Implementation of the Maldives Police Service Strategic Plan

Maldives Police ServiceRelevance of Strategic Planning for the PoliceUndeniably, policing continues to grow more complex across the world. At the same time, there isalso a visible trend towards making policing more transparent and accountable at multiple levels,both for performance and misconduct. The growth of strategic planning for the police is oneindication of this growing trend, with police services throughout the world developing strategicplans to help ensure efficient and effective delivery of services to the public. Judging from theexperience so far, some of the positive benefits which flow from strategic planning for the policeinclude: a stated commitment to meeting community demands, an obligation (and plan) to reducecrime, and greater understanding of the public’s expectations within the police. This makes itcrucial to ensure that a process of public consultation is written into the planning framework. Infact, some countries have established different means, and in some cases institutions, to gatherpublic input (some of these various strategies are referenced below). In these countries, publicconsultation in strategic planning is a critical part of the legitimacy and relevance of the entireexercise. Not only does public consultation make the planning relevant and participatory, it alsoreduces the scope of political and/or partisan interests interfering in policing.To be sure, the obstacles blocking smooth planning processes and strong implementation arealso diverse. Poor training, lack of information and capacity, resistance to change, and weakcommunication channels across rank and file are some of the factors limiting the ability ofpolice to develop and implement effective plans. It is precisely such obstacles that the processof strategic planning helps to identify faster. Ultimately, it is crucial that the various processes ofstrategic planning within an organization continue regularly, year after year, irrespective of changeof guard. Only then will the practice become part of the organizational culture. A break in any ofthe process of strategic planning will not only affect the police understanding of crime trends andpatterns but also affect the communication links across ranks within the organization.Codifying Strategic Planning in Police LegislationsOne way of embedding strategic planning in the organisational culture of the MPS is by makingit a legal obligation under the police legislation. Several countries, with relatively newer policeacts, have enshrined the framing and drafting of a Strategic Plan within its text. Some of theseformulations require that the responsibility for strategic planning is distributed between severalstakeholders, usually the Minister responsible, the Chief of Police and an independent body withcitizen representation. In this way, the law not only pinpoints the individuals and institutionsresponsible, but also sets out a process for planning.For instance, the United Kingdom’s Police Reform Act, 2002, makes it the duty of the HomeSecretary to frame a National Policing Plan every year with a view to identifying national-levelpolicing priorities. At the same time, the 2002 Act stipulates that police strategy plans have tobe framed at the local level. These set out the medium and long-term policing priorities for thelocal area concerned. The annual Local Policing Plan is published by the local Police Authorityand drafted in collaboration with the Chief Constable. The Police Authorities 2 of England and2It must be noted that the Police Authorities of England and Wales will be gradually phased out to make way for Policeand Crime Commissioners, a new system which should be in place by end 2012. This will significantly change the policeaccountability architecture of England and Wales.10Strategic Plan 2007-2011: An Analysis