop capacity and enhance coordination among agencies concerned. Target Enhance capacity of intelligence outfits; Formulate an intelligence training policy for the intelligence agencies within BP; Reorganize training institutes and develop modern training curriculum to provide training on intelligence management by professional trainers; Plan to utilize additional manpower sanctioned for SB HQ, CID HQ and District Special Branches; Police units to have access to different relevant database of BP and share intelligence; Take steps to deal with political and internal intelligence more professionally; Adopt modern intelligence technology and scientific tools for effective Intelligence Management; Enhance coordination among the law enforcement and intelligence agencies and Set up secure links among agencies concerned/organizations to exchange information.

Community Policing Goal To create a professional, representative, responsive and accountable group who will work with the community. Target Update and circulate the Community Police Strategy and the Community Police Manual among all stakeholders (police, community members, related organizations etc. ) to create awareness and facilitate successful implementation of the philosophy; Prepare Charter of Duties of Community Police Forum (CPF) members and Community Police members; Take steps to create awareness and highlight its benefits to all concerned; Establish channels and methods of communication so that CPF members and the community may easily communicate with local police units; Take steps to create a post of Community Police Officer in each PS and Develop monitoring mechanism to evaluate Community Police activities.

Human Resources and Organizational Structure Goal To increase the strength of the BP with proper facilities, restructure the existing police units and foster professional development opportunities so that optimal productivity from all personnel is ensured. Target Classify Police Stations according to its importance and ensure staffing of those stations accordingly; Increase the strength of BP to achieve the Police-Public ratio from 1: 1065 to 1: 900 by 2014; Create a new Human Resource unit at PHQ with the new name of Human Resource & Planning under Addl. IGP (HR & Planning); Set up HR unit in all Metropolitan Police Units, Special Branch, Criminal Investigation Department, Armed Police Battalion, Rapid Action Battalion, Hig hway Police, Railway Police, Industrial Police and other large Police units; UTo work out a draft Career Planning of BP and Establish new Police units in cities like Rangpur, Narayanganj, Gazi pur, Comilla etc.

Logistics and Infrastructure Management Goal To procure standardized equi pment and provide optimal logistical support to Bangladesh Police. Target Standardize equi pment specifications so that almost similar types and compatible logistic items can be procured; Officers responsible for making procurement be trained to make the process more streamlined and discharge duties with professionalism; Ensure appropriate utilization of crime scene vans; Improve the standard of catering services in force messes and increase other amenities at police lines; Ensure all officers concerned are aware that operational items are not part of Provide suitable and adequate vehicle facilities at all units and replace unfit vehicles gradually; Procure adequate number of crime scene vans, prisoners` van and recovery trucks; Increase housing facilities and infrastructure with special emphasis on force barracks and housing facilities for SI and other lower ranking police personnel; Set up divisional motor workshops and engage people with relevant technical knowledge; Develop an effective inventory management in BP and Construct selective PSs with modern Malkhanas having computerized evidence management system.

Training Goal To provide need based training to Bangladesh Police using state of the art training method. Target Carry out periodic need assessments of training modules and enhance coordination between national training curricula and need based police training modules; Develop and implement performance appraisal tools before and after each training; Employ prudent & interested trainers and offer incentives to both trainers and trainees; Offer professional courses at different training institutes and initiate collaboration and exchange programmes with different universities/ institutions; Develop coordination among Police Headquarters, Police Staff College (PSC) and other training institutions to run leadership and management training courses; Enhance infrastructural facilities at different training institutions for mid level and bottom level management groups to provide better training; Develop a pool of trainers, send them for appropriate overseas training courses and utilize them to run courses at different training institutions of BP; Develop a pool of trainers in different ranks to render quality training; Develop a set of criteria to select trainees to attend foreign training programmes.

Information and Communication Technology Goal To meet the challenges of the days to come, modernize BP in the field of ICT and upgrade it regularly. Target Impart basic and need based ICT training to police officers at every level; Capacity building of training centers and equi p them with modern ICT training facilities; Make important BP forms available online; Expand online and mobile help request services to 64 districts & all metropolitan police of Bangladesh in phases; Impress government to review and reform the existing legislation regarding ICT; Develop a set format with checklist to standardize IT related services and guidelines regarding future expansion and procurement; Provide Police Units with computers and trained operators

Service Delivery Management Goal To provide faster and more effective policing services throug h One Stop Service centres and online services. Target Set up One Stop Service centres at Police Commissioners` office immediately and SP`s office gradually to provide services to the citizens; Expand the extent of services to be available from One Stop Service centre; Improve physical structure of PSs and make it welcoming for the visitors; Put more emphasis on the issue of missing persons. Prepare separate list for missing persons, unidentified bodies etc, update it regularly and make it online so that citizens may have access to it; Deal vulnerable groups with extra care and serve professionally; Aware police officers to be more sensitive and considerate at the time of Public Order Management; Motivate police officers to serve citizens at PSs with care; Aware the community members about the services they can avail from BP and Motivate police officers to shift from traditional mindset of policing towards a pro-active

Strategic Policy Work Following the dissemination of two PRP comparative legal studies’ findings, there has been noticeable increase in support for the reform of the Bangladesh Police Act 1861, including supportive public statements made by the Prime Minister, Senior Secretary of the Mo. HA, IGP, and the National Project Director (NPD). Additionally, a Police Working Group formed by the IGP and chaired by the NPD, is reviewing the 2007 draft Police Ordinance, following the draft’s return from the Ministry of Home Affairs. A draft Gender and Anti-discrimination Policy for the Bangladesh Police is currently being finalised. With PRP support, the Bangladesh Police Women’s Network established four regional coordinating committees on gender and has appointed regional focal points. Those committees will provide regional forums advocating for gender equality, raising awareness on issues affecting women police, and providing support to women officers. The completion of the Bangladesh Police Strategic Plan 2012 -2014 establishes organizational priorities for the next three years and identifies three key PRP documents among its key sources, namely the Baseline Survey on Personal Security and Police Performance in Bangladesh, ‘Sustainable Police Reform in Bangladesh: from Global Experiences to Local Strategies’ and the Report on the Heads of Training Conference

Development Results Within the Bangladesh Police, the ratio of women police officers increased significantly in the last three years. During 2012, a total of 1, 524 women were recruited into the Bangladesh Police, representing 11. 88% of the annual number of recruits in 2012— 525 more than in 2011. A day-care centre, operated by the Ministry of Women and Children Affairs, was established at the Rajarbag Police Lines in Dhaka, providing a safe and secure environment for up to fifty police officers’ children. The PRP supported a To. T initiative on gender awareness, allowing trainers to successfully conduct twenty-one gender orientation workshops for 1, 007 police officers. A total of 1, 679 investigators, accounting for about 17% of all investigators, were trained in crime scene management and basic investigations while 136 court officers were trained during 2012. This training was supplemented by the provision of crime scene kits to one hundred (16. 6%) police stations, enabling trained investigators to collect an increasing amount of evidence from crime scenes, shifting from confession-based to evidence-based investigations. The Forensic Training Institute (FTI) consistently utilises the PRP training curricula while PRP-trained facilitators deliver training programmes to police supervisors, highlighting the PRP’s sustainable approach to capacity building. The Detective Training School (DTS) and the 24 Hour Help Desks in PHQ and DMP have also been renovated by the PRP, becoming better resourced and equipped and allowing the DTS and the 24 Hour Help Desk to provide professional services to their clients.

Development Results. . A total of 278 Community Policing Forums (CPFs) were strengthened through distributing grants to support CPF initiatives. A rapid assessment was conducted in 2012 to explore the CPFs’ effectiveness under direct support and found that financial support significantly impacted CPF activities, resulting in the reduction of crime in their jurisdictions. A total of 147 respondents, including respective Superintendents of Police, Community Policing Officers and CPF members, were of the opinion that, overall, law and order in these jurisdictions improved and that the relationship between the community and the police increased over time. Selfinitiated community policing forums are also demonstrating a high degree of national ownership

Cross Cluster Results According to the project’s financial status, the overall budget for 2012 was USD 7, 015, 361. Based on the ATLAS IPSAS report, the PRP has utilized 81% of the allocated funds. Total findings indicate that the PRP has achieved noteworthy progress in 2012. These results were only possible through continuous efforts of all project staff, implementing partners, the Ministry of Home Affairs, Bangladesh Police, UNDP and DFID. The PRP Mid-Term Review, conducted in 2012, found that the PRP is on track to meet its stated objectives. The PRP has, however, faced unforeseen challenges in 2012 such as hartals which delayed the implementation of some activities. Despite these challenges, the PRP learned from various past experiences and made necessary adjustments for future planning. The PRP also identified the political environment leading up to the 2013 election as a risk to the PRP’s operations. Consequently, the PRP has developed contingencies to address potential political and social instability throughout 2013, including alternative working modality for staff and evision of the PRP’s target and deliverables.

Recent initiatives for strategically improving Bangladesh Police In Bangladesh there is scarcity of resources and facilities required for a modern police force to combat crime. This is one of the reasons for the weak performance of Bangladesh police organization. From the very beginning, this organization has been facing a number of serious problems regarding its essential demands. For the improvement of police department several recommendations were made in different occasions. Very recently some of them were fulfilled. One of the important tasks performed by the police officer is investigative a case. Investigation requires expenses. Investigating officer has to visit the spot several times, communicate with different persons, take initiatives for the arrest of offenders and spend money for various purposes along with the stationary costs of paper, per and photocopy. But there were no financial allowance for the cost of investigation. For this reason there was no alternative for an investigation officer but to take bribe from the party of a case. To solve this problem government has very recently decided to pay investigating officer the costs of investigation. Another decision which should be appreciated is the enhancement of monthly allowance for the traffic police. As the number of traffic police is small and they have to do the hard job, this monetary allowance would definitely improve their performance. Bottom of Form

RECOMMENDATIONS Crime Prevention 1. PRP should sensitize police personnel in the Intervention thanas about the frequently occurring crimes and the characteristic of people committing those as identified by the household respondents. 2. Co-relation between economic factors (i. e. poverty and unemployment) and crime point to the need for dealing with both in an integrated fashion by the policy planners and implementers. 3. Removing hindrances for the people in getting justice is a broad - based issue needing intervention at many levels. 5. Special steps may be taken to encourage female victims of crime to report to the police by creating a welcoming physical environment and special women’s cell in each thana, and all women’s thana, where feasible. 4. Specific steps to increase greater systematic exposure of the police personnel for gender sensitization may be taken alongwith adoption of gender policy for Bangladesh Police. . 5. Community policing may be introduced in all the intervention thanas in the light of public expectation and current experience.

Investigation, Operation and Prosecution 1. Steps may be taken to remove/lessen the problems identified by the household respondents to improve the serious issue of under reporting of crime to the police. Difficulties with non-availability of Forms and their complexities may be addressed on a priority basis. 2. Co-operation of community leaders, public representatives, the media and local NGOs may be actively sought to bring in change in motivation for reporting crime. 3. The difference between mean time and maximum time in police response in reaching crime spots (place of occurrence) as evidenced by this survey report may be probed and 4. There is a need for improving police skills of investigation through training and provision of additional resources including trained manpower and guidance by supervisory officers.

Human Resource Management and Training 1. There is a broad - based consensus among the public and the police personnel on the need for change in police behaviour and attitude. The elements of this change have been identified in the survey report. Serious attention may be paid to this issue for developing programmes to change police attitude and conduct. 2. The survey found broad support among various stakeholders for further deployment of women police. Decision on the proportion of women police in the total police service and the tasks to be performed by them may be taken in the light of public expectation as expressed and administrative convenience.

Strategies and Oversight: future directions, strategic capacity and oversight 1. The public perception is the police are overworked but for wrong reasons. The PRP may like to take note of this public perception in assigning job responsibilities for police in the Intervention Thanas. 2. A pro-active media policy may be developed by PRP to encourage regular interaction between the police and the media to enhance transparency and accountability of police performance. 3. Greater involvement of local people and the media in the activities of the thanas have been suggested as measures, among others, to reduce widespread allegation of police corruption. 4. There is a widespread support for establishing Hotline for registering complaint against police for improving police – public relations.

Conclusion Bangladesh Police (BP) has been striving to make the country a better and safer place to live and work through their 24/7 vigil over the community since the independence of Bangladesh. In response to the changing needs of the society, BP is going through some structural and organizational changes and has undertaken a reform programme. The 2012 - 14 Strategic Plan has been prepared as a continuation of the strategic planning process. A Police Working Group (PWG) was formed to carry out this herculean task. This was considered important to ensure ownership among the police, which is essential for subsequent implementation of the plan.

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