www.police.gov.mv

STRATEGIC PLAN

2014 - 2018MALDIVES POLICE SERVICE

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Message From the Minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Foreword by the Commissioner of Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Vision and Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Our Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Context and Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

STRATEGIC PRIORITIES

Strengthening Internal Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Improved Operational Readiness and Efficiency . . . . . . . . . . . . . . . . . . . . . . 24

Effectively Combating Crime . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Active Community Engagement and Partnerships . . . . . . . . . . . . . . . . . . . . . 32

CONTENTS

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MESSAGE FROMTHE MINISTER

The Maldivian criminal justice system is undergoing its most fundamental changes ever. In the

last four years, many new laws have been enacted, resulting in the establishment of new

systems and mechanisms. These changes and new processes have a fundamental and greater

impact on policing in the Maldives. Furthermore, various agencies are constrained due to lack

of expertise and resources, thus placing additional burden on Maldives Police Service.

The national development plan of the government is enwrapped around safety and security of

the people. The policies on Youth, Economy and Security (YES) require increased community

outreach, youth participation, and maintaining a safe and secure environment for residents

and visitors.

Public expectations, legal obligations, demands from generational cohorts are ever changing –

increasing. Therefore, policing requires drastic and fundamental changes. New styles of

policing and strategies are to be implemented or practiced along with greater use of available

technology. Innovation shall be a guiding principle for policy making and the drive for change

shall be maintained. The organizational design and business modelling shall be based on

efficiency and effectiveness. Intelligence and forensics would be vital in winning the fight

against crime.

This new five year strategic policing plan is a workable plan based on the expectations and the

requirements of current day. In the next five years, police would not be merely focusing all their

resources and energy on basic policing functions, but also would work in collaboration with

other agencies to achieve a collective goal and deracinate root causes for crime within

societies through community engagement and partnership.

Umar NaseerMinister of Home Affairs

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FOREWORD BY THE COMMISSIONEROF POLICE

The environment around policing is rapidly changing. Calls for more transparency,

effectiveness in service delivery, efficiency in processes, and utmost professionalism is loud.

The challenges posed due to globalization, changes in nature of crimes, expectations of the

public, and emerging technology puts policing in a fluid context. Maldives Police Service must

evolve and adapt in order to improve its services and perform its legal obligations.

This Strategic Plan identifies new initiatives and approaches for meeting the challenges ahead

for improving service delivery. It provides a broad framework of our key priorities that will be

operationalized over the next five years period, in line with the government's security policies

and its vision for the future. Through greater community engagement and collaboration, our

work over the next five years will be driven by stronger partnership with the public and

agencies to ensure safety and security of the community. We have worked in collaboration with our staff and key stakeholders to develop this Strategic

Plan. We shall deliver the plan and ascertain that our goals are transformed into outcomes. The

hope of this effort is to reduce crime, uphold the law and keep the peace within the society in

partnership with the community for a safer Maldives for residents and visitors.

Hussain WaheedCommissioner of Police

VISION

A safer community together

MISSION

Dedicated to ensure a safe environment

to live, work, visit and invest

VALUES

INTEGRITYWe will uphold our Code of Conduct and preserve highest

standards of character to maintain public trust and confidence.

COURAGEWe are willing to make tough decisions valiantly to protect

the people and their property.

EDUCATIONWe participate in a culture of continuous learning and

impart knowledge.

COMPASSIONWe deliver our services with care and tolerance.

ACCOUNTABILITYWe will make ethical decisions and accept responsibility

for our actions.

RESPECTWe will be respectful in all our actions, rendering equitable

services in a courteous and dignified manner.

EXCELLENCEWe seek service excellence through organizational efficiency

and in partnership with the community.

OUR PRINCIPLES

PREVENTIONPrevent crime and disorder through partnerships and

deracination of causes.

JUSTIFICATIONPerform within the boundaries of law and take legally

justifiable actions.

PROPORTIONALITYUse appropriate force when necessary and on

reasonable grounds.

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CONTEXT AND PRIORITIES

Almost within a decade of forming Maldives Police Service, today it operates as an intelligent

organization, examining and understanding the rapidly changing environment in which it

serves, catering public needs and expectations, amidst a politically polarized environment. This

strategic plan is a product of the desire to maintain the momentum for development and

improve policing services.

The central focus of the Strategic Plan 2014 – 2018 is community safety. This plan identifies

four key areas for strategic focus that are presented as the strategic priorities, with objectives

drawn for the next five years to achieve the mission and realize the vision of Maldives Police

Service (MPS). These four strategic priorities are:

The anticipated changes are mentioned in the plan as outcomes of the objectives. The

objectives would be distributed throughout the duration of the plan and every year a business

plan and a performance review would be published. The execution of the plan would be a

coordinated effort within the relevant disciplines with the intention to elevate the performance

of MPS.

Intelligence led policing would be ingrained in decision making for solving crime problems.

Technology and its influences on the organizational behavior, society, officer behavior, crime

trends and policing would be continuously assessed for embedding efficiency and

effectiveness through innovation. Building corruption resilience and removing indiscipline

would be at the heart of the efforts for internal governance initiatives.

Strengthening

internal governance

Improved operational

readiness and efficiency

Effectively

combating crime

Active community engagement

and partnerships

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The Plan is aligned with the national development objectives, overarching many social and

security goals of the government, particularly in youth engagement and security. The

consensus in those focus areas would facilitate MPS to overcome the obstacles of resource

constraints.

The strategic assessment for the plan was done through discussions within groups comprising

of 85 staff at a 3-day workshop conducted for the purpose. The participants of the workshop

included executive staff, managerial staff and supervisory staff. In the discussions, crime

statistics and trends were contemplated; stakeholder expectations and accomplishments of

the previous Strategic Plan 2011 – 2013 were considered. In order to create the framework for

strategic directions and identify focus areas, the analysis and findings of the workshop was

further deliberated at a special session of the Management Board of MPS.

This plan deepens MPS's commitment for service excellence through new values and

principles stressing on accountability, compassion, respect for rights, community engagement

and fostering partnerships. Considering the advancements in technology, changes in crime

trends and globalization (of crime), MPS shall reassess its priorities continuously to improve

services. Therefore, this five year plan – with short term objectives set for a year, intermediate

objectives of 2 – 3 years and long term objectives set to achieve in the last 2 years – provides

the flexibility for MPS to adobt, adapt and prosper in unpredictable changes in the external

environment.

STRENGTHENING INTERNAL GOVERNANCE

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E In the efforts to provide a professional policing service innovatively, MPS requires to

continuously review its business processes, resource allocation and human resource

management.

1. Increase efficiency and effectiveness of business processes.

In the effort for service excellence in an environment of rapid developments in the criminal

justice system, positive changes for streamlining the business processes and making it cost

effective, institutionalizing new processes, procedures, structures and standards would be vital

for responsive service delivery.

Outcomes: » Revise organizational structure » Revise existing regulations, policies and procedures » Positive changes in inter and intra departmental communication flow » Relevant new regulations, policies and procedures » Random audit mechanism annually » Inventory of all resources » Enhanced Police Information Infra Structure (PII) » Infrastructure development plan » Resource management policy

2. Strengthen manpower management.

To develop a strong and capable workforce, the human resource of the service will be

progressively managed through structural alignment, talent development, and regular

assessments on training needs analyses derived through a comprehensive competency

framework. Considering the demand for services and the resulting workload, a planned

approach will also be adopted in rostering and deployment as well as in talent retention.

Outcomes: » Introduction of a comprehensive competency framework » Annual Training Need Analysis (TNA) » Rostering and deployment plan » Procedure for recruitment » Revised procedures for promotion and rewards » Manpower planning for deriving efficiency » Revise staff performance appraisal system » Retention policy » Career development plan and succession planning » Job rotation Policy » Supervising, mentoring and guidance mechanism » Job task analysis for all positions

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3. Foster staff wellness and welfare.

MPS will focus on developing the performance capacity of its staff through development of a

wellbeing strategy that focuses on staff welfare, health and safety, team-culture, and by

providing support to maintain a resilient and agile workforce.

Outcomes: » Strengthen welfare related processes » Maintain fitness standards of staff » Introduction of health and safety standards » Develop health services » Police housing plans » Family quarters at regional police stations

4. Provide a professional work environment that effectively promotes ethical behavior and

employee excellence.

To maintain service standards and ensure a culture of the highest ethical and moral standards

within the workforce, MPS will promote compassion, respect and accountability. Unethical

behavior and disciplinary breaches will be effectively managed through instilling human rights

based policing and compliance to code of conduct and code of ethics.

Outcomes: » Promoting an ethical work environment » Conflict resolution mechanisms » Speedy investigation of administrative and disciplinary breaches » Revised disciplinary mechanism » Strengthened internal investigation mechanism » Revised regulations on disciplinary actions » Periodic internal (random) audit of departments and divisions

5. Enhance role of women in policing.

Increase women representation in the Service, providing alternative career development

pathways for women officers to reach management positions for increasing women

representation in MPS decision making process, and develop management and leadership

skills of women officers at supervisory and management level through a focused approach.

Outcomes: » Increase women police officers in managerial roles » Increase women police officers in operational policing » A policy that is flexible, fair and safe for expecting and nursing mothers. » Day care facilities » A body to represent women police officers

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1.6 Establish and facilitate research and development.

To improve the performance of MPS and sustain the momentum of its development, existing

protocols, systems, mechanisms and occupational culture need to be continuously reviewed,

adopting cost-effective methods, and identifying alternatives to enhance service delivery.

Technology and its influences on the organizational behavior, society, officer behavior, crime

trends and policing would be continuously assessed for embedding efficiency and

effectiveness through innovation. This would facilitate MPS to exploit innovation, harness

technology and adopt smart policing initiatives.

Outcomes: » Strengthen department responsible for strategic planning » Organizational ICT management plan » Innovation and maximized use of available technology in policing functions » Forecast on technology replacements and technical requirements » Embracing environmentally sustainable practices » Publication of a research journal of the Maldives Police Service. » Establishing a research and development unit

1.7 Promote continuous learning culture.

Provide an encouraging environment and open opportunities for the staff to upskill and

expand their ability by increasing knowledge through education, interchange of experience

and application of contemporary approaches.

Outcomes: » A continuous learning culture » Communicating on most contemporary issues and trends » Enhanced trainings » Work exchange options » Conduct seminars and workshops

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IMPROVED OPERATIONALREADINESS AND EFFICIENCY

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Being the cardinal law enforcement agency of the nation, Maldives Police Service shall always

maintain its operational readiness and strive to improve efficiency of its service delivery.

1. Develop multi-skilled and competent first responders.

To provide a professional police response to the community needs and improve police

performance, MPS would re-assess the skills of police officers engaged in operational response

units, identify the extent and address requirements.

Outcomes: » Assessment on officers skills base » A Policy to provide first response » Procedures and processes on first response » Protocols to handle all situations/incidents » Specialist teams » Increased staff with multi skills » Revise basic training » Monitoring and evaluation mechanism for frontline officers

2. Improve operational readiness.

MPS must have the capacity to adapt to any complex situation – from commission of newer

crimes to hostage situations, innovative traffic enforcement to crisis situations – in order to

fulfil its legal obligations and uphold the law. A basic requirement for this would be an

understanding of what the MPS must be ready for, job requirements, and the attainability or

measures of success defined for a particular operational context. The capacity to develop

effective plans, execute those plans beyond defined success measures for any complex

situation would be the central focus of this objective.

Outcomes: » Readdress human resources allocation issues existing in the frontline » Reviewed role of police in ports » Standardized procedures and facilities in custodial centers » Revise functions and information flow within front-line policing areas » Specialist officers performing specialist tasks » Application of predictive policing » Review response time and call response time » Review special constabulary model » Road policing strategy » Maritime law enforcement strategy » Strengthening capacity of divisions » Develop the Police Communications Center » Building regional headquarters in hubs of government's regional development plan » Introduction of mobile computing solutions

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3. Develop intelligence systems and processes.

In utilizing preemptive approaches to policing, it is essential that MPS develop strong modern

intelligence systems to be effective in combating terrorism, organized crimes and other

transnational crimes and national security threats. The intelligence arm of MPS would

generate intelligence products for the tasking and coordination process after identifying

trends, series, hotspots and subjects based on harm caused or risks posed.

Outcomes: » Increase rate of prevented, reduced and detected crime » Implementation of intelligence-led policing model » Predict crime and implement Predictive Policing models » Strategic intelligence assessments and other intelligence products » Analysis of modus operandi of groups and enterprises » Assessment on the introduction of crime stoppers » Establishment of Intelligence fusion center » Expansion of lawful interception » Improved understanding of criminality and criminal behavior » Increased seizures of illicit materials » Develop systems and procedures to facilitate intelligence » Blending intelligence-led policing with problem-oriented policing » Blending strategic intelligence with decision making

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EFFECTIVELY COMBATINGCRIME

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With regard to the increase in crime rates, the need to focus heavily on combating crime

requires MPS to take special measures to prevent , reduce and detect crime.

1. Reduce crime.

Crime levels in the community are increasing due to lack of a concerted approach within

criminal justice system. Efforts to reduce recidivism, deter and detect crimes through predictive

policing have become a necessity to reduce crime and increase public safety. Although this

objective embraces strategies of many other objectives, the main focus here would be the

application of advanced analytical methods blended with intervention models with the

intention of disrupting groups involved in crime, preventing and reducing serious crimes and

anti-social behavior.

Outcomes: » Annual targets for crime reduction rates for various categories of crime » Crime management policy » Crime analysis system » Serious and organized crime strategy » Revise crime recording policy » Disrupt organized crime groups » Anti-Social Behavior (ASB) strategy » Contribute to the development of criminal justice system

2. Combat drugs and alcohol.

The MPS is committed to strengthen counter measures against drugs and precursors, reducing

demand and supply of these substances within the country. Considered as a major reason for

the increase in many crimes such as property crimes and violent crimes, addressing the issue

of drugs and alcohol is a high priority.

Outcomes: » Review structure and policies in drug enforcement » Contribute to review of laws and regulations related to drugs and alcohol » Screening tools at ports » Strengthen partnerships and relationships with both internal and external agencies » Police attachés in market countries » Early intervention strategy for rehabilitation » Support and contribute relevant agencies in enacting a legal instrument on alcohol. » Streamline communication and anti-drug function of the Service

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3. Strengthen investigations.

To be more effective in the efforts towards combating crime, MPS will strengthen its

investigations through adherence to a modern, more efficient investigative process and

achieve speedy delivery of results.

Outcomes: » Review evidence management process and storage facility » Review Crime scene management protocols » Specialized training for specific crimes » Investigation standards and manuals » Mechanism for evaluating performance of Investigators » Embed public prosecutors in violent crime investigations » Policy on cold case management » Standards on closing cases with insufficient evidence for successful prosecution

4. Enhance and expand forensic support nation-wide.

Expand forensic support throughout the nation for supporting speedy investigation of criminal

offenses, enhance existing disciplines and develop new forensic disciplines for efficient

identification, collection, and analysis.

Outcomes: » Additional forensic facilities in the divisions » Revise SOCO deployment model » Contemporary techniques in lifting latent prints » Introduction of latest disciplines » Trained forensic experts » Introduction of post-mortem examination

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ACTIVE COMMUNITYENGAGEMENT

AND PARTNERSHIPS

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To prevent crime and promote respect for individual rights within the community, MPS would

actively engage with the community, conduct initiatives in partnership with the community and

assist agencies responsible for social harmony in performing their roles.

1. Crime prevention.

To develop a responsible and respectful society through education, community engagement

and preventive initiatives based on needs and criminality within societal fragments or groups

to ensure a climate of safety is the aim of this objective. The relationship with “Combatting

Crime” would be maintained by focusing on crime reduction plans and deterrence options.

Outcomes: » Police-School liaison programs » Social media strategy » Media / public relation strategy » Identification of community policing needs » Identification of community perceptions and grievances against police » Feedback obtaining mechanism » Annual publication of police performance » Crime prevention through environmental designs and strategies » Socially responsible programs and initiatives » Safety and educational programs

2. Engage youth in crime deterrence.

Recognizing that the youth population has vital role to play in the future of the country and the

importance of deterring them from crime, MPS is committed to enhance efforts towards this

objective through socially responsible and educational programs.

Outcomes: » Youth engagement programs » Life skills / value based training programs » Police cadets » Youth development strategies for dealing with early prevention of criminal behavior. » Good parenting education » Youth engagement through sports and youth fiesta

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3. Develop a national crime prevention strategy.

MPS will develop a national crime prevention strategy in consultation with the stakeholders to

streamline all agencies' resources for community safety and support community based crime

prevention initiatives.

Outcomes: » A safer community initiative » Utilize social responsibility initiatives of private sector for ensuring safety of community » Revise crime prevention committee model » National crime prevention council » Identification of geography based risks, threats and vulnerable population » Cost-effective measures in community outreach programs and implementation of police desks, outposts in remote islands and mobile posts

4. Develop positive partnerships with stakeholder agencies.

To strengthen the capacity to fight crime MPS will work in collaboration and coordination with

stakeholders, communities and private sector to contribute in their initiatives to prevent, deter

and detect crime. Through this objective, MPS acknowledges its willingness to tackle crime

both at the national as well as international front through participation and fostered

relationships.

Outcomes: » Collaboration with stakeholder agencies » Foster media partnership » Foster regional and international cooperation » Enhanced coordination between SAARC member states » Contribution to the development of criminal justice system » Develop understandings and intents with stakeholders on information sharing and assistance

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Maldives Police Service

Maldives Police ServicePOLICE HEADQUARTERS Hussain Adam Building, Male’, Maldives

Tel: 3322111 Fax: 3313281 Email: info@police.gov.mvwww.police.gov.mv

To Protect and Serve