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Strategic Plan 2008 - 10 - Police Reform Programme

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<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Bangladesh <strong>Police</strong>


Contents<br />

PART I<br />

Introduction 1<br />

Message 1<br />

Foreword 2<br />

Vision, Mission, Values & Culture 3<br />

PART II<br />

<strong>Strategic</strong> Directions 4<br />

Organizational <strong>Reform</strong> 5<br />

Community Policing 7<br />

Capacity Building of Training Institutions<br />

and updating curricula 7<br />

Women <strong>Police</strong> and Gender Sensitization 7<br />

Computerization 8<br />

PART III<br />

Action <strong>Plan</strong> 9<br />

Goals/Objectives Strategy and Timeline<br />

Appendix 17


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

PART I<br />

Introduction<br />

Message<br />

The development of a strategic plan is a significant milestone for Bangladesh<br />

<strong>Police</strong> that comes at a critical time for our nation. For the first time Bangladesh<br />

<strong>Police</strong> has a defining document that will outline our vision, mission, core values and<br />

priorities and will guide us into the future.<br />

Our vision is for a safer and more secure Bangladesh and our mission is to work<br />

towards this goal with honesty and integrity. These goals will be achieved by<br />

preserving order and combating crime while functioning according to the law and<br />

constitution, and respecting the human rights of the people.<br />

We have the vision of a <strong>Police</strong> Service that will work in partnership with the<br />

community and become a trusted partner rather than a feared tool of the State.<br />

We envision our role to be a professional, service orientated and people friendly<br />

that is free from extraneous influences and remains accountable to the law and to<br />

the people.<br />

The <strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> – 20<strong>10</strong> identifies five key strategic areas for fulfilling our<br />

vision. The first strategy of Organisational reform is the foundation for the<br />

implementation of other priorities as it deals with legal and organisation reform.<br />

The second strategic direction is Community policing, this will foster real<br />

partnerships with the community and develop operational priorities that will<br />

address community needs. The capacity to train and develop our personnel is<br />

critical to appropriate service delivery and our personnel need to be prepared to<br />

face the challenges. Women <strong>Police</strong> and Gender Policy have been identified as an<br />

important strategic direction to move the police into a modern policing service.<br />

The importance of computerization is now the cornerstone of the provision of<br />

modern policing service and we wish to position ourselves to take full advantage<br />

of any advances in technology.<br />

There is much work to be undertaken in the three years of this plan. The proposed<br />

strategies are just the first step towards a modern service orientated police<br />

organisation that our community will be proud of. Our credibility depends on how<br />

we will implement these strategies. I urge all stakeholders, being the police<br />

personnel, GO’s and NGO’s, development partners and other agencies to extend<br />

their support and cooperation in implementing this strategic plan.<br />

(Nur Mohammad)<br />

Inspector General<br />

Bangladesh <strong>Police</strong><br />

Bangladesh <strong>Police</strong><br />

01


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Foreword<br />

From a quiet province to the present day vibrant independent nation Bangladesh has<br />

changed immensely over the last 37 years. But unfortunately because of many limitations<br />

and constraints Bangladesh <strong>Police</strong> could not move forward keeping in pace with the<br />

rapidly evolving social environment. To effectively serve in such environment, police<br />

leadership need to be innovative and decision making has to be based on a rational<br />

assessment of emerging needs coupled with a vision of deliverable service.<br />

In such scenario one way to fulfill the need and to introduce a structured approach to the<br />

future was to develop a strategic plan. Equally important was to formulate the strategic<br />

intention for the service that embodies and promotes our mission, vision and core values.<br />

The strategic plan represents an innovative approach by police service in their collective<br />

ability to shape their environment. The plan has been prepared keeping in mind the<br />

competing needs or demand of the country and the limited resources that may be<br />

available for the implementation of the plan. Many of the ideas expressed or activities<br />

suggested in this document have no price tag attached, but are actually efforts that<br />

should be pursued, regardless of any cost factor.<br />

The entire police service of the country will be involved in achieving the outcomes that<br />

this plan envisages for us. The suggestions contained in the plan are our own; these are<br />

generated through in-house discussions held in different forums. We are confident that<br />

the ideas or thoughts contained in this document will improve and expand our services,<br />

make our service more efficient and effective and potentially open up the gateway to<br />

improve the image of Bangladesh <strong>Police</strong>.<br />

A strategy does not reflect all that is being done by the police service. In view of the<br />

resource constraints it is necessary to be selective in establishing priorities. The targets<br />

set will demand hard work and a high standard of professionalism from each person in<br />

the service. Our main objective over the next years is to reduce crime and maintain order.<br />

Strengthened by an enduring partnership with the community, our aim is to make the<br />

society a better and safer place to live and work.<br />

This document has a strong methodological base although the time span was relatively<br />

short during which it has been prepared. It provides a good picture of what the future<br />

holds. A good deal of pragmatism is added because in-house police personnel were<br />

involved in preparing the plan. Also, the plan incorporates the expectations of the major<br />

stakeholders. A brief description of the methodology used in preparing the document is<br />

placed in the attached Appendix.<br />

02<br />

Bangladesh <strong>Police</strong><br />

(N.B.K. Tripura, ndc)<br />

Additional Inspector General<br />

Bangladesh <strong>Police</strong> and<br />

National Project Director<br />

<strong>Police</strong> <strong>Reform</strong> <strong>Programme</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Vision, Mission, Values & Culture<br />

Vision<br />

By the year 20<strong>10</strong> we envisage a safer and more secure society. The focus will<br />

be on:<br />

A partnership approach to policing<br />

Increased community involvement<br />

Capacity building of police units for better service delivery<br />

A reduction in the incidence, effect and fear of crime<br />

Mission<br />

To uphold the law fairly and firmly; To maintain and preserve order, prevent and<br />

detect crime and bring offenders to justice. These tasks would be accomplished<br />

with integrity, common sense and sound judgment.<br />

To act without fear or favour or prejudice to the rights of others. To be<br />

professional and restrained in the face of provocation and violence and apply<br />

such force as is necessary to accomplish lawful duties;<br />

To seek co-operation and assistance from the community and strengthen<br />

partnership with the people against crime and disorder;<br />

Strive to reduce the fears of the public and respond to well founded criticism<br />

with a willingness to change.<br />

To adopt appropriate processes for empowerment of the organization,<br />

establishing accountability and efficient use of all resources.<br />

Core Values<br />

To value integrity, human dignity, gender neutrality through mutual respect,<br />

service and empathy; Belief in collective and concerted efforts in serving the<br />

society; Unquestionable loyalty to Bangladesh, its constitution, the community<br />

and the police organization; Respect for the tradition and, at the same time,<br />

willingness to welcome change.<br />

Culture<br />

Transformation and transition from the colonial culture of ‘ruling’ to a<br />

contemporary culture of ‘serving’ the people; Proactive policing to replace<br />

reactive policing; Significant cultural shift – from ‘Force’ to ‘Service’.<br />

Bangladesh <strong>Police</strong><br />

03


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

PART II<br />

<strong>Strategic</strong> Directions<br />

Bangladesh has a national police force. The <strong>Police</strong> Headquarters is an apex<br />

organization entrusted with the responsibility of giving direction to field units. It<br />

also monitors and evaluates their performance. The entire country is under a<br />

single police jurisdiction, accountable to the Government, and central planning of<br />

all management issues is a key characteristic.<br />

The strategic plan of Bangladesh <strong>Police</strong> has to be seen in the light of its<br />

structural and functional status. In Bangladesh, police is a part of the civil service<br />

and, from a budgetary standpoint, expenditures on policing are generally<br />

considered non-developmental and are met mostly from revenue head. Largely<br />

uniform set of rules and regulations for the entire civil service, including police,<br />

provides financial and administrative control. In other words, the commander at<br />

the national level in the <strong>Police</strong> Headquarters has limited administrative /<br />

financial authority.<br />

Each police unit will be expected to develop its action plan in support of the<br />

overall strategic goals, taking into account local needs.<br />

Key <strong>Strategic</strong> Areas in Directions and Policies are as follows:<br />

1. ORGANIZATIONAL REFORM<br />

2. COMMUNITY POLICING<br />

3. CAPACITY BUILDING OF TRAINING INSTITUTIONS AND UPDATING CURRICULA<br />

4. WOMEN POLICE AND GENDER SENSITIZATION<br />

5. COMPUTERIZATION<br />

04<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

1. ••• ORGANIZATIONAL REFORM<br />

i. Organizational Governance<br />

• Updating Laws and Regulations with a special emphasis on expeditiously<br />

enacting the revised <strong>Police</strong> Act / Ordinance.<br />

• Creation of a modern service delivery model.<br />

• Creation of the Bureau of <strong>Police</strong> Research to research and advise on quality<br />

service delivery.<br />

• Creation of an independent oversight body for dealing with police corruption<br />

and delinquency.<br />

ii. Crime and Order Management<br />

• Separation of Law and Order from Crime and Investigation functions.<br />

• Provision for a requirement-driven exclusively earmarked grant for police<br />

station expenditure, supported by appropriate administrative and financial<br />

processes. Needs assessments to be expedited.<br />

• Framing of a work plan for effective prosecution and liaison with public<br />

prosecutors.<br />

• Formulation of a plan to initiate 'Witness Protection Program' and<br />

establishing “Victim Support Centre”, by drawing on the experience of<br />

countries having similar legal statutes and culture.<br />

• Ensuring scientific and modern investigation practices by provision of<br />

appropriate forensic facilities. Initiation of changes proposed in the 'Evidence<br />

Act'.<br />

• Implementing effective administrative control over 'Village <strong>Police</strong>' for better<br />

criminal administration.<br />

• Alignment with the 'Village Court System'<br />

Bangladesh <strong>Police</strong><br />

05


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

iii. Traffic Management<br />

• Ensuring greater public involvement in traffic management, with special<br />

emphasis on private organizations, clubs and volunteers.<br />

• Ensuring better control and coordination of traffic-related matters through<br />

appropriate administrative and legal intervention.<br />

• Formulation and implementation of 'Accident Prevention Strategy'<br />

iv. Human Resource Management and Organizational Effectiveness<br />

• Setting up of a dedicated Human Resource Department with a multidisciplinary<br />

focus.<br />

• Review of the organizational staffing, to determine optimum strength based<br />

on the operational requirements.<br />

• A planned increase of the women police.<br />

• Review of the rank structure and associated empowerment to cater for<br />

changed circumstances. Development of job-specific rational rank structure<br />

where required.<br />

• Development of a policy to support specialization for meeting diverse<br />

organizational needs.<br />

• Determination of rational working hours.<br />

• Creation of the <strong>Police</strong> Welfare Bureau for identification and initiation of<br />

welfare measures.<br />

• Establish regional Vehicle Workshops<br />

v. Performance Appraisal<br />

• Introduction of an effective Performance Appraisal System to support career<br />

development and management.<br />

• Preparation of performance management framework with relevant<br />

performance indicators for all ranks.<br />

• Updating of job descriptions and job specifications.<br />

• Preparation of comprehensive and specific policies for disciplinary measures.<br />

06<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

2. ••• COMMUNITY POLICING<br />

• Ensuring institutional support for the sustainable “grass-roots” level<br />

implementation of Community Policing approach.<br />

• Adoption of a transformational model for developing police response to meet<br />

community needs identified through consultation and partnership.<br />

• Ensuring successful adoption of Community Policing philosophy through<br />

greater public involvement, change in working procedures, pro-active<br />

consultation and effective monitoring of implementation.<br />

3. ••• CAPACITY BUILDING OF TRAINING INSTITUTIONS AND UPDATING OF<br />

CURRICULA<br />

For the development of proactive police staff, equipped with good analytical and<br />

communication skills:<br />

• Institutionalization of training development, delivery and evaluation.<br />

• Cost effective training options including work-based, on-the-job and similar<br />

training options.<br />

• Improved leadership and team-based management training.<br />

• Modularized training based on needs assessment.<br />

• Rationalization of recruitment processes.<br />

• New initiatives for improved training processes and methods for developing<br />

best practice policing.<br />

• Institutionalize the selection and education of police trainers.<br />

• Development of need based training infrastructure<br />

4. ••• WOMEN POLICE AND GENDER POLICY<br />

• Development of a Gender Policy.<br />

• Promotion of Gender Awareness Training.<br />

• Implementation of specific procedures for treatment and interaction with<br />

women, children and other vulnerable groups.<br />

• Increase of women’s representation in the service.<br />

• Feasibility assessment and implementation of institutionalized support<br />

mechanisms for women such as the Women Policing Network.<br />

Bangladesh <strong>Police</strong><br />

07


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

5. ••• COMPUTERIZATION<br />

i. The Bangladesh <strong>Police</strong> will make the best use of the Information and<br />

Communication Technology to:<br />

• Improve operations in a sustainable manner;<br />

• Provide timely and relevant information to staff and stakeholders; and<br />

• Support staff in applying best practice in making Bangladesh safer for<br />

community.<br />

ii. This will be achieved through focusing on:<br />

• Sustainable and effective information and intelligence management;<br />

• Improving crime response through better use of information and intelligence;<br />

and<br />

• Making the community safer through the appropriate use of the ICT.<br />

08<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

PART III<br />

Action <strong>Plan</strong>: Goals/Objectives<br />

Strategy and Timeline<br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Organizational<br />

Governance<br />

Develop BP to be a<br />

modern organization in<br />

terms of structure and<br />

operation, having its focus<br />

on the overall employee<br />

professionalism and<br />

minimizing any possibility<br />

of corruption<br />

Ensure appropriate<br />

organizational support for<br />

BP members in terms of<br />

policies and infrastructure.<br />

Overall Legal and<br />

Regulatory <strong>Reform</strong><br />

Modern Service Delivery<br />

Model<br />

Bureau of <strong>Police</strong> Research<br />

Revise Organization<br />

Structure<br />

Independent Oversight<br />

Body<br />

End of<br />

20<strong>10</strong><br />

End of<br />

20<strong>10</strong><br />

End of<br />

2009<br />

End of<br />

20<strong>10</strong><br />

End of<br />

20<strong>10</strong><br />

Crime<br />

Management<br />

Quick response and<br />

maximum coverage of<br />

crimes occurring in the<br />

community.<br />

Effective investigation of<br />

reported crimes, leading<br />

to the conviction of<br />

perpetrators.<br />

Make BP a modern day<br />

police body, adopting<br />

contemporary scientific<br />

policing methods.<br />

BP adopting and<br />

implementing world class<br />

standards and best<br />

practice for dealing with<br />

victims of crime.<br />

Separation of Operation<br />

and Investigation at<br />

Thanas<br />

Strengthening CID<br />

Identified Budget for each<br />

Thana<br />

Better coordination of<br />

Administration of Justice<br />

between BP and the<br />

judicial system<br />

Victim Support Centre<br />

Evidence & Intelligence<br />

Based Investigation<br />

/Prosecution<br />

Effective Village Policing<br />

Law in National<br />

Curriculum Awareness<br />

Building<br />

End of<br />

20<strong>10</strong><br />

End of<br />

20<strong>10</strong><br />

End of<br />

2009<br />

End of<br />

<strong>2008</strong><br />

End of<br />

2009<br />

End of<br />

2009<br />

End of<br />

20<strong>10</strong><br />

Bangladesh <strong>Police</strong><br />

09


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Internal<br />

Security<br />

Traffic<br />

Management<br />

(TM)<br />

Human<br />

Resource<br />

Management<br />

(HRM) and<br />

Organizational<br />

Effectiveness<br />

Ensure the overall human<br />

security at all times.<br />

Bring pedestrian casualties<br />

to a minimum around the<br />

country, especially in metro<br />

areas, and make the<br />

streets of Bangladesh a<br />

safe one for everybody.<br />

Minimize the incidence of<br />

road accidents and ensure<br />

strict enforcement of laws<br />

to bring the offenders to<br />

justice.<br />

Develop BP to be a modern<br />

organization, caring for its<br />

employees, ensuring fair<br />

practices in terms of<br />

recruitment, performance<br />

appraisal and career<br />

planning.<br />

Optimize the number of<br />

officers based on the<br />

requirement, quality and<br />

gender mainstreaming.<br />

Coordination Unit in PHQ<br />

Strengthen SB capability<br />

to manage information<br />

and intelligence<br />

Strengthen RAB capability<br />

for prevention and control<br />

Public Involvement through<br />

Community Traffic Policing<br />

Coordination Committee<br />

at PHQ<br />

Auto Signaling<br />

Infrastructure<br />

Control with BP<br />

Dedicated Human<br />

Resources Department<br />

(HRD)<br />

Optimum Number of<br />

Officers<br />

Women Policing<br />

Officer Based Organization<br />

Modernize Performance<br />

Appraisal<br />

Dedicated Public Relation<br />

(PR) Department<br />

Support for Specialization<br />

<strong>Police</strong> Welfare Bureau<br />

Regional Vehicle Workshop<br />

End of<br />

<strong>2008</strong><br />

End of<br />

2009<br />

Middle of<br />

2009<br />

End of<br />

<strong>2008</strong><br />

End of<br />

2009<br />

End of<br />

<strong>2008</strong><br />

End of<br />

2009<br />

End of<br />

20<strong>10</strong><br />

End of<br />

20<strong>10</strong><br />

End of<br />

<strong>2008</strong><br />

End of<br />

<strong>2008</strong><br />

End of<br />

20<strong>10</strong><br />

End of<br />

2009<br />

End of<br />

20<strong>10</strong><br />

<strong>10</strong><br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Recruitment<br />

Community<br />

Policing (CP)<br />

Development of open,<br />

transparent, fair and<br />

objective recruitment<br />

process.<br />

Provide a highly visible<br />

and targeted police<br />

presence in our<br />

communities<br />

Ensure partnership with<br />

community in policing to<br />

minimize crime in the<br />

community<br />

Ensure a sustainable CP<br />

model.<br />

Formalize job descriptions<br />

Eliminate external<br />

influences, prejudices, and<br />

biases<br />

Seek out external<br />

professional assistance, if<br />

needed<br />

A transformational<br />

approach to CP<br />

<strong>Police</strong> initiated CP &<br />

public involvement<br />

Management and<br />

institutional commitment<br />

and support for<br />

implementing CP<br />

Organizational and Legal<br />

Framework for CP for<br />

institutionalized adoption<br />

Policy Guidelines for CP<br />

Committee<br />

End of<br />

<strong>2008</strong><br />

Ongoing<br />

beginning<br />

from 1st<br />

year<br />

Contemporary<br />

Curriculum<br />

Content<br />

Contemporary training<br />

curriculum, striking a<br />

good balance between<br />

existing physical (drill/<br />

physical training) and<br />

memorization (law)<br />

training with<br />

developmental<br />

knowledge-based training<br />

for effective use.<br />

Revise the curriculum and<br />

adjust the training<br />

contents<br />

End of<br />

<strong>2008</strong><br />

End of<br />

2009<br />

Bangladesh <strong>Police</strong><br />

11


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Contemporary<br />

Training<br />

Processes and<br />

Methods<br />

Training<br />

Infrastructure<br />

Motivation,<br />

Monitoring<br />

and<br />

Mentoring<br />

Designing an effective,<br />

participatory, professional<br />

learning approach with<br />

more interactive training<br />

sessions.<br />

Provide required training<br />

infrastructure for better<br />

utilization of trainers and<br />

materials, supporting<br />

more work-based,<br />

problem-oriented, on-thejob<br />

training. This is needed<br />

for <strong>Police</strong> Academy, PTCs<br />

and the specialized<br />

training schools of SB, CID<br />

and Traffic.<br />

Introduce motivational,<br />

monitoring and mentoring<br />

activities to reduce the<br />

gaps between different<br />

hierarchies of BP.<br />

Develop and maintain a<br />

support culture within BP<br />

by restructuring and<br />

redesigning its entire<br />

education system.<br />

Adopt physical fitness<br />

standards.<br />

Arrange orientation<br />

program for the trainers<br />

Change the training<br />

methods<br />

Towards student-centered<br />

training methodology<br />

Assess and prioritize<br />

needs<br />

Build up according to<br />

priority<br />

Orientation for the senior<br />

officers<br />

Conference or workshop<br />

for the mid- and<br />

junior-level officers so that<br />

they can identify and sort<br />

out common or conflicting<br />

issues jointly<br />

Creating and supporting<br />

an organizational culture<br />

which will facilitate<br />

monitoring & mentoring<br />

Designing and offering<br />

courses to officers for<br />

developing motivational<br />

and people skills<br />

Introduce criteria for<br />

physical fitness<br />

Starting<br />

from 1st<br />

year<br />

On-going<br />

process<br />

beginning<br />

from 1st<br />

year<br />

On-going<br />

process<br />

starting<br />

from 1st<br />

year<br />

12<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Training of<br />

Trainers (TOT)<br />

Gender Policy<br />

Women<br />

representation<br />

in BP<br />

Improve, update and<br />

sustain the effectiveness<br />

of BP’s training capacity.<br />

<strong>Police</strong> must become<br />

gender sensitive to fellow<br />

colleagues and the public:<br />

• Gender issue will be<br />

taken into account in<br />

shaping all institutional<br />

policies and working<br />

procedures;<br />

• Attitude and behavior<br />

of police officials should<br />

take into account special<br />

needs of women,<br />

colleagues or public; and<br />

• Women, being a<br />

disadvantaged group,<br />

need to be positively<br />

supported in accessing<br />

justice.<br />

Training the BP trainers in<br />

a planned way<br />

Ongoing TOT program.<br />

Use internal BP trainers<br />

where possible.<br />

Implement special<br />

procedures and guidelines<br />

on the treatment and<br />

handling of women<br />

suspects, complainants<br />

and witnesses.<br />

Guidelines for handling<br />

cases of domestic<br />

violence and sexual<br />

offences in a discreet and<br />

professional manner<br />

protecting the dignity of<br />

women.<br />

Implement capacity<br />

building and<br />

familiarization program<br />

for police officers on<br />

gender issues<br />

An action plan for<br />

mainstreaming women<br />

police officers and<br />

encouraging recruitment<br />

of women in all ranks.<br />

Recruit approximately<br />

3,000 female police<br />

personnel over the next<br />

three years, apportioned<br />

equally between SIs and<br />

constables.<br />

On-going<br />

process<br />

starting<br />

from 1st<br />

year<br />

On-going<br />

process<br />

starting<br />

from 1st<br />

year<br />

1st Year<br />

Over the<br />

three<br />

years of<br />

the plan<br />

period<br />

Bangladesh <strong>Police</strong><br />

13


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Women <strong>Police</strong><br />

Network<br />

Cross fertilization of ideas<br />

and sharing of<br />

experiences for effective<br />

involvement.<br />

Informal social contact<br />

mechanisms for forging<br />

understanding and<br />

support networks.<br />

A conference/workshop<br />

on ‘Women <strong>Police</strong><br />

Network’<br />

Subject to a feasibility<br />

assessment, the<br />

implementation of the<br />

Women <strong>Police</strong> Network<br />

with the support of BP.<br />

1st Year<br />

Sustainable<br />

and effective<br />

information<br />

and<br />

intelligence<br />

management<br />

Ownership of and<br />

accountability for the ICT<br />

strategic direction and<br />

implementation.<br />

Wider availability and<br />

accessibility of accurate<br />

and relevant information,<br />

e.g. through the Internet<br />

and intranet.<br />

Timely availability of<br />

accurate and reliable<br />

information to support<br />

operational, tactical and<br />

strategic requirements.<br />

Implementation of the<br />

<strong>Police</strong> Information<br />

Management Division to<br />

provide the ownership,<br />

accountability and better<br />

strategic alignment of ICT<br />

with police business<br />

needs.<br />

Development of the ICT<br />

<strong>Strategic</strong> Action <strong>Plan</strong> and<br />

Enterprise Architecture<br />

supporting strategic<br />

objectives of the<br />

Bangladesh <strong>Police</strong><br />

through the sustainable<br />

use of technology.<br />

End of<br />

20<strong>10</strong><br />

End of<br />

2009<br />

Implementation of ICT<br />

governance and policy<br />

framework, providing<br />

focus on strategic ICT<br />

issues and better<br />

management of ICT<br />

project portfolio.<br />

End of<br />

<strong>2008</strong><br />

14<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Extension of the ICT<br />

support and tools<br />

available to districts and<br />

regions.<br />

End of<br />

20<strong>10</strong><br />

Sustainable<br />

and effective<br />

information<br />

and<br />

intelligence<br />

management<br />

Effective information<br />

sharing mechanisms<br />

with external<br />

stakeholders and<br />

partners.<br />

Reduction in manual<br />

data entry and<br />

duplication.<br />

Increased level of<br />

community<br />

satisfaction with<br />

police services.<br />

Improving record<br />

management and<br />

converting paper-based<br />

records to electronic<br />

version for better<br />

information use, archiving<br />

and preservation.<br />

Ensuring effective<br />

information sharing to<br />

support national and<br />

international policing<br />

strategies.<br />

End of<br />

2009<br />

End of<br />

2009<br />

Enhancement of<br />

information systems to<br />

support intelligence and<br />

operational management<br />

in line with best practice.<br />

Ongoing<br />

Improved accessibility to<br />

policing services to the<br />

community.<br />

Ongoing<br />

Bangladesh <strong>Police</strong><br />

15


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Key Result/<br />

<strong>Strategic</strong><br />

Area<br />

Goals/Objectives<br />

Strategies<br />

Timeline<br />

(1-3<br />

years)<br />

Improve crime<br />

response<br />

through better<br />

use of<br />

information<br />

and<br />

intelligence<br />

Making our<br />

community<br />

safer through<br />

the<br />

appropriate<br />

use of the ICT<br />

Increased extent of<br />

intelligence holdings and<br />

their contribution to<br />

successful outcomes of<br />

investigations.<br />

Wider use of captured<br />

information and<br />

intelligence.<br />

Increased level of<br />

computer literacy and<br />

awareness among staff.<br />

Increased capacity of ICT<br />

training facilities.<br />

Basic ICT training<br />

curriculum introduced into<br />

the overall police training<br />

programme.<br />

Reduction in recorded<br />

traffic offences and road<br />

crashes.<br />

Reduction in volume<br />

crimes.<br />

Optimum use of existing<br />

Information Systems and<br />

IT to enhance policing<br />

effectiveness, through<br />

removing silos of<br />

information and<br />

consolidation of existing<br />

ICT projects and<br />

initiatives.<br />

Increase police staff<br />

awareness and familiarity<br />

with Information Systems<br />

and IT through training<br />

ICT training laboratories<br />

implemented in selected<br />

PTCs<br />

Effective and timely<br />

information sharing with<br />

BRTA and other agencies<br />

on driver licenses, vehicle<br />

registrations and<br />

roadworthiness<br />

Using information to<br />

identify common locations<br />

for traffic offences and<br />

road crashes, to mount<br />

targeted police response.<br />

Using information to<br />

identify common locations<br />

for volume crimes<br />

(muggings, snatchings,<br />

etc), to mount targeted<br />

police response.<br />

Ongoing<br />

Ongoing<br />

End of<br />

2009<br />

End of<br />

2009<br />

End of<br />

20<strong>10</strong><br />

End of<br />

20<strong>10</strong><br />

16<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Appendix<br />

BANGLADESH POLICE<br />

STRATEGIC PLAN<br />

<strong>2008</strong> – 20<strong>10</strong><br />

METHODOLOGY<br />

Introduction<br />

<strong>Plan</strong>ning consists of the three steps of establishing where an organization<br />

currently is in terms of legitimacy, structure, function and situation; determining<br />

where the organization should be in relation to the same four variables. The basic<br />

questions – Where are we? Where we want to be? How do we go there? are<br />

answered in a strategic plan.<br />

In strategic planning in long established organizations like Bangladesh <strong>Police</strong> the<br />

vision and mission statements serve as overarching guides to any of the discrete<br />

steps of scanning, analyzing and deciding. While vision and mission statements<br />

may be revisited, they are usually serviceable for extended periods of time. As<br />

such they serve in the strategic planning process much as a hypothesis does<br />

when a researcher goes into the field. The hypothesis frames the enquiry and<br />

gives order and priority to the myriad facts, values, opinions and ideas that might<br />

otherwise overwhelm the investigator.<br />

For an institution like Bangladesh <strong>Police</strong> it is a challenging task to come up with<br />

a strategic plan that encompasses the entire organization. The socio political<br />

environment that surrounds the organization makes the task the more<br />

challenging. However to formulate a strategy addressing the most critical issues<br />

BP has used a number of approaches or methods to collect appropriate inputs<br />

(required data and information).<br />

Internal data on BP as an organization have been generated through a part of<br />

SWOT (Strength and Weakness) analysis. Stakeholders’ expectation from along<br />

with their perception about BP have been collected through different methods:<br />

(a) scanning of news & views in media, (b) focus group study, (c) documents and<br />

Bangladesh <strong>Police</strong><br />

17


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

publications of different organizations and agencies, and (d) police personnel’s<br />

perceived expectation of the stakeholders.<br />

Information from Secondary Sources:<br />

An extensive exploration has been done to identify and find out the relevant<br />

documents and sources to collect inputs for the plan. Apart from numerous<br />

newspaper articles and periodicals the following sources were retrieved and<br />

reviewed:<br />

• <strong>Police</strong> Act 1861<br />

• New <strong>Police</strong> Ordinance (proposed) 2007<br />

• <strong>Police</strong> Regulation of Bengal: Current (1943) and Proposed (2004)<br />

• Needs Assessment Report 2003 - Towards <strong>Police</strong> <strong>Reform</strong> in Bangladesh<br />

• Public Attitude Baseline Survey Report - 2007<br />

• From Training Need to Learning Approach: A Training Strategy for the<br />

Bangladesh <strong>Police</strong><br />

• Constable Qualification Program Bangladesh <strong>Police</strong> (Draft 2007)<br />

• Current Organizational Structure of Bangladesh <strong>Police</strong><br />

• Report on Heads of Training (HoT) Conference , Bangladesh <strong>Police</strong> held on<br />

12-13 July 2007.<br />

• Training curriculum as being followed in Bangladesh <strong>Police</strong> Academy, Sardah<br />

and PTC Mohera.<br />

Inputs from Primary Sources:<br />

A number of approaches have been taken to generate information from the<br />

primary sources. Most of these approaches are in-housed focused to capture the<br />

experiences, ideas, and opinion of active police personnel belonging to different<br />

rank and status.<br />

To start with, an appreciation workshop for Policy Group Members of<br />

Bangladesh <strong>Police</strong> was conducted on 3rd September 2007 with the assistance<br />

of IBA in order to:<br />

a) Familiarize the participants with strategic planning process, and<br />

b) Orienting them with the work plan to be carried out in preparing the strategic<br />

plan.<br />

18<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

In the workshop, a self assessment questionnaire was administered among the<br />

participants (Policy Group Members) with the objectives of:<br />

i) Knowing about the participants’ appreciation of strategic planning practices<br />

that now exist in Bangladesh <strong>Police</strong>, and<br />

ii) Developing a vocabulary of strategic planning process for commonality of<br />

understanding.<br />

Collection of Inputs (opinion, idea, and facts) from the Top Level <strong>Police</strong> Officers:<br />

The top level police officers were interviewed in different sessions by using a<br />

structured format to gain insider top down view points associated with strategic<br />

planning. This was initiated with a preliminary workshop with the policy group<br />

members.<br />

The checklist used to assess the experience-based perspective of the officers<br />

had the following focus.<br />

• Vision, mission, values and culture of Bangladesh <strong>Police</strong><br />

• Strengths, weaknesses, opportunities and challenges<br />

• Problems and suggestions in different key result areas (operational and<br />

organizational)<br />

• Critical issues and development activities<br />

About <strong>10</strong>0 officers participated in the process by filling-in and returning the<br />

checklist to the HQ.<br />

Workshops:<br />

To supplement the findings of the checklists and data generated through<br />

sources, a series of workshops was conducted with different units. The<br />

objectives of these workshops were:<br />

i) Having further discussion on some of the issues raised in the checklist<br />

Bangladesh <strong>Police</strong><br />

19


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

ii) Knowing how they want to see Bangladesh <strong>Police</strong> and ways and means to<br />

reach there, and<br />

iii) Knowing problems specific to their units and suggestions to overcome those.<br />

a) Workshop with Field Level Personnel (Constables, ASIs, SIs and<br />

Inspectors/OCs) on 3rd November 2007.<br />

c) Workshop with senior officers of various Metropolitan <strong>Police</strong> on 6th<br />

November 2007.<br />

d) Workshop with senior officers of CID, SB, GRP and Highway <strong>Police</strong> on <strong>10</strong>th<br />

November 2007.<br />

e) Workshop with Senior <strong>Police</strong> Officers of RMP & Rajshahi Range in Rajshahi on<br />

20th November 2007.<br />

f) Workshop with Senior <strong>Police</strong> Officers of RAB on <strong>10</strong>th December 2007.<br />

All workshops were conducted as a professional forum. During each workshop,<br />

extensive discussions were held for long hours and the participants were<br />

encouraged to discuss all relevant issues loudly on a brain storming pattern.<br />

Professional assistance from IBA was used in conducting the workshop sessions.<br />

Collection of Inputs from Operational Units<br />

i) Data were collected from two selected Thanas: (a) one model Thana (Uttara<br />

Model Thana) and one traditional Thana (Nawabgong Thana in Dohar). Modality<br />

of operation of the selected Thanas along with their capabilities and<br />

infrastructure were reviewed as a contrast and comparison to assess the<br />

problems and possibilities.<br />

Review of the training infrastructure, training programs, and activities<br />

A review of the following training outfits was done in order to examine the<br />

present training infrastructure, training programs, and activities in an attempt to<br />

assess the problems & possibilities:<br />

a) Bangladesh <strong>Police</strong> Academy, Sardah.<br />

b) PTC, Mohera, Tangail.<br />

c) <strong>Police</strong> Staff College, Mirpur, Dhaka.<br />

20<br />

Bangladesh <strong>Police</strong>


<strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> - <strong>10</strong><br />

Focused Group Discussion (FGD)<br />

A good deal of data obtained through FGDs was available regarding Bangladesh<br />

<strong>Police</strong> as a secondary source of information. Those data were reviewed and<br />

extracted. As a kind of verification, one FGD was conducted for the particular<br />

purpose of preparing strategic plan. The FGD included representative members<br />

of the society including, teachers, businessmen, retired police officers, human<br />

rights workers and others to gain a first hand overview about community’s<br />

perception as well as expectations regarding Bangladesh <strong>Police</strong>. The FGD<br />

conducted in a fashion similar to Community Dialogue Meetings and it yielded a<br />

good lot of valuable inputs for planning purposes.<br />

The FGD was conducted with the professional help of IBA.<br />

The findings, both from the secondary and primary sources were summarized<br />

and processed professionally in the tradition of SWOT, PESTLED, and GAP so as<br />

to make those meaningful for use in the strategic plan.<br />

Conclusion<br />

A down-to-earth approach was taken to prepare the strategic plan. By and large,<br />

the input- base used in preparing the plan was developed from within the<br />

organization for use in preparing the strategic plan.<br />

Bangladesh <strong>Police</strong><br />

21


If you have any enquires or comments<br />

about the <strong>Strategic</strong> <strong>Plan</strong>, please write to :<br />

<strong>Plan</strong>ning and Research Wing,<br />

<strong>Police</strong> Headquarters<br />

Phoenix Road, Dhaka-<strong>10</strong>00.<br />

www.police.gov.bd<br />

‘ <strong>Police</strong> for People, People for <strong>Police</strong> ’


“The <strong>Strategic</strong> <strong>Plan</strong> <strong>2008</strong> – 20<strong>10</strong> identifies five key strategic areas for fulfilling our vision.<br />

The first strategy of Organisational reform is the foundation for the implementation of<br />

other priorities as it deals with legal and organisation reform. The second strategic<br />

direction is Community policing, this will foster real partnerships with the community and<br />

develop operational priorities that will address community needs. The capacity to train<br />

and develop our personnel is critical to appropriate service delivery and our personnel<br />

need to be prepared to face the challenges. Women <strong>Police</strong> and Gender Policy have been<br />

identified as an important strategic direction to move the police into a modern policing<br />

service. The importance of computerization is now the cornerstone of the provision of<br />

modern policing service and we wish to position ourselves to take full advantage of any<br />

advances in technology.”

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