The Maldivian criminal justice system is undergoing its most fundamental changes ever. In the last four years, many new laws have been enacted, resulting in the establishment of new systems and mechanisms. These changes and new processes have a fundamental and greater impact on policing in the Maldives. Furthermore, various agencies are constrained due to lack of expertise and resources, thus placing additional burden on Maldives Police Service.
The national development plan of the government is enwrapped around safety and security of the people. The policies on Youth, Economy and Security (YES) require increased community outreach, youth participation, and maintaining a safe and secure environment for residents and visitors.
Public expectations, legal obligations, demands from generational cohorts are ever changing – increasing. Therefore, policing requires drastic and fundamental changes. New styles of policing and strategies are to be implemented or practiced along with greater use of available technology. Innovation shall be a guiding principle for policy making and the drive for change shall be maintained. The organizational design and business modelling shall be based on efficiency and effectiveness. Intelligence and forensics would be vital in winning the fight against crime.
This new five year strategic policing plan is a workable plan based on the expectations and the requirements of current day. In the next five years, police would not be merely focusing all their resources and energy on basic policing functions, but also would work in collaboration with other agencies to achieve a collective goal and deracinate root causes for crime within societies through community engagement and partnership.
The environment around policing is rapidly changing. Calls for more transparency, effectiveness in service delivery, efficiency in processes, and utmost professionalism is loud. The challenges posed due to globalization, changes in nature of crimes, expectations of the public, and emerging technology puts policing in a fluid context. Maldives Police Service must evolve and adapt in order to improve its services and perform its legal obligations.
This Strategic Plan identifies new initiatives and approaches for meeting the challenges ahead for improving service delivery. It provides a broad framework of our key priorities that will be operationalized over the next five years period, in line with the government's security policies and its vision for the future. Through greater community engagement and collaboration, our work over the next five years will be driven by stronger partnership with the public and agencies to ensure safety and security of the community
We have worked in collaboration with our staff and key stakeholders to develop this Strategic Plan. We shall deliver the plan and ascertain that our goals are transformed into outcomes. The hope of this effort is to reduce crime, uphold the law and keep the peace within the society in partnership with the community for a safer Maldives for residents and visitors.
Almost within a decade of forming Maldives Police Service, today it operates as an intelligent organization, examining and understanding the rapidly changing environment in which it serves, catering public needs and expectations, amidst a politically polarized environment. This strategic plan is a product of the desire to maintain the momentum for development and improve policing services.
The central focus of the Strategic Plan 2014 – 2018 is community safety. This plan identifies four key areas for strategic focus that are presented as the strategic priorities, with objectives drawn for the next five years to achieve the mission and realize the vision of Maldives Police Service (MPS). These four strategic priorities are:
The anticipated changes are mentioned in the plan as outcomes of the objectives. The objectives would be distributed throughout the duration of the plan and every year a business plan and a performance review would be published. The execution of the plan would be a coordinated effort within the relevant disciplines with the intention to elevate the performance of MPS.
Intelligence led policing would be ingrained in decision making for solving crime problems. Technology and its influences on the organizational behavior, society, officer behavior, crime trends and policing would be continuously assessed for embedding efficiency and effectiveness through innovation. Building corruption resilience and removing indiscipline would be at the heart of the efforts for internal governance initiatives.
The Plan is aligned with the national development objectives, overarching many social and security goals of the government, particularly in youth engagement and security. The consensus in those focus areas would facilitate MPS to overcome the obstacles of resource constraints.
The strategic assessment for the plan was done through discussions within groups comprising of 85 staff at a 3-day workshop conducted for the purpose. The participants of the workshop included executive staff, managerial staff and supervisory staff. In the discussions, crime statistics and trends were contemplated; stakeholder expectations and accomplishments of the previous Strategic Plan 2011 – 2013 were considered. In order to create the framework for strategic directions and identify focus areas, the analysis and findings of the workshop was further deliberated at a special session of the Management Board of MPS.
This plan deepens MPS's commitment for service excellence through new values and principles stressing on accountability, compassion, respect for rights, community engagement and fostering partnerships. Considering the advancements in technology, changes in crime trends and globalization (of crime), MPS shall reassess its priorities continuously to improve services. Therefore, this five year plan – with short term objectives set for a year, intermediate objectives of 2 – 3 years and long term objectives set to achieve in the last 2 years – provides the flexibility for MPS to adobt, adapt and prosper in unpredictable changes in the external environment.
In the efforts to provide a professional policing service innovatively, MPS requires to continuously review its business processes, resource allocation and human resource management.
In the effort for service excellence in an environment of rapid developments in the criminal justice system, positive changes for streamlining the business processes and making it cost effective, institutionalizing new processes, procedures, structures and standards would be vital for responsive service delivery.Outcomes:
To develop a strong and capable workforce, the human resource of the service will be progressively managed through structural alignment, talent development, and regular assessments on training needs analyses derived through a comprehensive competency framework. Considering the demand for services and the resulting workload, a planned approach will also be adopted in rostering and deployment as well as in talent retention.Outcomes:
MPS will focus on developing the performance capacity of its staff through development of a wellbeing strategy that focuses on staff welfare, health and safety, team-culture, and by providing support to maintain a resilient and agile workforce.Outcomes:
To maintain service standards and ensure a culture of the highest ethical and moral standards within the workforce, MPS will promote compassion, respect and accountability. Unethical behavior and disciplinary breaches will be effectively managed through instilling human rights based policing and compliance to code of conduct and code of ethics.Outcomes:
Increase women representation in the Service, providing alternative career development pathways for women officers to reach management positions for increasing women representation in MPS decision making process, and develop management and leadership skills of women officers at supervisory and management level through a focused approach.Outcomes:
To improve the performance of MPS and sustain the momentum of its development, existing protocols, systems, mechanisms and occupational culture need to be continuously reviewed, adopting cost-effective methods, and identifying alternatives to enhance service delivery. Technology and its influences on the organizational behavior, society, officer behavior, crime trends and policing would be continuously assessed for embedding efficiency and effectiveness through innovation. This would facilitate MPS to exploit innovation, harness technology and adopt smart policing initiatives.Outcomes:
Provide an encouraging environment and open opportunities for the staff to upskill and expand their ability by increasing knowledge through education, interchange of experience and application of contemporary approaches.Outcomes:
Being the cardinal law enforcement agency of the nation, Maldives Police Service shall always maintain its operational readiness and strive to improve efficiency of its service delivery.
To provide a professional police response to the community needs and improve police performance, MPS would re-assess the skills of police officers engaged in operational response units, identify the extent and address requirements.Outcomes:
MPS must have the capacity to adapt to any complex situation – from commission of newer crimes to hostage situations, innovative traffic enforcement to crisis situations – in order to fulfil its legal obligations and uphold the law. A basic requirement for this would be an understanding of what the MPS must be ready for, job requirements, and the attainability or measures of success defined for a particular operational context. The capacity to develop effective plans, execute those plans beyond defined success measures for any complex situation would be the central focus of this objective.Outcomes:
In utilizing preemptive approaches to policing, it is essential that MPS develop strong modern intelligence systems to be effective in combating terrorism, organized crimes and other transnational crimes and national security threats. The intelligence arm of MPS would generate intelligence products for the tasking and coordination process after identifying trends, series, hotspots and subjects based on harm caused or risks posed.Outcomes:
With regard to the increase in crime rates, the need to focus heavily on combating crime requires MPS to take special measures to prevent , reduce and detect crime.
Crime levels in the community are increasing due to lack of a concerted approach within criminal justice system. Efforts to reduce recidivism, deter and detect crimes through predictive policing have become a necessity to reduce crime and increase public safety. Although this objective embraces strategies of many other objectives, the main focus here would be the application of advanced analytical methods blended with intervention models with the intention of disrupting groups involved in crime, preventing and reducing serious crimes and anti-social behavior.Outcomes:
The MPS is committed to strengthen counter measures against drugs and precursors, reducing demand and supply of these substances within the country. Considered as a major reason for the increase in many crimes such as property crimes and violent crimes, addressing the issue of drugs and alcohol is a high priority.Outcomes:
To be more effective in the efforts towards combating crime, MPS will strengthen its investigations through adherence to a modern, more efficient investigative process and achieve speedy delivery of results.Outcomes:
Expand forensic support throughout the nation for supporting speedy investigation of criminal offenses, enhance existing disciplines and develop new forensic disciplines for efficient identification, collection, and analysis.Outcomes:
To prevent crime and promote respect for individual rights within the community, MPS would actively engage with the community, conduct initiatives in partnership with the community and assist agencies responsible for social harmony in performing their roles.
To develop a responsible and respectful society through education, community engagement and preventive initiatives based on needs and criminality within societal fragments or groups to ensure a climate of safety is the aim of this objective. The relationship with “Combatting Crime” would be maintained by focusing on crime reduction plans and deterrence options.Outcomes:
Recognizing that the youth population has vital role to play in the future of the country and the importance of deterring them from crime, MPS is committed to enhance efforts towards this objective through socially responsible and educational programs.Outcomes:
MPS will develop a national crime prevention strategy in consultation with the stakeholders to streamline all agencies' resources for community safety and support community based crime prevention initiatives.Outcomes:
To strengthen the capacity to fight crime MPS will work in collaboration and coordination with stakeholders, communities and private sector to contribute in their initiatives to prevent, deter and detect crime. Through this objective, MPS acknowledges its willingness to tackle crime both at the national as well as international front through participation and fostered relationships.Outcomes:
Maldives Police Service
POLICE HEADQUARTERS Hussain Adam Building, Male’, Maldives
Tel: 3322111 Fax: 3313281 Email: [email protected]