TTPS QUARTERLY No.1 (1)

TTPS
Premier Issue
July-September, 2016
A Change In
Policing Strategy

JULY - SEPTEMBER 2016
04 Message from the Commissioner of Police
06 Editor’s Note
07 Police Recruits Urged to be ‘Police Ambassadors’
08 TTPS Records Lowest Number of Serious Crimes in
Three Decades: Hot Spot Policing Works
09 Using Knowledge To fight Crime in Trinidad and
Tobago: The Police Partnership with Cambridge
University
12 691 Illegal Firearms Seized: Largest Haul in the
Caribbean
14 Crackdown on Speeders
18 Justice Is What Love Looks like in Public
20 In Pursuit of Improved Customer Service: Mystery
Customer Initiative
21 Station of the Month Initiative – Aimed at Better
Policing
22 Touching the Heart to Positively Influence the Mind
24 School Intervention Programme: Anti-Bullying
25 Partnering with Communities for a Safer Trinidad and
Tobago
28 Making Tobago Safe For You: Tourist Oriented Policing
30 CoP Calls for National Approach to ‘Social Control’
31 Training of Police Officers for future Challenges
34 Driving Under the Influence
36 Crime Statistics: The Key to Crime Fighting in the TTPS
38 Help Solve Crime
40 Police Academy-Regional and International Scope
42 Establishment of a Professional Standards Bureau
43 Mediation - a Solution to Settling Complaints?
47 2015 Performance Awards: Northern Division Overall Top
Performer in Crime Fighting for 2015
49 Major Promotions in 2016
50 A Model of Staff Engagement – Trinidad and Tobago
Police Service
52 Strengthening Our Organisation - The HR Way
54 After Service Improvement
55 Improving Safety on Our Roadways
58 Integrated Analysis -One of the Possible Solutions to
Violent Crime in Trinidad and Tobago
08
12
28
61 Evolving Times - On the Frontlines of a Tech Revolution
in the TTPS
63 Finance Branch - Moving from Mediocrity to Excellence
64 Caring Intervention for Troubled Youth
66 iRoadsafe: TTPS Road Safety Education and
Awareness Drive
68 Police Academy Pulls Marching Hat-trick at TTPS 93rd
Sports Day : GEB Overall Champs
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PoliceServiceTT
TTPoliceService www.ttps.gov.tt

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In my capacity as Commissioner of Police (Ag.), it
is hoped that through this medium and other
on-going initiatives to improve relations with
citizens and stakeholder communities, public
trust and confidence in the Trinidad and Tobago
Police Service (TTPS) will be regained. This new
magazine, the TTPS Quarterly, is reflective of our
commitment to good governance, transparency and
accountability.
The articles and stories are informative and should bring a
greater level of understanding of the changing dynamics of
policing in Trinidad and Tobago and the wider Caribbean;
and in so doing, prompt collaborative opportunities that
lead to safer homes and communities.
The model of policing that has proven effective is one in
which there is heavy community involvement, which is
matched with proactive, responsive, professional and
sensitive policing.
In addition to our town and station council meetings as
well as routine face-to-face, on the ground interactions
with citizens, this latest platform will further enhance
communication and will take us closer to our mission
which states ‘in partnership with the citizens of Trinidad
and Tobago, we provide for safe and secure communities
and other places through professional policing, focused
leadership and consistent, high quality service’.
This magazine will no doubt prove to be an interesting read
for which constructive criticism is welcomed.
Stephen Williams
04

Publisher
Trinidad and Tobago Police Service
Editor
Ellen Lewis
Head Corporate Communications
Content Co-ordinator
Myrnelle Ahyoung-Thompson
Snr. Corporate Communications Officer
Professor Lawrence W. Sherman
Proofreading
ASP (Ag.), Karen Lancaster Ellis,
Crime and Problem Analysis Branch
Writers
Sumit Kumar
Fellow, Cambridge Center for Evidence Based Policing
ASP (Ag.), Michael Pierre
Public Information Officer
Daniella Johnson
Corporate Communications Officer
Eshe Jewel Bruce
Corporate Communications Officer
David Riley
Corporate Communications Officer
Brionne Antoine
Crime Analyst, Crime and Problem Analysis Branch
No.14036 Sgt. Bryon Daniel
Professional Standards Bureau
Tricia O’Neil
Human Resource Officer III
Kerwin Gordon
Corporate Communications Officer
No.16050 Cpl. Susan Guy
Tourism Oriented Policing Section, Tobago Division
Donna Jennings-Toney
Coordinator CITY Programme
Photographic Support
No. 13388 Sgt. Lou Ann Ollivierre
No. 13335 Cpl. (Ag.), Nigel Stephen
Audio Visual Unit
Art Direction/ Graphic Design
Kenneth Henry
Printers
Scrip - J
Special thanks to the
contributors and
sponsors for making
this inaugural publication possible.
Contact
Trinidad and Tobago Police Service
Police Administration Building
Cor. Edward and Sackville Streets
Port of Spain
Office: (868) 625-8395
Fax: (868) 625-7133
Email: publicaffairs@ttps.gov.tt
www.ttps.gov.tt
TTPS Quarterly is published by the Trinidad and
Tobago Police Service Corporate Communications
Department
All rights reserved. Trinidad and Tobago Police Service must be
appropriately credited for any partial reprint or duplication of
this magazine
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Editor’s Note
rinidad and Tobago Police Service introduces
stakeholders and readers to our new magazine
entitled, TTPS Quarterly. As the name suggests
the magazine will be produced on a quarterly
basis beginning with the current July-September
2016 issue.
TTPS Quarterly will focus on the goals and objectives of
the Trinidad and Tobago Police Service, the challenges
we encounter and experience along the way as we seek
to ensure a safer living environment for all and our
achievements and successes. 2016 thus far is proving to
be a remarkable year for the Trinidad and Tobago Police
Service as we begin the process of reflecting and
evaluating on the extent to which we have achieved the
goals outlined in the TTPS Strategic Plan 2014-2016.
Those being: reduce and detect crime; improve safety
on our roadways and in other public places; improve the
level of citizen-centred service and strengthen the
organisation.
In this issue, we begin documenting and reporting to you
on progress made towards achieving these goals; and
while we have not fully succeeded in every aspect of
performance targeted, we feel confident you will be
generally satisfied and pleased with what we have been
able to accomplish.
All we have achieved as an organisation, in terms of
reducing crime and improving customer service, can be
attributed to the quality of leadership provided by the
Commissioner of Police, committed officers at all ranks
and civilian staff along with immense stakeholder
assistance. It is in this regard therefore, we recognise
those stakeholders who have contributed to the
publication of this magazine as well as the media and
digital billboard operators for their overwhelming
support of the public education and engagement
initiatives of the Trinidad and Tobago Police Service, for
which we continue to pursue within the true spirit of
corporate social responsibility.
We hope you enjoy reading and please feel free to share
your comments and suggestions with us at
publicaffairs@ttps.gov.tt.
Ellen Lewis
Head - Corporate Communications
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The Honourable Maj. Gen., Edmund Dillon, Minister of National Security is
escorted by Parade Commander, Snr. Supt. (Ag.), Floris Hodge-Griffith, as he
inspects the parade followed by Commissioner of Police (Ag.), Stephen Williams
and ACP (Ag.), Sharon Blake-Clarke.
Solid words of advice from Minister of National Security, the
Honourable Major General, Edmund Dillon, to the new
police recruits at the Passing Out Parade of Batch 2 of
2015, Squads F-K, held on Wednesday 4th May, 2016, at
the Police Academy, St James.
In delivering the feature address, the Minister noted that
with the new intake, the Trinidad and Tobago Police
Service was in a better position to deal with the issues
of crime and security in Trinidad and Tobago.
Commissioner of Police (Ag.), Stephen Williams,
reminded the young officers of their pledge to do
what is necessary to serve the nation with pride and
that they have taken up a calling, not simply a
profession.
“Recognizing that it takes something special to
commit yourself as a police officer in Trinidad
and Tobago, as we go through the formalities
of this Passing-Out Parade, please be
reminded that you have a vested interest in
how you serve the citizens of this land. It is a
personal commitment - one which you owe
to your family; and it is a wider
commitment to your community and
society.”
Maintaining the tradition of high
standard, the men dressed
resplendently in their white tunics and
navy blue trousers and the women in
skirts, exhibited poise and discipline as
they marched from the Barracks Square
to the grounds of the Police Academy.
Adjudged the Most Outstanding Recruit,
No.19932 WPC Griffith was commended
and awarded the Commissioner of Police
Trophy and the ‘Best Stick”. She was also
commended and awarded the ‘Most
Disciplined Female Recruit’ and for gaining the
highest marks in the subject Defensive Tactics.
The Passing Out came to a close in memorable fashion with the parade gracefully
marching to the melodic tune of the instrumental to Rikki Jai’s ‘Leh We Fete’,
performed by the Police Band, amidst a cacophony of wild cheers from the
enthusiastic crowd of family, friends and well-wishers.
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Stephen Williams MBA, M.St, LLB, LEC, MCMI
Commissioner of Police (Ag.)
Trinidad and Tobago Police Service (TTPS) changed its patrolling
strategy and is now enjoying phenomenal success.
In 2009, TTPS recorded 22,162 serious crimes which is the
highest annual total in the country’s history. However, by 2015
the annual total serious crimes dropped to 11,135 which is the
lowest annual figure for 33 years.
How was this success achieved?
The TTPS made a radical change in 2013 by the introduction of a
Hot Spot Policing Strategy targeting crime hot spots in the 40
police station districts with the highest levels of serious crimes.
This strategy included the following key features:
• Identifying all high concentrations of serious crimes
in small geographic spaces in station districts
(Hot Spots)
• Geofencing those identified hot spots
• GPS tracking of all mobile patrols
• Mandating mobile patrols to focus on hot spots
• Increasing patrols at nighttime (8p.m. – 4 a.m.)
when crime is most prevalent
• Increasing ‘stop and search’ of vehicles and persons
in hot spots for firearms
• Focusing on the arrest and prosecution of prolific
offenders
The introduction of Hot Spots Policing to the TTPS in 2013
resulted in the largest reduction of serious crimes in any one
year in the country’s history. Serious crimes dropped from
17,840 in 2012 to 13,146 in 2013 (26.3%). The reduction in
serious crimes has continued in 2014 and 2015 with annual
totals of 12,057 and 11,135 respectively.
The progress of the TTPS has been specially recognized by
Sherman (2015) where he states “several police agencies, in
early 2015, are poised on the brink of a wide ranging effort to
use best evidence for changing the way police resources are
used. In the lead is Trinidad and Tobago, which completely
reshaped its patrol strategy (as measured by global positioning
systems tracking – GPS)”.
The TTPS has adopted an evidence-based policing approach to
the business of policing. The organization is using research to
guide its policing improvements.
08

Using Knowledge
to Fight Crime in
Trinidad and Tobago:
Professor Lawrence W. Sherman
Director of the Institute of Criminology,
University of Cambridge
Wolfson Professor of Criminology
Sumit Kumar
Fellow, Cambridge Center for
Evidence Based Policing
ll across the world, progressive police agencies are
learning from the recent achievements of the
Trinidad and Tobago Police Service (TTPS). From
Australia to Sweden, from England to Argentina,
police leaders are closely following this rapid progress. The
following lists just a few of the things the world is learning
from Trinidad and Tobago police:
• How to use advanced data analysis to predict
where and when violent crimes occur
• How to use GPS devices to track policing on the
most crime-prone streets
• What police can do to prevent shootings and
murders in these locations
• What police leaders can do to inspire more
productivity in crime prevention
• Whether police use of hi-tech bandages can save
lives of wounded victims
These achievements did not happen just by chance. They
grew out of a non-partisan strategy under two governments,
to work with the world’s leading university. For over ten years,
the TTPS has developed a thriving partnership with the
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University of Cambridge, its Institute of Criminology, and the
Cambridge Centre for Evidence-Based Policing Ltd. The
partnership began with senior officials attending the part-time
Master’s degree course at Cambridge in Applied Criminology
and Police Management, a 20-year old course that is now
attended by police leaders from all over the world. The
partnership accelerated in 2012 when Cambridge graduate
Stephen Williams was appointed to act as Commissioner of
Police.
One of Mr. Williams’ first decisions as Commissioner was to
enlist six Cambridge faculty members to train TTPS officers of
all ranks, primarily in Trinidad, as well as by recorded lectures.
In a series of courses lasting from one day to 12 weeks, the
Cambridge faculty has now trained over 500 TTPS officers.
The Cambridge academics providing the training include the
following:
• Professor Lawrence Sherman, Director of the Institute
of Criminology and Chief Executive of the Cambridge
Centre for Evidence-Based Policing;
• Dr. Heather Strang, Director, Cambridge Police
Executive Programme;
• Dr. Barak Ariel, Lecturer in Experimental
Criminology, Cambridge University;
• Dr. Justice Tankebe, University Lecturer in Criminology,
Cambridge University;
• Dr. Katrin Muller-Johnson, Senior Lecturer in Criminal
Justice, Cambridge University;
• Dr. Timothy Coupe, Lecturer in Criminal Justice,
Cambridge University
Supported by the advanced technical framework for
targeting, testing and tracking the best use of police
resources—the “Triple-T” of data-driven, evidence-based
policing--TTPS leaders have attained several major
milestones:
1. A 90-day controlled test of a strategy to reduce homicides
and shootings-woundings, comparing 20 stations using the
strategy to 20 that did not. This study concluded in late 2013,
which showed that the strategy reduced these lethal crimes
by 41% in the pilot stations compared to the 20 other stations
doing business as usual. The strategy directed police to
increase patrol time in the five or more micro-locations in
each station area where most homicides have occurred. It
also provided feedback every two weeks to the patrol teams
that were providing the patrol time, comparing the
performance of different shifts and stations.
2. A 2014 rollout of the successfully tested homicide
prevention strategy across Trinidad, based on an extensive
refinement of the Global Positioning Satellite tracking of the
whereabouts of every marked police car in the country.
3. The Commissioner’s establishment of a weekly meeting
with all Divisional commanders to review the progress in
implementing the desired patrol minutes in the
highest-violent places at the high-homicide times.
4. The six-fold increase in the average time of police patrols
per hot spot from 20 minutes to 120 minutes per day, right
across Trinidad.
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5. A massive reduction in homicide from mid-2014 to early
2015 in response to the increased time of patrols in the hot
spots.
6. The launch in April 2015 of an unprecedented use of
low-cost, but highly effective, haemostatic bandages to
save lives of wounded people who might otherwise bleed
to death on the way to the hospital. We can find no other
police agency in the world that has provided these
advanced bandages to their operational teams, let alone
evaluated whether the strategy can save lives. The
bandages work by effectively
sealing the skin around and over
a wound, completely cutting off
any further blood flow. The
opportunity to save lives with
these bandages is provided at
present to the Task Force
officers who are the police who
arrive first on the scenes of
shootings and woundings most
often.
7. A planned test of police use of
body-worn videos, which could
help reduce conflict between
police, citizens and suspects. A
prior test in California found that
cameras reduced both use of
force by police and complaints
made against the police. Use of
such cameras in areas where
most violent conflicts between
police and suspects have
occurred could show the
potential to improve police relations with all citizens.
The value of these developments was seen in April 2015,
when a sudden spike in homicides occurred. The TTPS
immediately mobilized all of the tools of evidence-based
policing. The on-site project manager for the Cambridge
Centre for Evidence-Based Policing worked with the TTPS
Crime and Problem Analysis (CAPA) Branch and the TTPS
Information Technology unit to track the increase in
homicides to police areas that had seen a decrease in
GPS-measured patrol time at the homicide hot spots. The
weekly meeting with Divisional commanders became a
strategy session for reversing the sudden upswing in
murders. A plan of action was agreed; the plan was carried
out; patrols were increased where they were needed most;
the spike in homicides suddenly stopped.
The laws of statistics say that sudden spikes can occur, and
then disappear, sometimes for no apparent reason. We
cannot be sure that all of the evidence-based response to
the homicide problem has caused it to decline, either in
the short run or the long run. But the evidence of reduced
homicide in the long run is encouraging. In the four years
from 2009 through 2012, the average number of
homicides in the first half of the year was 237. In 2015,
the first half numbers will be substantially below that
long-term average and the signs are encouraging.
Whether, or how much, the improvement was caused by
the partnership with Cambridge University cannot be
determined with certainty. There are few observers,
however, who would say that the TTPS operates no
differently today than it did in recent years.
Many observers would agree just the opposite: that there
are clear changes in the way in which the TTPS uses its
scarce resources, focusing on the “Triple-T” of
evidence-based policing as taught at Cambridge
University. The three “Ts” are 1) TARGETING the most
important areas, offenders or victims identified by “big
data” analyses of thousands of events and records—and
not just by guesswork; 2) TESTING strategies, like hot
spot police patrols, that are focused on the most
important targets, and keeping only those practices that
pass the test while discarding those that do not; 3)
TRACKING the delivery of police services to ensure that it
complies with what TESTING has found to work best with
the most important TARGETS—feeding back the tracking
results to the TTPS officers doing the work, and correcting
any leadership failures in ensuring that the work gets
done. In relentlessly applying all three “Ts” to police
operations in Trinidad and Tobago, the Commissioner of
Police (Ag.) and his teams have been leading the way for
other police agencies around the world. In 2014, TTPS
recorded the lowest serious crimes in 30 years (12,055). If
the 2015 trend continues, they stand to break that record
in 2015. On 8 July, an international conference in
Cambridge heard reports of these and other successes in
Trinidad and Tobago. It seems appropriate that a country
known as “T & T” should be first to succeed with a “TTT”
strategy.
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Myrnelle Ahyoung - Thompson
Snr. Corporate Communications Officer
At the end of calendar 2015, Trinidad and Tobago Police Service
(TTPS) had removed from the streets of Trinidad and Tobago,
691 illegal firearms. This represented an 18% increase over the
585 seized/discovered the previous year by police officers.
In Jamaica, which is also grappling with gun related
violence and with a population of 2,803,362, officers of the
Jamaica Constabulary Force seized 576 illegal firearms in
2015.
This was revealed by Commissioner of Police (Ag.), Stephen
Williams, in an address to officers at an Evidence Based Policing
graduation ceremony at the Police Academy St. James, on May
22nd, 2016.
As of August 25th, 2016, 501 illegal firearms were seized by the
police when compared to 417 for the same period.
This net haul of firearms falls in line with Goal #1 of the TTPS
Strategic Plan 2014-2016 intended to “reduce and detect crime”
and forms one of four quadrants of focus for the organization.
At the start of 2015, the Commissioner of Police challenged his
officers to “get the guns off the streets” saying:-
“Firearms are used in 75 % of all murders and if we take the
firearms out of the hands of the criminals, we should see a
drop in murders. There is a clear correlation, even though it
may be a negative correlation. As one goes up, another one is
supposed to come down and that is our intention. So if we
could lift the firearm removal level, we should be able to see
the murder rate dropping,”
This challenge was accepted and met by officers, as
December 31st 2015 saw an increase of firearm seizures and a
37.5% decrease in serious reported crimes.
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FIREARM TYPE Total
Revolver 160
Pistol 329
Shotgun 62
81% of the murders committed in 2015, were firearm
related whilst as of June 2016, 75% of murders
committed were with the use of unlicensed firearms.
While the rate of murders remains a troubling area of
concern, such an outstanding performance in the
seizure of illegal firearms is a manifestation of the hard
work and commitment of the officers in the ongoing
fight against crime and criminality.
The biggest challenge facing the TTPS in its efforts to
reduce violent crimes is the steady flow of illegal
firearms and ammunition into Trinidad and Tobago and
the clear negative correlation with the rate of murders.
Data from the Crime and Problem Analysis Branch of
the TTPS show the following types of weapons seized in
2015:-
Homemade Shotgun 47
Rifle 30
Trap gun 11
Machine Gun 23
Other 19
Air Rifle 10
TOTAL 691
Type of Firearms Seized and Found for the period
January 1st – December 31st 2015
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Introduction
In May of 2016, the Minister of Works and Transport, the
Honourable Fitzgerald Hinds, gave approval via Ministerial
Order for the Trinidad and Tobago Police Service (TTPS) to
utilize a laser based speed gun (Lidar) as an approved speed
measuring device for determining a vehicle’s speed on a
roadway. This meant police officers were now empowered to
use speed guns to help manage the risk on the roadways
posed by reckless drivers who often endanger both
themselves and other road users by exceeding roadway speed
limits. Interestingly, the move also brought with it a plethora
of motorists canvassing to seek the immediate increase of
roadway speed limits from the highway authorities.
Road Safety in Trinidad and Tobago
Superintendent (Ag.) Mathura Singh
Traffic and Highway Patrol Branch
In the Trinidad and Tobago Police Service Strategic Plan
2014-2016, one of the key areas identified for directing
national policing efforts for harm and injury prevention, is in
the area of road safety. According to the data from the Traffic
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and Highway Patrol Branch – Records and Statistical Unit, eight
hundred and fifty (850) persons lost their lives in road traffic
collisions over the last five years (2011-2015). This represents an
average road death rate of 13 per 100,000 population for Trinidad
and Tobago, which according to the WHO (World Health
Oganisation) Global Status Report on Road Safety (2015), places
us higher than some Caribbean countries such as Jamaica (11.5)
and Barbados (6.7). Last year’s figure of 147 recorded road deaths
represented one of the lowest figures in Trinidad and Tobago in
fourteen (14) years, a good indication that some of the national
interventions are working but the figure is still unacceptably high
for what is categorised as a preventable or unintentional cause of
death.
The Problem of Excessive Speeding
“Officer, I drive fast but safe!”…this is often the quintessential
reasoning presented by self- proclaimed “safe” drivers to TTPS
Highway Patrol Officers. These drivers possess the innate
ability to separate in their minds the acceptable and justifiable
behavioral risk of breaching speed limits from contributing to

isk on a road network. Many of these drivers have often
never been involved in a collision (a noted subjective but
common driver safety performance indicator) thus they
create a logical parallel that their degree of skill and mental
fortitude is what keeps them collision free; hence the lack
of these attributes in other drivers is what causes serious
and fatal accidents…not speed per se.
According to a WHO 2008 report on road traffic deaths and
injury, speeding, also termed excessive speed, driving
above the roadway speed limit or inappropriate speed
(driving too fast for the prevailing conditions) – is identified
as a major contributory factor in both the number and
severity of traffic crashes. The higher a vehicle speed, the
greater the amount of kinetic (moving) energy that must be
absorbed by the impact in a crash therefore becoming a
factor in both crash causality and casualty outcome (i.e.
level of injury severity). Managing vehicles speed in the
roadway network is a critical part of managing collision risk.
The Safe System Approach to road safety has been adopted by
the countries noted for the best road safety performance such as
Australia, Sweden, New Zealand, Germany and the United
Kingdom. The methodology identifies 4 pillars for ensuring a
multi-faceted and holistic approach to managing road risk
namely: 1) Safer Roadway Speeds; 2) Safer Road Users; 3) Safer
Road Designs and; 4) Safer Vehicles. Supporting these pillars is
the element of a robust emergency response system for crash
victims’ access to medical care, thus the capacity and capabilities
of collision response agencies such as the Trinidad and Tobago
Fire Services, Emergency Medical Service and Trinidad and
Tobago Police Service have key roles in road casualty reduction
efforts.
Speeding and the Law
Section 62 (1) of the Motor Vehicles and Road Traffic Act
Chapter 48:50 makes it unlawful for a driver to drive a motor
vehicle at a speed greater than that stated in Schedule 2 of the
Road Traffic Act, which lists the speed limits for outside and
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within built up areas according to vehicle types (e.g. outside
built up areas such as highways the speed limit of a private
light motor vehicle is 80 kmh and 50 kmh within built up areas
such as Wrightson Road, Port of Spain or Southern Main
Road).
Section 62 (5) states “Any person who drives a motor vehicle
on any road in contravention of the provisions of subsection
(1) is liable to a fine of six thousand dollars and to be
disqualified from holding or obtaining a driving permit for
such period as the Court shall think fit.
Under the Motor Vehicles and Road Traffic (Enforcement and
Administration) Act Chapter 48:52, a driver issued a Fixed
Penalty Notice (traffic ticket) for exceeding the speed limit
faces a fine of $1,000.
Saving Lives and Keeping Families Together
Since being authorized to utilise laser speed measuring
devices for speed enforcement, the Traffic and Highway
Patrol Branch has already issued over 577 speeding tickets to
drivers for exceeding the roadway speed limit including
detecting and ticketing offences with speed readings as high
as 150kmh. Recent data indicates that since the deployment
of the speed guns by the police, road traffic deaths have
reduced by 55% in the month of May 2016, with 15 persons
killed in road traffic accidents in May 2015, compared with 7 in
May 2016.
These numbers represent people who died using the roads,
something we all do almost daily in our lives and their deaths
have a ripple effect across the socio-economic structure of
Trinidad and Tobago. Each life lost is someone’s father,
mother, brother, sister, daughter, etc. and such loss is
unquestionably immeasurable to loved ones.
As officers sworn to uphold the law and to protect and serve,
the Trinidad and Tobago Police Service will continue its efforts
to help make the roads safe for all and we appeal to all road
users to help in the road safety efforts by obeying all traffic
laws and practising safe and responsible road use at all times.
Remember iRoadsafe! Because road safety begins with me!
16

17

hairman of the Police Service Commission,
Dr. Maria Therese Gomes, at an event
recognising the commitment of officers to
duty, urged officers to “temper policing with
love”. Dr. Gomes made the appeal at a ceremony in
which police officers, who distinguished themselves
by refraining from abusing the sick leave provision,
were recognised by the Commissioner of Police (Ag.),
Stephen Williams, for their exemplary attendance
record. In all, three such ceremonies were held on
May 1st, June 22nd and August 21st 2015.
Dr. Maria Therese Gomes, Chairman, Police Service Commission
1830 officers from varying ranks, who maintained a
record of exemplary attendance, were honoured
for their dedication to the Trinidad and Tobago
Police Service. The officers were recognised in
three categories: 10 years (2005-2014), 5 years
(2010-2014) and 1 year (2014).
Commissioner Williams, however, leading by
example, was in a league all of his own having not
taken sick-leave for 36 years.
Dr. Gomes, the feature speaker at the first
event, reminded the officers that they
should engage more citizens and partner
with members of the community in an effort
to achieve good policing. According to the
PSC Chairman, officers should treat citizens
with dignity and respect, citing African
American scholar Cornel West, she said,
“Justice is what love looks like in public“. Dr.
Gomes urged officers to execute their duties
tempered with love and that this would have
a greater effect on how well policing would
be executed.
Then, Independent Senator and President
of the Trinidad and Tobago Manufacturers’
Association, Dr. Rolph Balgobin, at the June
12th 2015 event for officers who did not
utilise any sick leave for 5 years,
commended officers for not taking sick
leave even though the facility was there. He
also delved deeper into the importance of
the ceremony and what the officers had
achieved since “absenteeism can put the
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lives of officers at risk”. Dr. Balgobin continued “when people are running
out, police officers are running in and just one missing team member can
make the difference”. He later applauded the officers for their hard work
and praised Commissioner Williams for his excellent leadership.
Mr. Stephen Shepard, Director of Human Resources, University of the
West Indies, St. Augustine spoke at the final ceremony on August 21st
2015, and noted that abuse of the sick leave provision would be
counterproductive not just to crime fighting but also to economic
development. He explained that in making the country safe officers are
also playing a part in boosting the Trinidad and Tobago economy.
This, he said, is as a result of the reduced risk to investors. According to Mr.
Shepard, “while low absenteeism and no abuse of sick leave are to be
applauded, I wish to highlight issues of work-life balance.” He reminded
officers that they need to dedicate time to their family life and also
stressed the need for officers to take care of their health by eating
properly and engaging in exercise appropriate for their age.
Commissioner Williams emphasised the importance of the message that
“police officers are extremely committed to providing their professional Dr. Rolph Balgobin, Former Independent Senator
duties and responsibilities to the nation”. The value of the ceremonies,
according to the Commissioner, was to motivate and encourage. The Commissioner reminded officers that, though recognition
was made in the form of a certificate and a cash incentive, the exercise was not about reward but about the years of dedicated
service to the citizens of Trinidad and Tobago.
Among the executive officers recognised for not utilising the sick leave provision were acting Deputy Commissioners of Police,
Harold Phillip, Glen Hackett and Ann Marie Alleyne-Daly. Also recognised were ACPs Deodat Dulchan and Erla Christopher and
acting ACPs Simon Lendor, Vincel Edwards, Donald Denoon, Enez Joseph, Carlton Alleyne, Harrikrishen Baldeo, Garfield Moore,
Sharon Blake-Clarke and Brian Headley.
Deputy Commissioner of Police, Operations (Ag.), Harold Phillip, engages a member of the public at a Town Meeting. Also photographed are
Commissioner of Police (Ag.) Stephen Williams (centre) and Snr. Supt. Donald Denoon.
19

Eshe Jewel Bruce
Corporate Communications Officer
mproving the quality of customer service delivered to the
public is one of the objectives set by the Trinidad and Tobago
Police Service (TTPS) in a bid to further indoctrinate a culture
of citizen- centred service. An analysis of complaints
recorded by the TTPS’ Complaints Division lists ‘impolite
behaviour’ as the leading complaint against police officers. The
‘Mystery Customer Initiative,’ launched on June 17th, 2015, has
been successfully implemented throughout Trinidad and
Tobago.
The organisation developed a number of measures and
directed resources to better assess and address customer
service issues as outlined in the 2015 Operating Plan. This
included the training of officers as customer service
representatives and the assignment of such officers to stations.
Tied in with the Customer Feedback System which was
simultaneously launched, the Mystery Customer Initiative
captures customer complaints or other sentiments following
interaction with police officers at stations, on the street and via
telephone. These are then reviewed by a committee comprised
of members of the Professional Standards Bureau, the Human
Resource Branch and Administration.
Furthermore, the Mystery Customer initiative is a proactive
means of demonstrating to citizens that the TTPS is mindful of
and actively seeking to address customer service deficiencies.
The customer monitoring and data gathering approaches
implemented involved feedback/suggestion boxes with
Mystery Customer Initiative: Commissioner of Police (Ag. ), Stephen
Williams, (seated) goes through live demonstration at the launch of
the Mystery Customer Initiative at the Belmont Police Station whilst
looking on is former Deputy Commissioner PoliceAdministration (Ag. ),
Ann Marie Alleyne- Daly.
appropriate forms at stations nationwide; questionnaires
administered by CSRs to customers as they exited stations;
questionnaires made available online via the TTPS’ website and
the introduction of 800-TTPS, a toll free customer service
hotline established to receive feedback.
The initiative was first introduced on a pilot basis but has since
been expanded to all policing divisions. Feedback gathered
from the Mystery Customer Initiative is collated and reported
upon. Thus far, the direct approaches of collecting information
have been most fruitful, however, it is hoped that as the
programme is promoted, the online and telephone tools will be
more heavily utilised.
As the Customer Feedback System remains operational,
findings from this initiative will continue to inform programmes
and actions geared toward improving the customer experience
and the overall quality of policing in the Trinidad and Tobago
Police Service.
20

n the near future each of the nine Divisions of the
Trinidad and Tobago Police Service will be mandated to
select a station of the month for each month of the year.
From this pool of monthly selected stations, a station of
the year will be selected. This initiative when
implemented will generate a healthy competitive
environment within the divisions as each station will
have the opportunity to be selected.
- Aimed at Better Policing
ASP (Ag.) Michael Pierre,
Public Information Officer
The Inspectors and Sergeants in charge of each station
will be motivated to raise the level of their management
skills and in so doing encourage and drive their
subordinates to perform at optimum level. As the
criteria entails the examination of all aspects of
performance within each police station, this will
generate a sense of camaraderie as the officers will be
expected to work together to achieve the goal of
working in the most efficient Police Station. The bigger
picture of this initiative is the overall improvement in
the performance of the Trinidad and Tobago Police
Service and the officers performing their duties with
Professionalism Respect Integrity Dignity and
Excellence in other words with PRIDE!.
The benefit of the station of the month initiative within
a district will lead to the effective and efficient policing
of the district through the maintenance of law and
order. The officers within the station district must bring
a sense of security and stability to the citizenry within
that community by the methods used to accomplish the
tasks at hand. The Station of the Month initiative is
designed to determine the police station that most
effectively serves the internal and external
customers in the district.
21

“Developing relationships with caring and supportive
people through mentoring is the key tool through
which we can help young people realize their dreams.
The promise of a generation depends on our efforts to
reconnect these young people to education and
opportunities.” (Melody Barnes)
Snr. Supt., Carlton Alleyne
I am convinced, based on my experience in the Trinidad
and Tobago Police Service (TTPS), having worked in
severely challenged communities, touching the
heart to influence the minds of our young people by
what we do and how included we make them feel,
will develop a sense of self confidence, motivation,
discipline, responsibility and the capacity to deal
more effectively with mistakes. One of the features
of the TTPS Hearts and Mind programme is helping
young people to be resilient, believe in themselves
and to overcome adversity.
22

Snr. Supt., Carlton Alleyne, interacts with residents of Laventille.
In order to help the youth overcome adverse situations, they
need the presence of a person or persons with whom they can
identify, who show they care and make them feel valued. The
men and women in the Hearts and Mind program provide this
presence and have touched many young people who have
gone on to better themselves gaining employment in the
police environment and others contributing in their
communities.
Among the most powerful means of enriching young lives is to
enlist their energies in improving their own communities. The
community must appreciate the value of their youth and give
them the opportunity to contribute. Challenge them to
discover that they are special and can be whatever they want,
once they are willing to make the sacrifice. We need role
models in the communities who can set the platform and
strengthen the growth path of the youth in their communities.
The Hearts and Mind programme is constantly interacting
with schools, churches, the homes and wherever a challenge
rears its head, spreading a message that puts value and
meaning to life, but the community itself needs to play its part
if it is to succeed, they are responsible for their communities
and support will be given to assist and guide them in achieving
their goal. The community must be able to identify its most
important needs, therefore it is important to rely upon well
respected community groups and leaders for an assessment
of its needs and issues the community faces, which in turn will
make its goal become much clearer.
Logistical support plays an important part in helping
communities to attain their goals. Government and private
sector need to play their part by helping challenged
communities to succeed and contribute in a positive way to
their community and to society as a whole. Skills training is
always crucial and will always be helpful, understanding the
potential of the human resource you have in the community
and the strengths and weaknesses, will help in determining
what they need, and address them in a structured way. The
piecemeal and kneejerk approach will not help the situation as
it brings further distrust from these communities when they
are left halfway through many unfinished programmes. I am
sure there are many young people who can excel in academics
or sports if given the opportunity and support.
If given these opportunities, using community decision
making to make a difference, the lives of the children, the
youth and families will improve.
A community and its people, in order to truly succeed,
need to answer the following:
• What is contributing to the current state of our
community?
• What is needed to change our current state?
• What do we want for our children, and what are we
willing to do to ensure we make a difference?
Despite all the willingness of Hearts and Minds and all
those who may be willing to help, the community has the
most important role to play by making the necessary
adjustments that will facilitate the change process.
Developing an end result involves the entire community,
including those voices that are not often heard, to ensure
that everyone is investing.
The TTPS is committed to helping communities become
better, and safe, as it is part of our mandate and it is also
reflected in the mission of the TTPS which states “in
partnership with the citizens of Trinidad and Tobago, we
provide for safe and secure communities and other places
through professional policing, focused leadership and
consistent, high quality service”. Partner with us and let
us work together to build better families, communities
and a better Trinidad and Tobago.
23

School Intervention
Programme:
Daniella Johnson
Corporate Communications Officer
iven the prevalence of crimes involving student victims
committed at schools, the Trinidad and Tobago Police
Service (TTPS), developed a programme that would
expose students to conflict resolution skills as well as
coping mechanisms to deal with acts of bullying and other forms of
negative school yard/ class room behaviours that contribute to
student indiscipline, conflict and violence.
In keeping with its mandate to prevent crime and its strategic goal to
improve the level of citizen-centred service, a national school’s
intervention programme, was developed aimed at addressing the growing
problem of violence and bullying among students in the nation’s schools.
In November, 2013, the Trinidad and Tobago Police Service launched its
National Schools’ Anti-Bullying Programme with the approval of the
Ministry of Education on the theme ‘Be a Buddy. Not a Bully. Tell
Somebody’. The roll out of the programme began in January, 2014.
The pilot project initially targeted secondary school pupils of forms
1 and 2. However the programme has since been expanded to
include all primary and secondary school age children and it also
extends to parents with specific emphasis on fathers.
The National School Anti-Bullying Programme focuses on
reducing and preventing acts of bullying in schools that
could lead to violence; and improving peer relations in the
school environment.
Since its inception, the programme has reached over 7,000
pupils in the North, West, Central, Southern and Tobago
divisions of the Trinidad and Tobago Police Service and continues
to roll out in other areas.
24

PARTNERING WITH
COMMUNITIES FOR A SAFER
TRINIDAD AND TOBAGO
Kerwin Gordon
Corporate Communications Officer
ir Robert Peel considered the father of
modern day policing, once observed that
getting out in the community and dealing
with the daily issues that concern people, is
the key to effective policing.
Earning peoples’ respect and co-operation in
preventing crime are the bedrock of good policing,
as this allows citizens to exert an effective
democratic check on the police, according to Sir
Peele, who is popularly quoted for his saying “the
police are the people and the people are the police.”
The vision of the Trinidad and Tobago Police Service
(TTPS) is to make every place in Trinidad and
Tobago safe. Therefore, in keeping with the
‘Peelian’ principle, we are cognisant that solving
crime and maintaining safety and security are
impossible without the help of the public. Joint
responsibility and partnerships according to Sir
Peele will be crucial to the success of any policing
model.
Deputy Commissioner of Police, Operations, (Ag.), Deodat
Dulalchan, responds to an issue raised at a Town Meeting,
alongside him is ACP (Ag.) Carlisle Huggins.
It is against this backdrop that on August 6th, 2014,
the Trinidad and Tobago Police Service began the
process of community engagement through the
hosting of regular town meetings.
25

These town meetings are geared toward strengthening community relations, building trust and public confidence, improving police
legitimacy, demystifying the work of the police and engaging residents on community problems and solutions
In the Trinidad and Tobago Police Service, we look forward to continuous feedback from the public in areas where we need
improvement. The TTPS Strategic Plan 2014-2016 places specific focus on community engagement via goal #3 to ‘improve the level of
citizen centred service’. These town meetings are held routinely in different station districts across the country by the respective
divisions.
They facilitate problem - solving and have helped to improve relations between the police and the community.
ad
Timestamped reference
points for rapid retrieval
26

No.16050 W/Cpl. Susan Guy
romoted internationally as the
“gem of the Caribbean”, the sister
isle Tobago attracts tourists from
all parts of the world. Its natural
beauty, rich biodiversity, and the
hospitality of the people leave an indelible
mark on visitors to the quaint island.
According to the Trinidad and Tobago
Chamber of Industry and Commerce,
tourism accounts for 46% of Tobago’s GDP,
57% of employment and 96% of its export.
With an appreciation of the value of
tourism to the economy of Tobago and in
keeping with its vision “to make every
place in Trinidad and Tobago safe”, the
Trinidad and Tobago Police Service (TTPS),
on Monday 23rd November, 2015, at the
28

Pigeon Point Heritage Park Facility, Pigeon Point, launched
the Tourism Oriented Police Section (TOPS) of the Tobago
Division. This section serves as the arm of the TTPS
dedicated to ensuring the safety and security of tourists
on the sister isle with the main objective being to “reduce
and detect crime” in fulfillment of Strategic Goal #1 of the
TTPS Strategic Plan 2014-2016, ensuring visitors’ time on
the island is memorable and well enjoyed. Based at the
Crown Point Police Station, TOPS started full operations
on Tuesday 1st December, 2015.
The Bicycle Patrol Unit, which was launched under the
auspices of the Tobago House of Assembly in 2002, has
been subsumed under the TOPS.
Since the section began operations in December 2015, the
officers of the TOPS have been working diligently to
prevent crimes against tourists. Data from TOPS reveal
that during the period December 2015 to April 2016, 41
cruise ships docked on the island with an approximated
79,770 visitors coming ashore.
When the cruise liners are in the harbour police visibility is
heightened, specifically targeting places of interest tourists
are known to frequent such as the: - Rain Forests, Argyle
Waterfall, Flag Staff, Cocoa Estate, Botanical Gardens, Fort
George, Pigeon Point Heritage Park, Nylon Pool, Fort James,
and Fort Bennett. This is done in an effort to provide a sense of
security and comfort, allowing
visitors to explore without inhibitions
or seek information from a trusted
source if necessary.
In providing for the general safety
and security of visitors to Tobago,
officers of the TOPS routinely visit
hotels including guest houses, villas
and apartment buildings to ensure
operators are observing, “best
practice”, in terms of security; and to
ensure proper lighting systems and
other security measures are in place.
Safety brochures such as that titled
“Keeping You Safe in Tobago” are
supplied to the management of
these establishments for distribution
to guests as reinforcement of the
message of safety.
Trinidad and Tobago Chamber of Commerce Link:
http://chamber.org.tt/articles/tobagos-tourism/
29

escribing the day's event as a commitment
fulfilled, Commissioner of Police (Ag.), Stephen
Williams, presided over the single largest
promotion in the Trinidad and Tobago Police
Service when 611 officers were elevated to the rank of
corporal during a ceremony at the Police Academy, St
James on Wednesday 25th May, 2016. Of those promoted
112 were women.
Commissioner Williams explained that it was ‘a great
day' for him as he had committed that promotion
exercises to the ranks of corporal and sergeant would be
carried out in 2016.
He thanked ACP Administration (Ag.), Sharon
Blake-Clarke, Snr. Supt. (Ag.) Human Resource, Pamela
Schullera-Hinds, and consultant, Joanne
Woodruffe-King, for their role in the promotion process.
Commissioner Williams used the occasion to call for
‘social control’ which is defined by Karl Mannheim,
renowned sociologist, as the sum of those methods by
which a society tries to influence human behavior to
maintain a given order. He argued that he saw this as the
best approach to dealing with crime in Trinidad and
Tobago.
In his address, Mr. Williams questioned the role of the
family, religious groups, schools, community and state
institutions in maintaining and contributing to social
control.
The Commissioner also expressed concern that as a
society ‘we are not focused on the joint responsibility of the
broad state’ but rather exclusively on the police for
bringing about social control.
Mr. Williams noted that the full responsibility for social
control, in Trinidad and Tobago, is too heavy a role for the
Police Service to bear alone. Notwithstanding this
dilemma, Commissioner Williams rallied officers to
continue to do all that is possible to make a positive
difference in the lives of citizens and encouraged them to
play an active role in the Police Youth Clubs where they
live.
Sociology Guide Link: http://www.sociologyguide.com/social-control/meaning-of-social-control.php
30

he Trinidad and Tobago Police Service,
Police Academy, has been in existence
since the latter part of the 19th
Century. The years of experience in
conducting training at the Academy has laid the
foundation for the robust recruiting process
enshrined in the laws of Trinidad and Tobago. The
academy has a wide array of training courses designed
to instil honour, high moral values and personal
integrity in police officers. These officers are expected to
approach each community and assist them with their
personal problem combined with the ability to be
emotionally flexible such that they can easily adapt to
various community cultures, whilst bringing peace and
stability to a given situation.
Dr. Simon Alexis,
Provost, Police Academy
The Police Academy then the St James Barracks was rebuilt in 1876
and has its existence as a police training entity in the 1890s. The need
to have a safe and secured society is fundamental to contemporary living.
All facets of society depend on policing to supply them with effective security. The extent to which members of communities
should receive this service is indeed absolute. It must be noted that those who perpetrate the most heinous crimes are expected,
and entitled to high levels of security. This brings to the fore the extensive and critical roles that police officers are entrusted to
perform.
The Police Academy has been preparing police officers for the world of work to deal with all possible eventualities that impact
safety and security of not just people but all living organisms that come within their purview. The journey of posting a police
officer to perform in a Trinidad and Tobago landscape begins with the selection process. The Trinidad and Tobago Police Service
recruiting process is well founded on the Laws of Trinidad and Tobago which specifically outlines the required criteria.
31

TTPS recruiting and selection
process is a robust one. The polygraph
examination is an integrity probing component requirement.
This does not exist in Hong Kong police, Police Scotland or
LAPD recruiting processes.
In summarizing this requirement a police candidate is
expected to be a citizen of Trinidad and Tobago, be within 18
to 35 years of age, the holder of five (5) CXC or GCE subjects,
English being mandatory, or possess the equivalent of such
qualifications. The candidate must be the holder of a valid
Driver’s Permit with a minimum of a class 3 endorsement, and
be at least 167 cm tall as a male and 150 cm tall as a female.
The passing of medical, physical and academic examinations
is mandatory, so too is successful completion of psychological
and polygraph tests. In addition to these requirements there
are background investigations and an interview.
The Police Academy recruiting and selection process is a
robust one. The polygraph examination is an integrity probing
component requirement. This does not exist in Hong Kong
police, Police Scotland or LAPD recruiting processes.
However, from time to time members of the national
community have expressed concern about the quality of
police officers who supply service to them. The Police
Academy has been delivering to candidates an induction
training programme designed to harness a cross-section of
disciplines, packaging them to bring about a well-rounded
police officer.
An important area of focus is to inculcate in inductees the
need for sustaining, at all times, values of personal integrity,
honesty, and good conduct. Through the support of the
Professional Standards Bureau, of the Trinidad and Tobago
Police Service, lectures ranging from preventative to
prosecution strategies are conducted for inductees during
their training programme. A member from the judicial
system (magistrate/judge) is used as a motivator to inductees
at their swearing-in ceremony to further support the need to
maintain integrity in public and private life.
Today, globally, police officers are increasingly encountering
situations that demand the use of tact and cordial policing to
perpetrator interaction. The right for an aggressive offender
to be given the highest degree of caring professionalism
requires officers to be appropriately exposed to adequate
training. The Trinidad and Tobago Police Service, Police
Academy, provides behavioural courses facilitated by
university graduates that target and prepare officers to
manage their emotions whilst engaging such offenders.
Additionally these graduates aid the Police Academy in
preparing officers for socioeconomic and cultural diversity.
Enhanced technology has made the world a global village
where people from different backgrounds easily meet. These
persons should be afforded customer friendly service.
32

Whilst trainee police officers are pursuing
training to become full-fledged police
officers they assist the Guard and
Emergency Branch of the police service
with crowd control training for their
officers. This training is conducted by
police officers on horseback
intermingling through scores of trainees
dressed in carnival costumes and
accompanied by loud music that seeks to
replicate on the road carnival activities.
The unique mode of cultural
acclimatisation and team training helps
the mounted police officers and their
horses to be prepared for maintaining
crowd control of thousands of citizens
and visitors during the Trinidad and
Tobago carnival celebrations. This
training also fosters team working skills
among trainees, and other participating
sections of the police service engaged in
the event.
In addition to passing examinations and
being involved in simulated activities,
police trainees are also equipped to be
community socialisers where they make
members of the community the main focus. Social integration is an important part of
the induction programme at the academy which is designed to generate closer
interaction with police officers and their communities. Each cohort of trainees
pursuing training at the academy is afforded the choice of assisting an organization in
need with tangible support that demonstrates caring for humanity such as
refurbishing equipment or buildings. Operationalisation of that service to those in
need has been indeed a worthy experience that has brought joy not just to those in
need but to the trainees and their families.
Ottley 1972, pp. 96 to 98.
Regulation 3 of the Police Service Act Chapter 15:01.
Hong Kong Police Constable Academic Requirements link http://www.police.gov.hk/ppp_en/15_recruit/er.html
Scotland Police recruiting link http://www.scotland.police.uk/recruitment/police-officers/selection-process/
Los Angeles Police Department recruiting link http://www.joinlapd.com/qualifications.html
Police Horse Care 2012 activities link https://www.facebook.com/Police-Mounted-Branch-232622026750459/
33

Brent Batson
Road Safety Co-ordinator
34
Honourable Orville London, Chief Secretary of the
Tobago House of Assembly, peers through a speed
measuring device at an iRoadsafe event in Tobago.
Legal Limit for Driving Under the Influence
According to Section 70A(1) of the Motor Vehicles and Road Traffic Act Chapter 48:50 a person commits an offence ‘by driving,
attempting to drive or being in charge of a motor vehicle with a breath alcohol level over the prescribed legal limit of 35
micro-grammes of alcohol per 100ml of breath’.
A person found guilty of this offence can face a fine of up to $12,000 or 3 years imprisonment on a first conviction, $22,500
or 5 years on a second conviction and $22,500, 5 years imprisonment plus permanent driving disqualification upon a third
conviction. These high fines and penalties reflect the seriousness with which society now views drunk driving as a threat

to public safety. Drivers need to take heed of the importance
of monitoring their alcohol consumption or even better,
designating a driver or calling a friend or a taxi if they have
consumed too much alcohol.
DUI Task Force - “Over the Limit Under Arrest”
One of the successful strategies of the Trinidad and Tobago
Police Service to reduce the risk of alcohol impaired driving on
the roadways was the operationalization of a DUI Task Force,
out of the Traffic and Highway Patrol Branch. The unit
comprises 30 specially trained officers who are certified Breath
Alcohol Technicians who are deployed especially on weekends.
The DUI Task Force has also gained the respect of the Magistracy
with many officers of the court issuing commendations to
officers for their persistence and professionalism, especially in
the area of court attendance.
DUI Arrests Skyrocket
In 2015, over 2,700 drivers were arrested and charged for DUI
offences by the TTPS increasing the total number of DUI arrests
by an impressive 275% over 2014 (731). The Traffic and Highway
Patrol Branch DUI Task Force accounted for over 40% (1163) of
the national DUI arrest figures.
Voluntary Breath Testing Initiative
3500
2500
2000
1500
1000
500
0
2011-2015 DU I ARRESTS
2744
761 706 706 731
2011 2012 2013 2014 2015
2011
2012
2013
2014
2015
In 2015, one of the innovative strategies employed by the TTPS
to help reduce the risk of alcohol impaired driving on the roads
was to set up Voluntary Breath Testing (VBT) stations at popular
parties, fetes and clubs where patrons were invited to take a
breath test before departing the event or venue. The goal was to
afford patrons the opportunity to check their breath alcohol
levels before heading to their vehicle to ensure they were within
the legal limit of 35 microgrammes and if found over, then
officers would have strongly recommended that they stay at the
venue until their levels subsided to below the legal limit or call a
friend or taxi.
Deputy Mayor of San Fernando Councillor, Junia Regrello,
goes through a breath alcohol test at an iRoadsafe event, at Harris Promenade,
San Fernando.
35

Brionne Antoine
Crime Analyst, Crime and
Problem Analysis Branch
Introduction
The use of crime statistics in policing to combat crime is
certainly not a new idea. As early as the 1960s, police
departments around the world have taken advantage
of crime statistics in developing crime fighting
techniques and strategies. However, with the
changing and increasing demands on police
departments regarding crime, public safety and
the multitude of surrounding issues as well as
finite police resources, it has called for a more
systematic approach. Thus, crime statistics,
as well as the tools used to analyse them,
play an even more critical role. For the
Trinidad and Tobago Police Service
(TTPS),the same holds true,
especially in light of the multiplicity
of challenges faced with regard to
crime and violence in Trinidad and
Tobago. The following article
seeks to discuss the crucial
role that crime statistics
play in the crime-fighting
strategies of the TTPS.
Crime figures: First Step in Setting Priorities
Knowledge of crime data is an essential requisite for the
effective prioritizing and allocation of police resources in
the TTPS. Prior to the consistent usage of crime statistics,
there was an inclination to establish strategies based on
immediate or current events. This “snapshot” approach
limited the ability to be aware of wider crime trends and
patterns at the district and divisional levels. With the
advent of the Records Management System (RMS) in
1999, the TTPS was capable of capturing and storing
higher quality crime data, which provided police officers
with a more comprehensive overview of reported crimes.
In 2007, the Crime and Problem Analysis Branch (CAPA)
was established, which in addition to the Compstat
(comparative statistics) process, enhanced the TTPS
capabilities to effectively analyse crime trends and
patterns. Police officers were now able to examine crime
data at the district, divisional and national levels in order
to determine high-priority events. Thus, the focus on using
data and analysis assisted police officers in identifying
concentrations of crime, prioritizing them and allocating
the relevant resources. Given the wide array of complex
services the TTPS is required to provide to the public,
crime statistics and data analysis are the main drivers
behind setting top priorities and strategic goals in a
manner that is consistent and objective.
Predictive Policing
According to the National Institute of Justice (2014),
“predictive policing tries to harness the power of
information, geospatial technologies and evidence-based
intervention models to reduce crime and improve public
safety. This two-pronged approach — applying advanced
analytics to various data sets, in conjunction with
intervention models — can move law enforcement from
reacting to crimes into the realm of predicting what and
where something is likely to happen and deploying resources
accordingly.” Crime statistics speak directly to the first part
of the two-pronged approach – advanced analysis of data
sets. Crime data is essentially the foundation of this
approach as it provides the information needed to conduct
analyses about likely crime events, trends and patterns as
36

Building and Enhancing Public Safety and Trust
One of the primary responsibilities of the TTPS is to
ensure the safety of the citizens, which can be achieved to
a great extent through crime statistics. Crime figures play
a dual role in this regard. In the first instance, knowledge
of crime figures can help citizens make informed decisions
about their personal safety; places, situations and
potential that may increase the chances of victimization.
From a theoretical perspective, crime statistics can
disrupt the crime triangle – which posits that crime occurs
when potential offenders and suitable targets come
together in space and time, in the absence of a capable
guardian. Suitable targets can refer to individuals or
property, such as homes and cars. Being cognizant of
crime rates can make targets less susceptible to potential
offenders through target hardening, change in behaviour
or other precautionary measures. This is especially
important at the individual level to inculcate a sense of
personal responsibility that works to prevent crime.
The second point is closely related to the first as
the regular communication of crime statistics, as
well as efforts aimed at reducing crime, can result
in the TTPS being perceived as more transparent
and accountable. This may, in turn, improve the
relationship between police officers and the public
through increased trust, and cooperation which
would enhance police legitimacy. Given that one of
the strategic goals of the TTPS is improving the level
of citizen-centred service, greater and more positive
engagement of the wider community and building
relationships based on trust is an essential part of this
process.
Crime Statistics in Action
well as informing crime prevention actions. Such predictions
can focus on a number of variables; offenders, victims,
geographic locations or crime events. In any case, this process
would allow for the strategic and efficient deployment of
resources by the TTPS in its crime fighting efforts. For
example, predictive analysis using crime data about a specific
type of serious crime from a station district may suggest the
increased likelihood of these events occurring on a particular
day and within a particular time frame. Therefore, patrols can
be proactively dispatched to prevent these incidents from
happening. Moving from a reactive position to a more
proactive one can significantly contribute to the reduction of
crime, which is one of the strategic goals of the TTPS. Without
high quality crime statistics and analysis, achieving this goal
would be impossible.
One recent example of crime statistics being used directly
to reduce crime was in the case of a sexual offender in the
Port-of-Spain Division. Between September 2014 and
September 2015, there were several reports of adolescent
boys being taken to abandoned or lonely locations, robbed
and sexually assaulted. The nature and relative prevalence
of these incidents were of great concern, making them a
top priority for police officers. Investigators analysed crime
data as well as employed temporal analysis, spatial analysis
and criminal profiling for each of these cases. The resulting
information strongly suggested that one offender was
likely to be responsible for the multiple offences. Further
work involving these methods led to one man being
arrested and charged for 26 offences emanating from the
incidents. Crime statistics played an integral part in the
apprehension of this dangerous and prolific offender as it
facilitated more advanced analyses to uncover hidden
patterns among several incidents. Crime statistics are not
simply figures, maps and charts but are the foundation of
crime control strategies used by the TTPS.
37

David Riley
Corporate Communications Officer
ommissioner of Police (Ag.), Stephen Williams, in
keeping with the philosophy that community
engagement is an essential and necessary requirement
to solving and reducing crime, launched the Trinidad
and Tobago Police Service, ‘Help Solve Crime’ initiative, on
December 23rd, 2015. The Help Solve Crime public engagement
campaign is aimed at encouraging greater collaboration from
citizens in finding solutions to the country’s crime problem, in
particular murders and missing person reports. The campaign
has two sub-components - Help Solve My Murder and Help Find
Me. The initiative was effectively rolled out on January 7th,
2016: firstly, on local television and social media via the Trinidad
and Tobago Police Service’s Facebook and Twitter accounts,
then, through the use of indoor and outdoor digital screens
across the country on February 2nd, 2016.
Marlena James, a 12-year-old schoolgirl who was featured on the
Help Find Me Campaign via the TTPs’ official Twitter account on
February 29th, 2016, was found and subsequently returned on March
2nd 2016
38

Within the first few months of the initiative, there was a
100% success rate in missing person reports involving
children where the report was made to the police within
48-hours of the child being discovered missing.
In the case of unsolved murders, there has been minimal
success but this is expected to improve as members of the
public become increasingly aware of their social
responsibility to contribute to a safer Trinidad and Tobago.
Marlena James, a 12-year-old schoolgirl who was featured
on the Help Find Me Campaign via the the TTPs’ official
Twitter account on February 29th, 2016, was found and
subsequently returned on March 2nd 2016.
A distinctly visual campaign, Help Solve Crime appeals to
one’s emotion and an individual’s sense of social
responsibility and moral and nationalistic duty to help once
in a position to do so. Through public service messages
displaying information and pictures of missing persons and
victims of murder, the campaign has sought to re-humanize
the tragedy of loss which, though unmistakably felt by
victims’ families and communities, has been increasingly
buried and desensitized under the weight of repetitious
news headlines and nameless crime statistics.
The Help Solve Crime public engagement initiative was
conceptualised by Head – Corporate Communications, Ellen
Lewis, and provides strategic communication support to
one of the key goals of the Trinidad and Tobago
PoliceService, to reduce and detect crime. The target
detection rate for serious crime based on the 2016 Operating
Plan is 30%. It is hoped that the Help Solve Crime initiative will
serve to sensitise and create awareness among members of the
public about the role they can play in creating a safer society. The
Help Solve Crime campaign will also impact cold cases as well.
“We believe that with the public’s help and co-operation, in being
our eyes and ears, collectively we will improve the detection rate
for serious crimes and moreso murders ... thus allowing a
measure of closure for relatives. The TTPS views the Help Solve
Crime campaign as a police/public partnership which must be
sustained and supported for the good of everyone. Tell us what
you know. Help us solve crime and make Trinidad and Tobago a
safer place for everybody,” pleaded Ms. Lewis at the launch of
the campaign in December, 2015.
Commissioner Williams stressed that ‘Help Solve Crime’ is one
initiative which will impress upon the public the need for
community/police partnership in solving crime.”
The Help Solve Crime campaign is wholly dependent for its
success on the goodwill and corporate spiritedness of the
Trinidad and Tobago media and that of digital billboard
operators. Local media and digital billboard owners/operators,
from the inception of the programme, have acted as an equal
partner in efforts by the Trinidad and Tobago Police Service to
gain the support and trust of the public in dealing with the
problem of crime in the country.
Through the regular dissemination of the Help Solve Crime
messages on television, print media, billboards, and on social
media platforms, the campaign has become ubiquitous and
entrenched in the national consciousness, allowing the TTPS to
yield the desired result of engagement and awareness.
A full list of the companies and media organisations that have
supported and continue to support the TTPS Help Solve Crime
campaign is as follows:
Billboard Operators
1) Yes SOS Help Limited
2) 2000 Digital Advertising Limited
3) Nexus Advertising
4) Enman Group/Carin Television
5) Adnet Limited
6) Digital Broadcast Technology
7) Sotal/ Lollabee Group
8) Pearl and Dean Caribbean Limited
9) Apex Advertising
10) The Creation Group
Media Organisations
1) Trinidad and Tobago Newsday
2) Government Information Services Limited
3) TV6
4) Gayelle Limited
5) CNC3
6) TV Jaagriti
7) Synergy
8) Islamic Broadcasting Network
9) CTV
10) Trinity Communications Network
11) Tobago Channel 5
39

Dr. Simon Alexis,
Provost, Police Academy
United States of America Ambassador to the Republic of Trinidad and Tobago, John L. Estrada
(left) and Dr. Simon Alexis, Provost Police Academy (right) and a participant in the Instructor
Development Course, Inspector. (Ag. ) Dale Arrindell, which was facilitated by the US Embassy.
he Trinidad and Tobago Police Service, Police Academy,
is closely associated with local and international tertiary
institutions and law enforcement agencies. Training at
the academy has the approval of the regionally
recognised education entity; the National Training
Agency. Candidates are expected to acquire various skills,
inclusive of peer counselling training. Major criminal
investigative techniques are delivered through many courses
like transnational crimes and trafficking in persons, awareness
training.
The Police Academy has observed the mandate in its vision ‘to
be the academy of excellence in law enforcement education and
training locally and regionally.’ The global requirements
standard for law enforcement have spanned beyond states.
No longer is policing training restricted to single state
agendas. Challenges brought about by crimes are widely
similar in most countries of the world. This has made the role
of the Police Academy relevant, not just locally, but regionally,
where the crime situation and experiences are similar. The core
roles of the Police Academy are to supply high quality law
enforcement training to candidates qualified to receive a 24-28
week police residential induction training programme, and to
upgrade the policing skills of serving police officers and their law
enforcement stakeholders locally and regionally. Regional
stakeholders belonging to CARICOM are afforded access to the
services offered by the academy.
The Police Academy has also forged ahead and built relationships
with local and international tertiary institutions. The Academy
has adopted the whole-of-law enforcement approach and
utilised qualified resource facilitators throughout the local law
enforcement landscape. There are courses that cover fields of
study in which the expertise reside outside the Trinidad and
Tobago Police Service. Such expertise is often easily sourced. In
the local realm, the academy has signed Memoranda of
40

Understanding with the University of Trinidad and Tobago
(UTT) and the College of Science, Technology and Applied
Arts of Trinidad and Tobago (COSTAATT).
Solid partnerships have been formed by the Police Academy
with experienced international law enforcement entities. The
United States for many years and ongoing has been very
generous and delivered several training courses at the
academy. Another supporter of training courses is the
Organization of American States. So too are the Canadian,
German and Indian governments; all have been sponsoring
training opportunities to citizens of Trinidad and Tobago. In
the international tertiary environment, Cambridge University
has been delivering criminology training at the master’s level
together with evidence-based policing under the
professional guidance of Director, Professor Lawrence
Sherman.
The Police Academy has several catalogues of courses to suit
the needs of its law enforcement stakeholders who pursue
training. Whilst at this time the Academy does not offer
tertiary level certified programmes, this area is being
vigorously pursued. On January 16, 2015, the Police Academy
acquired the status of being an approved National Training
Agency (NTA) Work Force Centre capable of issuing two
categories of vocation qualifications; CVQ - Caribbean
Vocational Qualification and the TTNVQ - Trinidad and
Tobago National Vocational Qualification.
Candidates attending training at the Police Academy can be
expected to acquire various competencies that would enable
them to be better prepared to engage challenges posed by
enterprising criminal minds. The Academy cadre of law
enforcement practitioners and trained facilitators are
endowed with, and deliver to candidates, information that
would enhance their ability to critically think and solve
problems they may encounter during their performance on
the job.
An increase in transnational crimes throughout the globe has
made the need to have world states aware and prepared to
manage these challenges. Terrorism has forced a world
response to it, by placing many countries on alert about its
dangers and expansion. Trafficking in persons, illegal drug
activities, moneylaundering and terrorist financing are all
crimes that affect most of the world today. All the areas of
crimes mentioned are closely linked by intelligence.
One area of focus brought to the fore by the media some
time ago is trafficking in persons. Anti-trafficking training
prepares the officer to identify the unique dynamics of
human trafficking. An important objective of the training is to
provide the knowledge and skills essential to assist victims of
human trafficking and articulate real reaction and
investigation based on the best tested applications. Candidates are
taught various aspects of obtaining, analysing and disseminating
strategic and tactical information used to successfully investigate
such criminal activities.
An important course of training that is gaining acceptance is that of
peer counselling. Commissioner of Police (Ag.), Stephen Williams,
has directed that an adequate number of police officers be
afforded this training. Peer counselling is seen as filling a gap within
the police service to aid in firstly addressing internal conflict
resolution. Trained peer counsellors are equipped with the
necessary skills to analyse and be involved in effective consultation
and communication for managing on the job and community
conflicts. This acquired skill would also go a long way in dealing with
domestic violence situations that have increasingly been engaging
police investigators. In brief peer counselling training explores a
range of common psychological health and wellness issues officers
are likely to encounter.
CARICOM community link http://www.caricom.org/jsp/community/member_states.jsp?menu=community
One of the United States sections that supplies training. (The International Narcotics and Law Enforcement (INL))link http://www.state.gov/j/inl/
Institute of Criminology, Sidgwick Avenue, Cambridge, CB3 9DA link http://www.crim.cam.ac.uk/
The Caribbean Vocational Qualification (CVQ) is an award that represents achievement of a set of competencies which define core work practices of an occupational area, consistent with the levels articulated within the
Regional Qualifications Framework. Link http://www.ntatt.org/
TTNVQs will equip our workforce with the skills needed to meet the performance requirements of industry, in a competitive global market. http://www.ntatt.org/
41

No14036 Sgt. Bryon Daniel
n July 15th, 2011, the Professional Standards Bureau
(PSB) was established in the Trinidad and Tobago
Police Service (TTPS) with responsibility for ensuring
the integrity, transparency and efficiency of all
investigations, including criminal complaints made against
police officers of the TTPS.
The professionalism of the Police Service is reflected by the
competence, integrity and pride of its members. Situations,
however, do arise when individuals tarnish the positive image of
all members through isolated incidents. In such cases, the role of
the PSB is two-fold:
• To ensure/restore public confidence in the organization;
and
• To provide specific and general deterrents to negative
actions and behaviours
The PSB is also involved in the regular review of operations in
order to ensure a high standard of performance.
Police behavior that should be subject to citizen complaints
include, but is not limited to corruption such as larceny, bribery,
corruptly soliciting and corruptly receiving. It also includes other
possible criminal acts such as murder, grievous bodily harm,
kidnapping and false imprisonment.
Reports to the PSB can be made in person to the main office
located at MATCO Building, Henry Street, Port-of-Spain or
through any of the nine police divisions throughout Trinidad and
Tobago. Also written correspondence on such matters can be
addressed to the Assistant Commissioner of Police, Professional
Standards Bureau, will be accepted. Complaints against police
officers that are reported on in the media are also investigated by
the PSB.
These complaints are thoroughly investigated and then a report is
prepared, which includes information contained in the
statements from the complainant, the accused, and any
witnesses.
Since its inception, the functions of the PSB over the years have
expanded to include the effective monitoring of police shootings
throughout Trinidad and Tobago. In embracing this new
undertaking, the need for proper guidance and mentoring when
it comes to an efficient and thorough process has been
highlighted. The PSB has developed an easy to follow check list
to help guide the investigators through a police shooting
enquiry. This has led to a significant reduction in the back log and
slow pace of such investigations. It provides the investigators
with the assurance and confidence required to have their
investigation stand the test of public scrutiny.
PSB is responsible for conducting regular outreach exercises
through its Police Education Caravan. This initiative was borne
out of a need to educate officers on the role and function of the
PSB and to debunk the misconception that its sole mandate is
the investigation of errant officers but rather to explain the
broad objective which is to mentor and rehabilitate officers who
may be susceptible or vulnerable to unacceptable behaviours
and conduct. The Police Education Caravan was met with
success particular among the young and inexperienced officers
i.e., trainees, junior officers and officers with domestic, financial
and other social related problems. To date, the PSB has
conducted caravans in every police division and is expected to
launch similarly designed caravans for the branches.
42
The completed investigative report also includes a narrative
summary of the events and a finding of facts as determined by
the evidence, including the statements of those involved. The
report is submitted to the Director of Public Prosecutions to
review for completeness, objectivity and evaluation. If the
Director of Public Prosecutions has reason to believe that there
was misconduct or corruption on the part of the officer, he shall
take whatever action he deems necessary.
One such case was a landmark investigation which emanated
from public outcry regarding the shooting death of Abigail
Johnson, Kerron Eccles and Alana Duncan at the hands of
members of the Southern Division Robbery Squad on July 22nd,
2011, in Moruga.
This was the first real challenge undertaken by the newly formed
PSB which had to employ sophisticated techniques and conduct
painstaking enquiries in order to build a case to submit to the
Director of Public Prosecutions, Roger Gaspard.
In the end, the Director of Public Prosecution commended the
PSB for the quality of work done, and opted to prosecute the
matter himself, which resulted in all six accused being committed
to stand trial on 18 counts of murder. Each officer faced three
counts of murder.

MEDIATION
- A Solution to Settling Complaints?
Mediation is a process for settling disputes based
on the voluntary participation of the disputing
parties. It emphasizes dialogue between the
parties and is a safe environment where the
parties can meet and air their views about the
events or issues that created the dispute. The
process is intended to develop mutual
understanding between the conflicting parties.
Finally, mediation gives the participants control
over the final resolution of the problem (Folberg
and Taylor 1984).
A neutral third party, who is a trained professional
mediator, facilitates the mediation process. The
mediator does not try to influence or pressure
either party to reach an agreement or resolve the
dispute in any particular way. The disputing
parties own the process. Mediation is a
confidential process. Statements made by any of
the parties may not be subsequently used in a
formal legal proceeding.
The basic goals of mediation differ from those of traditional,
formal, and legalistic dispute resolution procedures, including
traditional procedures for resolving citizens’ complaints.
Traditional dispute resolution focuses on factfinding, pinpointing
responsibility, determining guilt or innocence, and punishing
those found guilty. Traditional citizens’ complaint review
procedures, for example, focus on determining whether or
not the officer committed the alleged misconduct. In
contrast, mediation focuses on understanding, problem
solving, and reconciliation. Experts on citizen complaints
against police believe that many formal complaints, and other
problems stemming from police-citizen interactors, are largely
the result of misunderstanding or miscommunication.
Snr. Supt. (Ag.)
Mc Donald Jacob
MPhil Criminology &
Criminal Justice
University of the West Indies
Bachelor of Law (LLB)
University of London
Post Graduate Diploma
in Mediation Studies
University of the West Indies
43
system.
A recent report on victim-offender mediation
programs explains that under mediation “the issue
of guilt or innocence is not mediated” (Umbreit and
Greenwood 2000). The point is to build
understanding between the two parties involved.
Mediation can be considered a form of problem
solving, similar in orientation to other innovative
police problem-solving programs (Bayley 1994).
Problem solving through mediation involves
identifying the factors that led to the complaint in
the first place. These factors might include
misunderstanding, failure to communicate, or
inappropriate behavior.
POTENTIAL BENEFITS OF MEDIATION
Mediation of citizens’ complaints against police
officers and police officers’ complaints against
police officers presents numerous potential benefits
for police officers’ relationship, citizens’ complaints,
police accountability, community policing, the
complaint process itself, and the police tribunal
Benefits for Police Officers
1. Better understanding of interactions with citizens
2. Opportunity to explain actions to citizens.
3. Greater satisfaction with complaint process.
4. Empowerment.
5. Chance to learn from mistakes.
6. Development of a better relationship between
officers.
Benefits for Citizen Complainants
1. Greater opportunity to meet goals.

2. Greater satisfaction with complaint process.
3. Better understanding of policing.
4. Empowerment.
Benefits for Police Accountability
1. Greater responsibility for one’s actions.
2. Positive changes in police subculture.
Benefits for Community Policing
1. Goals consistent with those of community policing.
2. Problem-solving process.
3. An opportunity for dialogue.
Benefits for Complaint Process
1. More efficient complaint processing.
2. Cost savings.
3. Higher success rate.
BENEFITS FOR POLICE OFFICERS
Potential benefits for mediation police officers include enhanced
understanding of interactions with citizens, the opportunity to
explain their action to citizens, enhanced satisfaction with the
complaint process, empowerment, and the opportunity to learn
from their mistakes.
Better Understanding of Interactions with Citizens
Mediation can enhance police officers’ understanding of
interaction with citizens. This benefit is a direct consequence of
the face to face aspect of mediation. Traditional complaint
investigation procedures do not involve a face-to-face meeting
between complainant and police officer, thus offering no
opportunity for the officer to hear the complainant’s side of the
story and gain perspective on how his or her actions affected the
complainant. In traditional citizen complaint review procedures
the complainant and the officer never meet face-to-face, and as
a consequence there is no opportunity for dialogue and
understanding (Walker 2001).
Opportunity to Explain Actions to Citizens
Mediation provides police officers with an opportunity to explain
what they did and why. In the traditional complaint review
process, officers are required to explain themselves to
investigators – from either internal affairs or a citizen oversight
agency – but they have no opportunity to talk directly to the
complainant.
Police officers regard themselves as professionals who take pride
in their work; They do not believe they did anything wrong in
most complaint incidents.
Greater Satisfaction with the Complaint Process
Traditional complaint investigation procedures often fail to
satisfy officers or citizen complainants. Research shows that
rank-and-file police officers are alienated from their own internal
affairs units. Publicly, they vigorously oppose external citizen
oversight; privately, they oppose oversight by internal affairs as
well. Internal affairs investigators are widely regarded as
“headhunters” out to get officers. In many departments, officers
perceive them to be biased investigators who treat favored
officers preferentially and are tough on “less popular” officers
(Mulcahy 1995; Chemerinsky 2000).
Empowerment
Experts in mediation believe that it empowers each of the parties
involved by providing a “safe place,” protected by rules of
confidentiality, where they can freely express their feelings and
opinions. In this setting, mediation empowers police officers by
allowing them to take an active role in shaping the settlement of
the complaint. By agreeing to participate in mediation, listening,
expressing their own views about the events in question, and
proposing the terms of a final agreement, officers are
empowered to take responsibility for resolving the problem.
In traditional complaint procedures, which are based on a
criminal trial model with an emphasis on determining guilt,
officers are reluctant to say anything that could be interpreted as
an admission of guilt. This includes saying they are sorry.
Traditional processes disempower officers by rendering them
passive subjects of investigation rather than active participants in
resolving the underlying dispute. Mediation, however, creates an
opportunity for self-expression and participation (Schwerin
1995).
A Chance to Learn From Mistakes
Existing mediation programs offer a tangible benefit to police
officers who choose to participate. If mediation is successful, the
complaint does not appear on the officer’s personnel record. In
effect, mediation functions as a diversion program, analogous to
diversion programs in the criminal process (Nimmer 1974). Like
traditional diversion programs, mediation gives officers a chance
to learn from whatever mistakes they made and move forward in
their careers.
BENEFTIS OF POLICE ACCOUNTABILITY
Greater responsibility for One’s Actions
Mediation introduces a new dimension to police accountability.
In traditional complaint procedures, an officer accused of
misconduct is directly accountable only to other police officers:
internal affairs investigators, the immediate supervisor, and, in
some instances, the chief of police (Walker 2001). The officer
never has to directly face or account to the citizen who has filed
the complaint. In contrast, an officer participating in mediation is
directly accountable to the citizen who has filed the complaint.
Positive Changes in Police Subculture
Mediation may also enhance police accountability by having a
long-term effect on the police subculture. The police subculture is
characterized by an “us versus them” perspective that views
citizens in a hostile light. It’s most serious manifestation is the
“code of silence,” by which officers refuse to report misconduct
by other officers (Skolnick 1994; Westley 1970). This characteristic
of the police subculture works against building or maintaining a
respectful, trusting relationship with citizens and other police
officers. Therefore, only major changes would motivate police
officers to become more receptive to informal dispute resolution
techniques such as mediation. Because of the face-to-face
aspect of mediation, the experience of having to account for
44

one’s actions affect people, thus
mediation may eventually have an effect
on the police subculture.
KEY ISSUES IN MEDIATION
Voluntary Participation
Voluntary participation is essential to the
mediation process. Law professor
Kimberlee Kovach, one of the lleading
experts in Alternative Dispute Resolution,
characterizes self-determination and
freedom of choice as “the bedrock of the
mediation process” (Kovach 1997).
Realistically, however, participation in
mediation is more voluntary for the
citizen complainant than for the police
officer. The complainant can choose not
to file a complaint at all, to withdraw a
complaint at any time, and to terminate
a mediation process. However, if an
officer declines to mediate the complaint
or withdraws from the process, the
complaint will be investigated in the
traditional manner, and the complaint
will appear on his or her official record. In
short, the officer cannot make the
complaint disappear completely.
Seriousness of Allegations
Experienced complaint mediation officials generally agree
that use-of-force allegations should be ineligible for
mediation. Police officials support this position.
They support the policy that complaints involving use of force
and threats to use force should not be mediated. Based on
conversations with experienced mediators, they do not
endorse the mediation of complaints involving threats by
police officers. People in the mediation field agree that no
complaint involving potential criminal charges against the
officer should be eligible for mediation.
POLICE DISCIPLINE AND ACCOUNTABILITY
A major issue in the mediation of citizen complaints is whether
it undermines police discipline. Some community
activists fear that mediation will allow an officer to “beat
the rap.” As already noted, mediation functions in effect
as a diversion program: no formal departmental
discipline can be imposed if the officer successfully
mediates the complaint, and no record of the complaint
appears in his or her disciplinary file. Therefore, some
consider mediation a threat to police accountability.
They fear that citizens will view mediation as a “slap on
the wrist” for police officers, who might not take the
process seriously. In this scenario, the citizen would enter
mediation without the good faith that all mediators and police
officials interviewed for the report will consider it important.
Experienced police mediators argue that mediation does not
undermine formal discipline because few if any of the complaint
cases referred for mediation (assuming a properly designed
program) are likely to be sustained in the first place.
Investigations of police misconduct complaints have limited
efficacy in some types of cases, particularly those that are
one-on-one and discourtesy/attitude-based cases. The majority
of such cases result in a finding of “not sustained” (Attard 1999).
Complaints not sustained result in no discipline of the officer
and, in fact, tend to leave both the complainant and the officer
feeling angry. In so far as mediation results in a dialogue or better
understanding between the parties, some positive result is
achieved.
Several mediators and police officials suggest that the disputing
parties be informed of the potential outcomes before they
participate in mediation. This action could eliminate any
misconceptions that community groups or citizens have about
the mediation process. A complainant who really wants the
officers punished can then decline to mediate.
46

It was a clean sweep for former Head of the Northern
Division, Snr. Supt., David Abraham (currently on leave prior
to retirement), who came away with the lion’s share of the
accolades and awards, at the 2015 Performance Awards
held by the Trinidad and Tobago Police Service on Monday 22nd
February, 2016, at the Police Academy, St James.
The awards, in its second year of existence, is another way the
Commissioner of Police (Ag.), Stephen Williams, takes pride in
recognising the contributions of the officers under his charge in
the Trinidad and Tobago Police Service.

On behalf of officers of the Northern Division, Snr. Supt.
Abraham received awards in the following categories:
station recording the highest percentage reduction in
serious crimes among ‘high crime stations’ which went to
the Arima Police Station; station recording the highest
percentage reduction in serious crimes among ‘low crime
stations’ taken by the Pinto Police Station; exceptional
performance in the reduction of serious crime at a
divisional level; exceptional performance in the seizure of
illegal firearms, 107, and exceptional reduction in fatal
road traffic accidents.
Northern Division also copped the award for most
outstanding division overall in 2015 which they also earned
the previous year.
In addition to the awards, Northern Division received
$130,000.00 which will go into the division’s sport and
entertainment fund which benefits all officers.
The division taking the award for the highest detection
rate for serious crimes, second year running; was the
Eastern Division under Snr. Supt. (Ag.), John Trim; for
reduction in homicides Western Division, Snr. Supt. (Ag.),
Zamsheed Mohammed, and for hotspot patrols which
went to the Southern Division, led by Snr. Supt. Irwin
Hackshaw.
Aside from the divisional awards, retired Deputy
Commissioner of Police (Ag.), Annmarie Alleyne-Daly, was
recognised for her unwavering commitment to the
development of women in the Trinidad and Tobago Police
Service. Snr. Supt. Johnnie Abraham, Snr. Supt. David
Abraham and Supt. Kenrick Edwards were all recognised
for outstanding operational leadership in 2015.
In 2015, the Trinidad and Tobago Police Service recorded a
7.6% reduction in serious crimes from 12,057 in 2014 to
11,135.
Commissioner of Police (Ag.), Stephen Williams, presents one of many awards to Snr. Supt. David Abraham.
48

It was a sea of smiling faces on Friday 22nd April, 2016, when
the Commissioner of Police (Ag.), Stephen Williams, presided
over the single largest promotion of officers to the rank of
sergeant in the Trinidad and Tobago Police Service.
Four hundred and sixty (460) officers comprising 71 female
and 389 male officers were promoted to the rank of sergeant.
Topping the Merit List were first placed No. 12049 Sgt. Francis
Chattie followed by No. 16241 Sgt. Sophia Narine.
Previously, the largest single promotion to sergeant was in
2008 involving 235 officers with a further 162 by April, 2010.
It is, noteworthy that the single largest promotion among all
ranks was in May 2016, when 611 constables were made
corporals.
The actual strength of the Trinidad and Tobago Police Service
as of August 25th, 2016, stood at 6,723 of which 5,027 are men
and 1,696 women. As is evident the service is quickly moving
towards a complement of 30% women officers. The
sanctioned strength of the Trinidad and Tobago Police Service
is 7,884 regular officers.
In his address to officers, Commissioner Williams encouraged
them to lead by example and to be fair in their assessment and
evaluation of the performance of officers, under their
command, as this was important for the good of the service
and the nation.
He warned officers it would be ‘tough business’ to achieve
the desired reduction in firearm related violence and an
increase in the detection rate but that it was highly ‘doable’
given the fact they were able to drive down the rate of serious
reported crimes to 11,135 in 2015, which represented a 33 year
low.
According to the Commissioner, whilst the police have been
successful in removing 691 illegal firearms off the streets in
2015 and 260 for 2016 thus far, the challenge was the country’s
porous borders.
He lamented that the police alone cannot win the battle to rid
the country of illegal firearms.
49

Keisha Bowla-Hines
Head Executive Management Services
Background
The para-military structure of the Trinidad and Tobago Police Service (TTPS) is traditionally characterized by communication
and general engagement which is confined to a hierarchical flow from senior to junior police officers. Meetings and even
basic dialogue with the Commissioner of Police were usually only facilitated in special circumstances sanctioned by the junior
officer’s Commander or when specific instructions for such engagement were given by the Commissioner himself. In 2013, a
new style of leadership was adopted and this brought with it a change in the quality and style of engagement especially
between the top leadership team of the organization (Commissioner and the Deputy Commissioners of Police) and the rank
and file of officers. A direct approach via a series of meetings was adopted as a key channel through which employees would
be engaged and the plans developed for the organization would be communicated.
n 2013, the Commissioner of Police made an official
presentation of the 2013 operating plan “Policing
Trinidad and Tobago in 2013: The Way Forward” to the
Divisional Commanders of the TTPS, who subsequently
shared the relevant information with their charges.
Operating plan booklets were also produced and distributed
to employees across the organization. To complement this,
the Commissioner and the Deputy Commissioners of Police
(DCPs) began a series of meetings in which they met and
engaged with officers in each of the nine (9) police
geographical divisions on the annual operating plan and
facilitated feedback on issues of interest and concern to
staff. As part of this process of engagement, monthly
monitoring meetings were simultaneously held between a
delegate of theCommissioner and members of the TTPS
Executive and their teams with the aim of:
1. Increasing accountability for the implementation of their
initiatives and
2. Encouraging a more focused and organized approach
towards implementation, goal-setting and achieving
targets at the divisional and organizational levels.
These meetings culminated with the Commissioner making a
presentation of accomplishments of the TTPS based on the 2013
Operating Plan at an external stakeholder forum at which
members of the executive and some senior officers were
present.
Roll-out - TTPS Operating Plan
In 2014, this model of staff engagement evolved in keeping with
50

the development of the organization’s three-year (2014-2016)
strategic plan and the related annual operating plans. Since
then, roll-out of the annual operating plan has been facilitated
in three ways, with an emphasis on the “operating plan roll-out
meetings”:
1. Face to face engagement
2. Information sharing
a) Annual operating plan booklets (a summarized
version of the complete annual operating plan) are
produced and distributed to all employees
(officers and civilian staff members)
b) Operating plan (full document) is printed and
distributed to Senior Officers and Civilian Heads at
the first operating plan roll-out meeting
3. Online information sharing – operating plan (full
document) is posted on the organization’s website and
on the internal network (TTPS portal)
TTPS Operating Plan Roll-out Meetings
The annual operating plan of the organization is presented to
officers and civilian employees via a 3-tiered roll-out meeting
approach (see Figure 1) beginning with a presentation to the
TTPS Executive. The executive presentation is followed by a
one-day operating plan roll-out meeting, comprising
presentations made by the Commissioner and DCPs, that
focuses on the content of the current operating plan and
feedback segments which provides the opportunity for the
attendees to directly engage with the Commissioner and DCPs
on the information presented and on any other issue of concern
to them. The second tier is a meeting with ACPs, Civilian Heads
and 1st and 2nd in command of ALL Divisions, Sections, Units
and Branches of the TTPS. A key activity at this meeting is the
annual performance awards ceremony at which recognition in
the form of cash incentives are distributed for the
accomplishment of targets set in the annual operating plan. The
engagement intensifies with a series of formally scheduled
one-day “roll-out meetings” with the largest and most critical
group – those employees (officers and civilian staff members
from each Divison, Section and Branch) responsible for the
actual “hands-on” execution of TTPS operations across all
spheres of the organization. At each meeting, the
Commissioner and DCPs deliver presentations on the annual
operating plan and respond to any issue, question or comment
raised by the employees.
At this roll-out meeting questionnaires are administered that
seek to gauge and capture employee satisfaction on matters of
concern to the organization.
Figure 2. Evolvement of TTPS Roll-out Meetings
Figure 1. Tiered Roll-out Meetings
Table 1. TTPS Roll-out Meetings 2014 -2016
A Presentation to the members of
the TTPS Executive (ACPs & Civilian
Heads)
ACPs, Civilian Heads and 1 st and 2 nd in
command of ALL Divisions, Sections, Units
& Branches of the TTPS – 1 roll-out
meeting
Officers and Civilian staff members
from each Division, Section, Unit &
Branch – Several Meetings
The core purpose of the roll-out meetings is for the top
leadership of the TTPS (Commissioner of Police and Deputy
Commissioners of Police) to have direct engagement with as
many employees as possible from each Division, Section, Unit
and Branch of the organization
- On the direction in which the leadership is taking the
organization;
- To encourage buy-in from officers especially as it relates
to moving the organization forward;
- To get direct feedback from employees about issues of
concerns; and
- To motivate staff by providing them with the
opportunity to communicate directly with the
Commissioner and DCPs via the question & answer
segments.
Roll-out Meetings have been utilized up to 2016 (see Figure 2)
and both officers and civilian staff members continue to
express that the meetings are informative and useful. The
question and answer segments are particularly beneficial
because they clarify ambiguities and address issues of concern.
To date, thirty four (34) Level 2 & 3 roll-out meetings were
facilitated and over seven thousand two hundred (7,200)
officers and civilian staff members have been engaged (see
Table 1). This method of engagement will continue to evolve,
but the basic principles will hold as the organization approaches
a new strategic planning cycle.
Year
2014
2015
2016
Level 1
TTPS Executive
Level 2
Senior officers &
Civilian Heads
Level 3
Rank and File of
Officers and
civilian
employees
OPERATING PLAN ROLL-OUT MEETINGS Total
Employees
Total Levels
Engaged
Level 1 Level 2 Level 3
2 & 3
1
1
1
1
1
1
4
17
10
5
18
11
1477
3439
2301
34 7217
51

WAY
Tricia O’Neil
Human Resource Officer III (Ag.)
uman Resource Management (HRM) as a
discipline is responsible for identifying,
selecting, recruiting competent people,
training, monitoring and evaluating to ensure
that employees perform at high levels of
efficiency. Also, HRM provides employees with a
mechanism for recognition and reward to ensure that
they maintain a strong affiliation with their organization.
All organizations, are basically social systems run by
people having expertise in relevant fields. Thus, human
resources principally constitute the entire work force of
an organization. The successful functioning of an
organization depends on how its employees efficiently
and effectively perform.
Trinidad and Tobago Police Service (TTPS) must pursue
sound human resource management practices to better
position the organisation to achieve the strategic goals
outlined in its Operating Plan 2016 namely:
• Reduce and detect crime
• Improve the level of citizen-centered service
• Improve safety on our roadways and in other public
places
• Strengthen the Organisation
The Human Resource Branch is therefore charged with
fulfilling its mandate encompassed in Strategic Goal # 4 to
“Strengthen the Organization”.
In order to realise this strategic direction, the branch has
championed the following line items to ensure success of
its objectives:
• Strengthen support services
• Establish systems for accountability and compliance
• Embrace technology to support all facets of the
organisation
• Develop an exceptional workforce
• Improve the image of the TTPS
In the ensuing article, the Human Resource Branch will
outline some of these initiatives that are being rolled out as
it relates to the 2016 Operating Plan.
52

This article will focus on the Human
Resource Branch’s role as it implements the
Strategic Goal # 4.3 “embrace technology
to support all facets of the organisation”.
Towards this end, the TTPS Human
Resource Branch is currently an integral
part of the Library Committee comprising
of the Provost, Police Academy,
representatives from National Library and
Information System Authority (NALIS),
and the Trinidad and Tobago Police Service
to establish a library at the Police Academy.
The library falls in the category of a Special
Library/ Information Centre through a
collaborative initiative between the
Ministry of National Security and the Special Libraries
Department of NALIS.
The library will offer the staff of the TTPS the following
services:
• The resources necessary to support continuing education
• Past papers for promotional examinations
• Criminal law and Police administration
• Working papers from various international training
seminars
Information will be accessible from both the physical location
and online address of the systems and will be established for
the acquisition, cataloguing, classification,
physical processing, circulation and
marketing of all resources. It is expected that
the library will positively impact decision
making at all levels, saving time when
research is critical and thereby add value to
the operations of the Intellectual Property
Office.
Additionally, the existence of a library within
a tertiary learning institution is required to
achieve registration status with the
Accreditation Council of Trinidad and
Tobago (ACTT), which the Police Academy
is currently pursuing and in keeping with the
TTPS Strategic Plan 2014- 2016 Goal 4,
Objective 4.5.6 – to “vigorously pursue full accreditation of the
Police Academy”. The deadline for this has been given as
December 31, 2016.
A Library User Needs Survey was conducted to determine the
type of material and services that would be in demand and
which would be suitable for its users as well as an awareness of
the extent of human traffic and its impact on the use of space
and design of the library. Below are some of the reading
materials that the Library will carry.
The library at the Police Academy is expected to be fully
functional on or before December 31, 2016.
53

Someet Ramroop
Head Administration
n 2015, the Trinidad and Tobago Police Service,
Administration Branch, developed and managed a
programme to complete major refurbishment of three
police stations in the North Eastern Division in order to
provide proper accommodation for police officers assigned
to these stations as well as the members of the public
whom they serve.
The three stations were the Maracas, Santa Cruz and
Blanchisseuse Police Stations. These stations are located in
rural areas and are some of the older police stations that
were constructed. Maracas and Blanchisseuse Police
Stations are also located on the Northern Coast of Trinidad;
as a result, the buildings are often affected by ‘sea blast’.
Therefore, they all required major refurbishment. The
project scope included:
1. Removal of old roof and installation of new roof
2. Painting of both internal and external walls
3. Installation of new windows and doors
4. Repair and upgrade of sewer system
5. Upgrade of electrical systems
6. Refurbishment and installation of new air condition
units
7. Tiling of floors
8. Partitioning of areas as required
Suitably qualified firms were awarded the job for the
refurbishment of each station based on the competitive
tender process undertaken. The officers were
temporarily relocated to the community centres in
Maracas and Blanchisseuse while the projects were
being completed. In Santa Cruz, police officers
stationed there had to be accommodated in a newly
constructed containerized facility on the compound.
The works were completed within time and budget and
the quality of work was of a high standard.
The result has been significantly improved working
conditions for officers at these stations. The hope is that
this would serve to improve motivation and
commitment by officers as they protect and serve the
relevant communities.
54

Brent Batson
Road Safety Co-ordinator
ront page images in daily newspapers of motor vehicles
bent and twisted beyond a recognisable form and at
times interwoven with human flesh and bones continue
to highlight the far too often tragic result of mistakes or
in some cases reckless behaviour, which continues to manifest
itself on our nations’ roadways.
At the crash scene Highway Patrol officers can attest to having
witnessed the immeasurable pain often experienced by
inconsolable family members as a result of the death of a loved
one in a fatal vehicular accident.
Yet for all intent and purposes, having seen grisly images of road
traffic victims which are now instantly shared via social media
platforms such as Facebook and WhatsApp and heard these
heart-wrenching tales of families torn apart by road traffic
accidents, many road users continue to engage in reckless and
irresponsible use of the roadways of Trinidad and Tobago with
seemingly little care or consideration for the lives of road users.
United Nations Declares Global Road Traffic Deaths and
Injury Now at Pandemic Levels
Research by the United Nations World Health Organisation
(WHO) indicates that global deaths due to road traffic collisions
is 1.2 million persons annually (WHO Global Status Report on
Road Safety, 2015), that’s almost the entire population of
Figure 1. Global deaths due to road traffic injury projected to be
the 5th leading cause of death by 2030.
Source: UN WHO Global Status Report on Road Safety, 2015
Trinidad and Tobago wiped out in one year. At the current
rate, the UNWHO projects that road traffic deaths will
become one of the top 5 causes of unintentional death by
2030, surpassing AIDS, diabetes and lung cancer.
55

Trinidad and Tobago Police Service Targets Road Carnage
One of the foundational goals contained in the Trinidad and Tobago Police Service’s (TTPS) Strategic Plan 2014-2016 is to
“Improve Safety on Our Roadways and in other Public Places”. Data from the Traffic and Highway Patrol Branch Records and
Statistics Section reveal that in 2015 Trinidad and Tobago experienced the lowest figure, in terms of both road traffic deaths
and fatal road traffic accidents in over 10 years. 147 road deaths and 128 fatal road traffic accidents were recorded
compared to 165 and 147 in 2014, representing an 11% reduction in lives lost, and a 13% reduction in fatal road traffic
accidents. In fact, the last time road deaths dropped to below 150 was in 2002.
Although the data indicate a positive downward trend as it relates to road traffic deaths and fatal road traffic accidents,
these figures are still unacceptably high for a country with an estimated 2,654 kilometers of paved road surfaces.
Safe System Approach to Road Casualty Reduction
In developing the strategic plan for reducing the number or road deaths and injuries, the TTPS is attempting to build on the
“Safe System” approach to road safety as recommended by the United Nations World Health Organisation. This
methodology utilizes data driven models to help identify areas of high risk to be given priority for interventions and
resource allocation.
300
Fatal Road Traffic Deaths and Accidents in Trinidad & Tobago 2006 -2015
# ROAD TRAFFIC DEATHS
250
200
150
100
214 214
188 188
262
233
222
192
206
169
181
150
193
169
# FATAL RTAs
Linear (# ROAD TRAFFIC
DEATHS)
165
154 147 147
133
128
50
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
that human error is inevitable. It therefore aims to create
a road transport system that makes allowance for errors
and minimizes the consequences - in particular, the risk of
death or serious injury via more forgiving roadsides and
inclusion of more energy absorbing and mitigating
devices such as cable barriers, guardrails and impact
attenuators.
Enforcement
Figure 2 Safe Systems Approach to Road Safety.
Source: Towards ZERO New Zealand Road Casualty Reduction Report (2015)
Under the Safe System, the pillars targeted are:
1. Safer Road Users
2. Safe Speeds
3. Safe Roadways
4. Safe Vehicles
While the Safe System approach to road safety recognises
the need for responsible road user behaviour, it also accepts
Changing behaviour via enforcement requires that
drivers and other road users be made aware that their
actions or inactions, introduce an unacceptable level of
risk into the roadway system, be it by drinking and
driving, driving while using a mobile phone, having an
unsecured load, not wearing a seatbelt or not utilizing
walkovers when crossing highways and that there are
consequences to such.
In 2015, officers from the TTPS issued 42,132 fixed
penalty notices (traffic tickets) to delinquent motorists
for breaches of traffic laws to a value of over TT$40
million dollars. Officers from the Highway Patrol Units
issued close to 50% of all the traffic tickets issued by the
TTPS in 2015, with the top five (5) most ticketed offences
56

committed by motorists being:
1. Holding/Using a Mobile Phone While Driving
2. Improper Overtaking on Left Side of Roadway
(overtaking on shoulder)
3. Breach of Traffic Sign
4. Driver/Front Seat Passenger Failure to Wear Seatbelt
5. Driving Without a Certificate of Insurance
Driving Under the Influence (DUI) Enforcement
Alcohol impaired driving represents one of the major areas
of risk that is introduced into the roadway system by
adversely affecting essential driving abilities such as
judgment, decision making, coordination, vision and
reaction time. Research from the Traffic and Highway
Patrol Roadway Surveillance Unit and the Crime and
Problem Analysis (CAPA) Branch, suggests that on
average, alcohol impairment is a causal factor in 30-35% of
road traffic deaths in Trinidad and Tobago.
Breach of
Redlight
6%
Main Contribitory Causes of Fatal Accidents
Distracted
Driving
4%
Alcohol
32%
Tyre Failure
3%
Excessive
Speed
55%
Excessive Speed
Alcohol
Breach of Redlight
Distracted Driving
Tyre Failure
57

Integrated Analysis -
One of the
Possible Solutions to
Violent and Organised
Crime in
Trinidad and Tobago
Trinidad and Tobago Police Service (TTPS) relies on a multitude of information
sources and utilizes a variety of approaches to prevent and respond to issues
of crime and disorder. These approaches, whether broad or specific, are
typically tactical, operational or strategic and each requires that information
be collected, synthesized and analysed into a usable format.
Snr. Supt. (Ag.) Mc Donald Jacob
MPhil Criminology and Criminal Justice
University of the West Indies
Bachelor of law (LLB) University of London
Crime and Intelligence Analyst
The source of information may vary (arrest data, crime data, informants, etc.)
depending on the objectives, but the analysis of these sources into useful
information and data is largely the task of law enforcement analysts who focus their
efforts on trying to identify crime patterns, trends and linkages between individual
offenders and/or organised groups.
Intelligence analysis involves the development of critical and substantial products
that support law enforcement decision making efforts that are centred on organised
criminal activity.
Crime analysis, on the other hand, involves the use of various geographical and
socio-demographic information in combination with spatial techniques to analyse,
prevent and solve crime and disorder problems.
58

Both disciplines are essential to the TTPS Law Enforcement
operations, but the ability to provide greater analytical and
investigative support has been hindered by the lack of
integration between the two, due to various issues, such as
departmental policies, the police culture, and the lack of
knowledge about the value of analysis. Information from the
intelligence unit is typically considered confidential and thus is
perceived to be of greater value because of its sensitive nature.
On the other hand crime analysis information is less sensitive in
nature and is used more widely.
The TTPS positions the intelligence capacity at a separate level
within the organisation, creating a further divide with the crime
analysis section. Of particular importance, however, given the
nature and scope of intelligence and crime analysis, is the
question of why they do not work more closely together to
provide a more holistic approach to addressing the crime
problem and to better assist decision makers with the
challenges affecting the communities we serve.
TTPS commanders and decision makers should be relying
heavily on both intelligence and crime analysis to enhance their
decision-making process with respect to crime prevention,
deployment strategies and crime suppression. Better
coordination between these two analytical disciplines can
enhance the quality of those products and reduce the
incidences of violent crime in Trinidad and Tobago.
Jerry Ratcliffe (2008) in his writing articulated the view that
intelligence-led policing is a business model and managerial
philosophy where data analysis and crime intelligence are pivotal
59

to an objective, decision-making framework that facilitates crime
and problem reduction, and prevention through both strategic
management and effective enforcement strategies that target
prolific and serious offenders.
To be effective in the reduction of violence and organised crime in
Trinidad and Tobago it became necessary for the TTPS to
proficiently blend crime analysis and criminal intelligence which
can provide answers to why it is happening. These two
components, used in combination, are essential to a more
complete understanding of criminality that is necessary to
formulate effective crime control. The integrated analysis model
will allow the TTPS executive and commanders to see the big
picture of criminality and from this knowledge access a wider
range of enforcement options.
However, the hindrances to the development of this model are
not significant and will require a better understanding by TTPS
commanders of the business model that is modern
intelligence-led policing. For example, problems identified in the
TTPS include: issues of civilianization, case-specific thinking
instead of concentrating on the big picture and terminology
between crime analysts and criminal; intelligence officers,
isolationist, and lack of training and education. Most importantly,
there is resistance due to police culture and a lack of
leadership from some police executives. Perhaps the
most pressing issue – one that is crucial for the success of
intelligence-led and evidence based policing, is proper
training of commanders and police executive.
Many police leaders received their training and initiation into
policing in a different time when investigators were the only
people who used covert information and experience was the
key to promotion into leadership positions. Information
resources beyond the odd map with some pins were
generally unheard of, and experience and gut feeling were
the compass that guided most senior officers. Reactive,
case-by-case investigation is now known to be ineffective in
stemming the flow of crime, and covert and information
resources have to be used more strategically.
Intelligence-led and evidence based policing requires a
greater integration of covert information, criminal
intelligence, and crime analysis to better manage risk and to
support proactive and predictive policing that targets
enforcement and promotes crime prevention. Integrated
analysis requires police leaders to learn and embrace a new
way of thinking about knowledge and risk, and it also
demands a new organizational approach for the TTPS.
60

David Riley
Corporate Communications Officer
t the core, the benefit of technology is that
technological innovations make tasks easier and
improve efficiency. Globally, new technologies are
becoming increasingly intertwined with the daily
work of police departments and police officers on
the front line of law enforcement. Software, hardware and
communications networks have the ability to equip officers
with enforcement and investigative tools to provide them with
more information on demand in the field. They can also serve
as tools to ensure accountability and transparency in a field in
which public trust is an essential rare commodity which is
much easier lost than gained.
Trinidad and Tobago Police Service for its part has made the
integration of technological innovations in policing a strategic
priority. The improvement of “technological resources” is a
performance target that features in Goal #1 (Reduce and
Detect Crime) of the Trinidad and Tobago Police Service’s
Strategic Plan 2014-2016.
In addition to the standard tasks of IT units to provide, repair
and maintain systems such as Local Area Network (LAN) and
the Wide Area Network (WAN) , the Trinidad and Tobago
Police Service Information Technology Unit (ITU) has also been
involved in a few specialist initiatives designed to aid the
service in the fight against crime. Below is a non-exhaustive list
of some of the initiatives that the ITU has employed in
accomplishing this transformation:
GPS systems and hot spot policing:
ITU has developed and implemented a system whereby the
head of each policing division can monitor every police vehicle
under his/her charge. The GPS system allows for Heads of
Divisions to more effectively manage their fleet, knowing
where their vehicles are at all times and tracking where they
have been.
Automated Fingerprint Identification System (AFIS Palm
Reader)
Previously, when citizens required a Certificate of Character,
they had to roll their finger in ink. Today, with the acquisition of
11 APIS Palm readers, the process is as simple as resting one’s
two hands on the scanner. This allows police to facilitate inkless
Finger Prints in 11 locations. AFIS also takes photographs of
prisoners who are being processed.
Recording Equipment for Police Interviews
Thirty officers from the Homicide Bureau of Investigations have
been trained in the use and maintenance of recording
equipment used to document police interviews. The equipment
allows for statements to be taken from accused parties and
witnesses via video and audio recordings.
Of critical importance is the fact that the recordings cannot be
61

tampered with as a result of the technology employed which
automatically applies timestamps, which cannot be altered, to
all recordings. This innovation will allow for stronger court cases
to be built as it leaves less room for accusations of improper
interviewing protocols to be levelled against the police.
CCTV Cameras
The TTPS IT Unit has been one of the units at the forefront of
implementing policies which ensure that the goal of the Police
Service to be a transparent organisation, accountable to the
public, is achieved. As such, the unit has overseen the installation
of CCTV cameras which have to date been installed internally
and externally in almost every police station and building.
TTPS Website
Trinidad and Tobago Police Service website was upgraded
within the last six months. In keeping with the service’s core
value of professionalism and its strategic goal to “Improve the
Level of Citizen-centred Service,” the site has been designed as
a medium for the dissemination of key, relevant and generally
current information about the Trinidad and Tobago Police
Service. The IT Unit has ensured that the website is a medium
through which members of the public can involve themselves
in a partnership with the police, aiding in the fight against
crime, by providing information, such as ‘tips’ in real time. An
interactive map of Trinidad and Tobago, which allows
members of the public instant access to contact information
and precise locations of every police station in the country, is
among the several innovations implemented by the IT unit in
its restructuring of the TTPS website.
Body Worn Cameras
In keeping with the highest standards for law enforcement and
the global trends of law enforcement agencies around the
world, the IT Unit would be responsible for the imminent
acquisition, provision and servicing of body cameras for
police officers. There have over time been several
controversial police- involved altercations in which there is
a marked disparity between recounts of the initial
interaction between the public and the police in the public
domain. The effective implementation of Body Worn
Cameras by the IT Unit would therefore provide an
independent point of view that cannot be disputed.
The Trinidad and Tobago Police Service’s IT Unit has
undoubtedly made several positive changes in the way the
police service does business. It boasts of a public Police
Database that is 23 years old - the oldest computerised
Police Database and Record Management system in the
Caribbean and modern GPS systems that enable officers to
stay ahead of the technological curve in a dynamic security
environment. The unit, in spite of the challenge of meeting
the demands of a demanding security service, has risen to
the challenge of being a competent and innovative
technology solutions provider. Though the maxim ‘the only
thing constant is change’ is especially true for the
technology sector, the TTPS’ IT Unit has proven that within
its ranks, the one thing constant, is the dedication of its
staff to advance the work of the TTPS through
industriousness and industry.
62

Ramdeo Ramesar
Head Finance (Former)
The vision of the Trinidad and Tobago Police Service is “to
make every place in Trinidad and Tobago safe.” In order for
this vision to become a reality, the police service must be
provided with the necessary support services, a critical
one being financial support. Everything that is used in the
fight against crime has a financial implication. These
include; weapons, vehicles and equipment, uniforms,
bullet proof vests, technology, buildings, medical support
services, public relations, salaries and other allowances.
Officers on the front line should have the assurance that
they are adequately equipped and that their salaries and
allowances are paid on time. Suppliers should also be
comfortable that their invoices are settled within a
reasonable time frame.
The Finance Branch of the Trinidad and Tobago Police Service
is charged with the responsibility of providing this critical
support service and is staffed by both police officers and
civilians who provide a range of services to our customers both
internal and external. Our clients include:
• Members of the Trinidad and Tobago Police Service
• Suppliers of Goods and Services
• Other Government Ministries and Departments
• Foreign Law Enforcement Agencies and Other Foreign
Partners
• Overseas Missions/Consulates/Embassies
• Citizens of the Republic of Trinidad and Tobago
The Finance Branch strives to be a premium provider of
financial services in a customer friendly and client driven
environment. Recognising however, that there is an
expectation gap between the quality of service actually
provided and what the legal and constructive expectation is,
this gap contributes in no small way to the sometimes
mediocre service meted out to our clients.
However, the Finance Branch remains committed to continually
improving and reengineering its procedures and internal
processes in the pursuit of excellence. It is hoped that the branch
will not only invest in tools and equipment but will also invest in
its human resource. Towards this end, feedback from our clients
concerning the level and quality of the service provided is
encouraged. This feedback will be factored in to ensure that
clients would not be hesitant to visit the Finance Branch, or to
interact electronically or by telephone, having the assurance
that they will receive the highest level of customer service.
63

Donna Jennings-Toney
Co-ordinator CITY Programme
As at May 2016, in excess of 650 students from schools in the
North Eastern Educational District have benefitted from the
Caring Intervention for Troubled Youth (CITY) initiative, an
out-of-school suspension programme. In February 2012,
CITY began operations out of the Police Youth Club building
located at Brooklyn Settlement, Sangre Grande, for youth
both male and female within the age group 8 to 18.
In September of 2011, the concept of a suspension centre was
first raised by No. 5939 Sgt. Gerry Baptiste who was attached
to the Eastern Division Community Police Unit of the Trinidad
and Tobago Police Service (TTPS).
Sgt. Baptiste was concerned about the number of
unsupervised, suspended students observed ‘liming’ on the
streets. Cognisant of the high probability of them becoming
involved in criminal activity, Sgt. Baptiste had a burning desire
to fill the “gap” between suspension from school and
resumption of classes. With the assistance of Principal of the
Manzanilla Secondary School, Mrs. Donna Jennings-Toney, a
series of meetings transformed the concept into a feasible
proposition - a partnership between the Ministry of Education
and the Community Police Unit. Through this collaboration,
Caring Intervention for Troubled Youth (CITY) was borne.
Used as an anti-crime strategy, the CITY programme
embraces the vision and mission statement of the Police
Youth Club of the TTPS which states:
Mission Statement:
To educate and create awareness in our youth
towards their future all-round development.
Vision:
To encourage youth who are positive,
respectable, drug-free, independent and
productive.
Caring Intervention for Troubled Youth – Out of
School Suspension Programme has as its focus, the
following objectives:-
1. To provide educational and social opportunities
for positive youth development.
2. To support the all-round development of the
youth
3. To engage the youth in creative and uplifting
activities that can help to mitigate the
occurrence of violence and indiscipline.
4. To equip the youth with valuable life skills that
can enable them to experience a wholesome
life.
5. To instil values through character education
that can impact positively on self-esteem.
6. To build a cadre of resilient youth who can think
creatively and critically, set goals and solve
problems
7. To develop citizens who can epitomize the
national watchwords: discipline, tolerance,
production.
8. To inculcate in the youth peaceful approaches
to conflict resolution that can result in
harmonious living in a culturally diverse
community
64

Students sent on suspension are referred by the Principal and School
Supervisor to the Sangre Grande Youth Development Centre managed by a
group of key stakeholders namely: community police officers, a representative
from the North Eastern Education District, retired school principals and
teachers, qualified counsellors and life skills instructors.
Parents and or guardians are required to give consent for admission to the CITY
programme since their assistance is needed to complete an evaluation of each
student. This will allow recommendations for prescribed interventions to be
made on behalf of the student and provide guidance on enrolment in the
Parenting Skills Workshops, offered by the Community Policing Unit. The
following activities are provided at the Police Youth Development Centre as part
of the CITY programme:
• Literacy Skills (students and parents)
• Counselling
• Computer Literacy Skills (students and parents)
• Conflict/Anger Management
• Spirituality
• Life Skills
A forum is held for parents and students, who participated in the programme,
to share their experiences at the end of every school term. The feedback gained
from these sessions is usually very reassuring. Parents have reported a
noticeable change in behaviour and attitude in their children whilst the students
have admitted to being more focused, less disruptive and rebellious in school
and are now working more harmoniously with parents and teachers to achieve
their newly set goals.
In the near future, the following additional services will be introduced to
promote the desired outcomes of CITY:
• Home Work Centre
• Life Skills / Apprenticeship – Needlework, Gardening, Cooking,
Carpentry, Masonry
• Community Service
65

n December 2012, the Trinidad and Tobago Police
Service (TTPS) launched its national road safety
education and awareness initiative under the
‘iRoadsafe’ campaign banner, in an effort to provide a
holistic approach to reducing road traffic deaths and
injuries by combining enforcement with educational
efforts. The campaign’s main goals were aimed at
supporting the TTPS Strategic Goal to “Improve Safety
on the Roadways and in other public places”. The
campaign created an umbrella theme that the TTPS
could now use in its education and outreach efforts to
help drivers and other road users exercise better
judgement and decision making when using the
roadways.
Three iRoadsafe campaign event launches were
conducted in Port-of-Spain, San Fernando and Tobago
with the full support of several stakeholders including
the Ministry of Works and Transport, Licensing
Authority, Fire Services, Traffic Warden Unit, Arrive
Alive, Association of Insurance Companies ( ATTIC),
Automobile Association and the National Anti-Drug
and Alcohol Prevention Programme (NADAPP).
“Wrong Mix: Alcohol & Lyrics”
Originally launched for Carnival 2015, the iRoadsafe
“Wrong Mix: Alcohol & Lyrics” campaign was developed
66

to promote responsible, conscious consumption of
alcohol during the Carnival period by uniting popular soca
artistes along the common theme of road safety. Partners
included Copyright Organisation of Trinidad and Tobago
(COTT), Trinbago Unified Calypsonians Organisation
(TUCO), SOUTHEX and road safety non-governmental
organisation, Arrive Alive.
The initiative was launched on the Brian Lara Promenade
and received widespread support from the community
and seen as a holistic approach to the issue of drinking
and driving. It saw soca and chutney artistes supporting
the campaign in 2015; and into 2016, artistes including
Bunji Garlin, Faye Ann Lyons, Olatungi, Ravi B, Rikki Jai,
Blaxx, Lyrikal, Teddyson John, GBM Nutron, Destra,
Denise Belfon, Patrice Roberts, Shurwayne Winchester,
and 2016 International Soca Monarch Aaron “Voice” St.
Louis.
Strengthening Partnerships in Road Safety
A key stakeholder that has been instrumental in
supporting the TTPS’s road safety effort is local road
safety NGO Arrive Alive. The group was able to secure
sponsorship for the publication of printed materials for
distribution and display in the iRoadsafe outreach events.
The printed material included the Traffic and Highway
Patrol Booklet on Ticket-able Road Traffic Offences; and
the Pedestrian Safety Awareness Brochure, which has
proven to be a great hit when visiting primary and
secondary schools and special national projects such as
the “Crashed Car” awareness campaign.awareness
campaign.
67

Trinidad and Tobago Police Service held its 93rd Sports Day,
at the Police Academy Grounds, St James, on Saturday 14th
May, 2016, and as is customary the bleachers and outlying
areas were packed with a sea of spectators who began
arriving early at the venue, to witness the healthy on field
rivalry among the men and women who proudly wear the
blue and grey.
They were not disappointed from the March Past display to
the myriad of competitive and fun events.
The Hon. Maj. Gen., Edmund Dillon, Minister of National Security, is
flanked by Commissioner of Police (Ag.), Stephen Williams, and then
Chief of Defence Staff (Ag.), Col. Archillus Phillips, as they prepare to
salute the March Past teams.
The Sports Day is the biggest item on the TTPS calendar and
is organised by the Trinidad and Tobago Police Service
Sports Club serving as an ideal platform to strengthen
management-staff relations and boost employee morale.
Guard and Emergency Branch, however, got the plum prize
when they were announced the ‘Overall Championship
Team’.
The families and friends of police officers and civilian staff
use the fun occasion to socialise and make new friends.
68

The overall results:
A CLASS VICTOR LUDORUM SCORE
1st Place: - Division Points
20027 PC HART North Eastern Division 18
2nd Place:-
17048 PC GLASGOW Guard and Emergency Branch 15
A CLASS VICTRIX LUDORUM SCORE
1st Place: - Division Points
17327 WPC HUGGINS, J Guard and Emergency Branch 15
2nd Place:-
17112 WPC RENNE Crime and Problem Analysis Branch 10
QUEEN RESULTS
1st Place Finance Branch 139
2nd Place Human Resource Branch 138
2nd Place Court and Process Branch 138
3rd Place Tobago Division 137
3rd Place CID/CRO 137
MARCH PAST RESULTS
1st Place Police Academy 244
2nd Place North Eastern Division 240
3rd Place Guard and Emergency Branch 232
4th Place Traffic and Highway Patrol Branch 231
4th Place CID/CRO 231
6th Place Northern Division 228
7th Place Southern Division 225
OVERALL CHAMPIONSHIP TEAM
1st Place Guard and Emergency Branch 208
2nd Place North Eastern Division 143
3rd Place Tobago Division 139
69

Stay below
the Limit
Stay below the limit!
‘Watch your Speed’
Drive to Stay Alive.
PoliceServiceTT TTPoliceService www.ttps.gov.tt

‘Trinidad and Tobago Police Service
striving towards a
safer Trinidad and Tobago for all’
PoliceServiceTT TTPoliceService www.ttps.gov.tt