Dear Editor,
The Guyana Police Force Strategic Management Department was destined to fail. The persons employed were not well grounded in Strategic or Project Management. The salary offered did not attract the right type of qualified persons for the job. Deceased assistant commissioner of police Balram Persaud mentioned several times, “When you pay peanuts, you will get monkey business.” The civilians were unilaterally imposed on the police. They did not understand and appreciate the power and rank culture of senior police officers, hence there were several conflicts. The focus was on the agents of change not on the victims of change, when it should have been the other way around. Many milestones were missed, some were not even approached, yet no real corrective action was taken. The policy analyst was not inclined to respond to well- founded criticism with a willingness to change. Major General, Norman McLean and some other security experts can testify to that fact. Assistant Commissioner of Police David Ramnarine complained about the team’s regular ‘treks’ to Brickdam and later to Camp and Young Streets and the many political intrusions. He ended up in hot water, but like the Phoenix, he rose from the ashes.
On February 23, 2011, Simon Reeves, Director of Capita Symonds submitted a memo to Mr. Khemraj Rai, Programme Co-ordinator, Citizen Security Programme in relation to the Institutional Modernisation of the Guyana Police Force, Strategic Plan, Final Draft. The Draft was accepted by the government and forced on the GPF.
The Institutional Modernisation of the Guyana Police Force project under the auspices of the Citizen Security Programme set out to achieve three primary objectives: Development of a five- year Strategic Plan for the Guyana Police Force. Development of a results orientated planning model. Development of an electronic document management system.
In relation to the GPF Strategic Plan, Capita Symonds posited twenty five significant risks. The group advised, “The GPF will develop a Strategic Risk Management Plan to identify mitigating measures and monitor each risk’s ongoing relevance as well as identifying emerging risks. Should a risk be realised then this may mean that objectives and targets as set out in the Strategic Plan may not be achieved and/or the achievement will be lessened or delayed.”
Apparently, little or no attention was paid to the risk analysis. Hence, the SMD failed in its delivery plan.
Here is a random sample of risks identified by Capita Symonds: There will be a lack of suitable equipment for officers in the GPF to meet new and emerging challenges (e.g. increased marine/ air capacity, improved vehicles, etc. ) The MOHA does not have a Strategic Plan which gives overall directions to the GPF. However, the MOHA is in the process of developing a Strategic Plan. New and emerging crimes will divert resources to tackle other activities not set out in this plan. There will be insufficient succession planning to ensure that skilled resources are in place to deliver this plan. A decrease in the economy of Guyana may increase the demands of the GPF and at the same time mean that increasing the number of officers up to establishment may not be achievable. An escalation of serious criminal or public order activities that prevent the involvement of GPF staff in delivering the objects and targets as set out in this Strategic Plan. The skills and abilities of staff of the GPF will be insufficient to implement, or will delay, delivery of the Strategic Plan. Alleged and perceived corruption with the GPF will adversely affect public trust and confidence in the police. Insufficient human resources will be made available to the GPF to implement the Strategic Plan. Staff of the GPF may be resistant to change so that the activities outlined in this Plan may not be achieved or delayed. That the outcome of General and Regional Elections due in 2011 may result in different objectives and targets for the GPF being set by the MOHA We may want to equate this with Elections 2015- my input.
All is not lost. There is hope. Since the change of government in May 2015 there has been a significant shift in the police paradigm. There is a new and clearer vision for the force. A large amount of resources is being pumped into the force, particularly the Criminal Investigation Department. Green shoots are emerging in various sections of the force. They will bear fruits. Sustainability is the watch word.
Yours respectfully
Clinton Conway
Assistant Commissioner
of Police (retired )