Government is working in accordance with its Vision 2020 Plan to enable our country to achieve developed nation status on or before the year 2020. The fundamental objective of this vision is the improvement of the quality of life and the standard of living of all of our citizens, towards that of developed societies of the world.

The development priority to which the Ministry of National Security has primary responsibility is Governing Effectively. In that sub area, four concerns are identified. These are:

One of the major challenges facing our society is the fight against crime and its impact on public safety and security. The Government sees this as its number one priority and intends to keep this fight at the forefront of its agenda. Our crime control strategy has therefore focused on four (4) diverse yet related, key areas:

In all four areas we have been able to make considerable progress.

1. INSTITUTIONAL REFORM

For years the law enforcement agencies of this country used systems and structures, which were no longer relevant given the changing environment. No where was this more evident to the Government than in the Police Service. As two major crimes, homicides and kidnapping for ransom created tremendous fear and anxiety in the society, to many, it appeared that the Police Service were out of step with what was required to be done to address these issues as well as to keep pace with what was required for 21st century policing.

The high rate of recidivism in the country was another indicator that emphasised the urgent need for reform or our law enforcement agencies, in this case the Prison Service. Our approach to incarceration focussed on punishment rather than rehabilitation and the recidivism rate stands at 56%. The implementation of the new restorative justice philosophy is therefore an important step in the reformation of the Prison Service in Trinidad and Tobago.

As a crucial arm of law enforcement, we recognized that the Forensic Science Centre also required upgrading, if it was to provide quality support to law enforcement. Not only was there a human resource challenge, but we recognized the need to upgrade the equipment and technology in keeping with the requirements of law enforcement in the 21st century.

The Immigration Division was also singled out for immediate attention. As the agency responsible for controlling the flow of persons into and out of this country, their role was significant in ensuring that our borders are impenetrable to the lawless element.

A. Transformation of the Trinidad and Tobago Police Service:

In December 2004, Cabinet agreed to the implementation of a Transformation Project in the Police Service at a cost of US $5.7 million, to be led by Professor Stephen Mastrofski of the George Mason University of Virginia. Along with the George Mason University, two other institutions were selected for involvement in the transformation process. The Justice and Security Strategies, Incorporated, which is providing the restructuring of the recruitment training programme and Penn State University, which is responsible for developing and implementing training programmes.

The Project is aimed at creating a crime-fighting organisation that is more efficient and better equipped, with greater technological sophistication and higher levels of professionalism, and which enjoys the full support and trust of the citizens of Trinidad and Tobago.

In order to gain a full appreciation of the situation, the Mastrofski Team undertook a comprehensive review of the Police Service. Based on their findings, the Team recommended action in several critical areas.

In terms of the operational aspect of the Police Service, the Team recommended that immediate attention be given to restructuring the Homicide Bureau, strengthening of the data collection function within the Trinidad and Tobago and enhancement of the inter-agency collaboration.

	Restructuring of the Homicide Bureau:
	One of the key areas of concern expressed by citizens, relates to the crime of Homicide and the Government’s ability to deal with this scourge. Based on the recommendation of Professor Mastrofski and his team of consultants:
	The staff of the Bureau was increased from forty-seven (47) to one hundred and twenty-five (125), with a further increase of two hundred (200) in 2007, bringing its staff to 325   A Homicide Prevention Working Group was established, comprising of a wide array of representatives of units of the Trinidad and Tobago Police Service and other Government agencies. This Group’s primary function is to analyze data relating to homicides and develop appropriate and effective interventions. The group is also involved in the preparation of case files.   Establishment of a Repeat Offenders Programme and Task Force.
	Establishment of a Crime and Problem Analysis (CAPA) Unit:
	This Unit was created to gather accurate and timely information on crime, to analyze that information and provide insights into the development of more effective interventions. Further, this Unit is responsible for evaluating the effectiveness of the interventions and providing the operational and administrative personnel with their findings. This analytical capability is considered an essential element in successful strategic crime control.
	The staff of the CAPA Unit is receiving ongoing training and technical assistance from the Mastrofski Team.
	Establishment of an Incident Coordinating Centre
	This Centre was specifically established to improve police and intelligence response to kidnappings. It is fully operational, and comprises personnel from the Anti-Kidnapping Unit, the Special Anti-Crime Unit and other intelligence agencies.
	The Centre receives assistance from the FBI, the DEA, Interpol and other international organizations in the strengthening of our law enforcement capability to deal with kidnappings.
	The Consulting Team also made recommendations to address deficiencies in the following areas:
	Performance Appraisal System   Promotion System; and   The Police Complaints Process

Improving the Officer Performance Appraisal System

Following a preliminary assessment of the Police Service Performance Appraisal System, in 2004, a multi-organizational task force (TTPS, Police Service Commission, Social and Welfare Association, and the CPO) was established to conduct a thorough review of the performance appraisal process and develop a plan for an improved system.

To assist the task force, the Team subsequently conducted a systematic evaluation of the Performance Appraisal System. The resulting report, which was delivered in December 2004, identified a number of serious deficiencies that obstructed the generation of meaningful performance appraisals

Under the guidance of the consulting Team, the Task Force developed a new, streamlined system and secured the approval of the Commissioner of Police, the Ministry, the Police Service Commission, and the CPO for introduction of the new system.

The new system was introduced in the Police Service. It will, for the first time, provide useful information on actual officer performance, allowing the Service to distinguish between varying levels of performance, rather than allocating similar ratings to all employees.

Improving the Promotion System

The Team found an overwhelming level of dissatisfaction throughout the Police Service with the existing promotion system. Their findings were based on extensive interviews and forums in 2004 with personnel from all ranks and all divisions, and by a systematic survey of all TTPS personnel conducted in 2005. In short, the current system was viewed as unfair and ineffective in rewarding those who were most deserving of promotion.

In December 2004, the consulting Team delivered its report to the Ministry of National Security and Trinidad and Tobago Police Service, containing recommendations to overcome the major deficiencies in the promotion process, including:

The promotions process, utilising the assessment centre, was incorporated into the 2006 Police Service Act

Having streamlined the appraisal and promotion processes, the Team found it important that the public be assured of an efficient system through which their complaints could be addressed.

The Police Complaints Division was therefore identified for urgent attention. Improving the efficiency and fairness of processing complaints against the Police

Restructuring of the Police Complaints Division involved:

An evaluation of the Complaints Division was completed in 2004 and a comprehensive report prepared. The report provided a number of recommendations including: increasing staffing, reorganizing the Division, improving its recruiting methods improving the mobility (transportation) of investigators, computerized management information system on complaints, training for investigators, training for division tribunal officers, and long-term recommendations to improve the efficiency and effectiveness of the entire complaints review process.

Some of the recommendations were acted on immediately, and some were phased in over the course of the next 12 months. Among those recommendations that were acted upon immediately were:

	expansion of the Police Complaints Division to ensure adequate staffing to deal with the volume of complaints;
	improvement in the number and quality of training opportunities;
	provision of vehicles for operational purposes;
	automation of data files to monitor the progress in the completion of investigations payment of special fees to field investigative officers;
	assignment of police officers of the rank of Sergeant, to the respective Divisions, to process complaints files and ensure that timelines are met in terms of finalization and reporting.

Implementation of these measures began in May 2006 and is continuing.

In addition to those initiatives just mentioned, an Information Technology System upgrade was instituted at the end of Fiscal 2006. All computers within the Complaints Division were upgraded and a database established, to ensure a more efficient investigative process.

Also, with the proclamation of the Police Complaints Act, the powers and functions of the Police Complaints Division were expanded, enabling the Division to concentrate on more serious complaints from agencies and individuals, of criminal conduct by police officers. The Division also acquired the authority to co-opt assistance to undertake investigation.

In addition to the aforementioned, I would also like to make quick mention of some other transformation successes within the Police Service. These are:

Comprehensive overhaul of the Training Curriculum for Police Recruits
166 new police officers graduated on 24th August, 2006. These new officers were provided with the modern-day policing techniques to more effectively confront today’s challenges in crime reduction.

Recruit Curriculum is now divided into seven specific departments: Behavioral Science and Communications; Law; Police Administration and Operations; Traffic Enforcement; Health and Physical Training; Firearms, Self-Defense, and Tactics; and Police Science and Technology

Fundamental aspect of training is the Field Training Program – This was started in September, 2006. It involves 12 weeks of supervised practice in real-life job performance. This approach supports enhanced delivery of law enforcement services, increases security and builds public trust. With this enhanced assessment process, we anticipate more effective law enforcement.

Establishment of a Transit Police Unit

Operational with 86 Officers and 5 Patrol vehicles (operating on Bus Route between POS and Arima, inclusive of the Yellow band Maxi Hub).

Implementation of Anti-Terrorism Measures

This initiative is aimed at addressing terrorism on a national, regional and hemispheric level. Already, Legislation has been approved; staff identified; and training programmes and seminars conducted.

Introduction of Closed Circuit Television

Downtown Port-of-Spain and San Fernando being targeted initially.

Consolidation of the Organized Crime and Narcotics Unit and the Firearm Interdiction Unit into the Organized Crime, Narcotic and Firearms Bureau

	Positive results in the form of substantial increases in the seizure of illicit drugs and the disruption of the drug trade
	Seizure of illegal weapons

Establishment of the 555 Hot Line and public education campaign

Policing for People - Model Station Initiative

This initiative is a major component of the Trinidad and Tobago Police Service Transformation programme that is ongoing. The initiative seeks to change the culture of the Trinidad and Tobago Police Service; to refocus the attention of the TTPS to the aspects of policing that the public values most highly – protection of the public, service to those victimized by crime and energetic initiative in dealing with the day to day problems the public asks the police to handle.

Five police station districts have been selected as pilots for the Policing for People initiative. They are the Arouca, Chaguanas, Morvant, San Fernando and West End Police Stations.

It is being implemented as a year long pilot project, the successes of which will be replicated in police station districts throughout the country.

Implementation of other Training Programmes to improve proficiency of police officers

	Forensic Awareness and Crime Scene Management
	Investigative interviewing
	Court Familiarisation
	Crime Scene Investigation

B. Restructuring of the Trinidad and Tobago Forensic Science Centre:

The Forensic Science Centre is an important element of law enforcement, providing forensic support to the Police and other law enforcement agencies in the detection of offences. It would be remiss of the Ministry, therefore to strengthen the Police Service, without upgrading and enhancing the capabilities and competencies of the Forensic Science Centre. The restructuring of this Division involves improvements in four (4) main areas:

DNA Infrastructure
As you are all aware, Government is intently pursuing, the implementation of DNA testing. We anticipate by the end of fiscal 2007, equipment and infrastructure will be in place and legislation passed. The DNA Bill is now before a Joint Select Committee, comprising of members of both Houses of Parliament.

Given the imminent passage of that legislation, Cabinet, in April 2006, approved the procurement of a Temporary Modular Laboratory Facility for use by the Forensic Science Centre. This Unit has been delivered, and is being prepared for operation. This new modular laboratory will allow the Forensic Science Centre to perform DNA Typing while the DNA Laboratory is under construction.

Human Resource Development
For a number of years, the Forensic Science Centre was saddled with a staff shortage in key areas of operation, due largely to a dearth of nationals with the required qualifications and training. To address this situation, this Government offered four (4) Scholarships, two (2) to pursue studies in DNA Typing and two (2) in Document Examination. As at the end of 2006, all four (4) awardees had graduated and are now on staff at the Centre.

Administrative Accommodation
In addition, a three storey Wing will be constructed at the Forensic Science Centre to accommodate Administrative Offices and a permanent DNA Laboratory.

Government is working in accordance with its Vision 2020 Plan to enable our country to achieve developed nation status on or before the year 2020. The fundamental objective of this vision is the improvement of the quality of life and the standard of living of all of our citizens, towards that of developed societies of the world.

The development priority to which the Ministry of National Security has primary responsibility is Governing Effectively. In that sub area, four concerns are identified. These are:

One of the major challenges facing our society is the fight against crime and its impact on public safety and security. The Government sees this as its number one priority and intends to keep this fight at the forefront of its agenda. Our crime control strategy has therefore focused on four (4) diverse yet related, key areas:

In all four areas we have been able to make considerable progress.

1. INSTITUTIONAL REFORM

For years the law enforcement agencies of this country used systems and structures, which were no longer relevant given the changing environment. No where was this more evident to the Government than in the Police Service. As two major crimes, homicides and kidnapping for ransom created tremendous fear and anxiety in the society, to many, it appeared that the Police Service were out of step with what was required to be done to address these issues as well as to keep pace with what was required for 21st century policing.

The high rate of recidivism in the country was another indicator that emphasised the urgent need for reform or our law enforcement agencies, in this case the Prison Service. Our approach to incarceration focussed on punishment rather than rehabilitation and the recidivism rate stands at 56%. The implementation of the new restorative justice philosophy is therefore an important step in the reformation of the Prison Service in Trinidad and Tobago.

As a crucial arm of law enforcement, we recognized that the Forensic Science Centre also required upgrading, if it was to provide quality support to law enforcement. Not only was there a human resource challenge, but we recognized the need to upgrade the equipment and technology in keeping with the requirements of law enforcement in the 21st century.

The Immigration Division was also singled out for immediate attention. As the agency responsible for controlling the flow of persons into and out of this country, their role was significant in ensuring that our borders are impenetrable to the lawless element.

A. Transformation of the Trinidad and Tobago Police Service:

In December 2004, Cabinet agreed to the implementation of a Transformation Project in the Police Service at a cost of US $5.7 million, to be led by Professor Stephen Mastrofski of the George Mason University of Virginia. Along with the George Mason University, two other institutions were selected for involvement in the transformation process. The Justice and Security Strategies, Incorporated, which is providing the restructuring of the recruitment training programme and Penn State University, which is responsible for developing and implementing training programmes.

The Project is aimed at creating a crime-fighting organisation that is more efficient and better equipped, with greater technological sophistication and higher levels of professionalism, and which enjoys the full support and trust of the citizens of Trinidad and Tobago.

In order to gain a full appreciation of the situation, the Mastrofski Team undertook a comprehensive review of the Police Service. Based on their findings, the Team recommended action in several critical areas.

In terms of the operational aspect of the Police Service, the Team recommended that immediate attention be given to restructuring the Homicide Bureau, strengthening of the data collection function within the Trinidad and Tobago and enhancement of the inter-agency collaboration.

	Restructuring of the Homicide Bureau:
	One of the key areas of concern expressed by citizens, relates to the crime of Homicide and the Government’s ability to deal with this scourge. Based on the recommendation of Professor Mastrofski and his team of consultants:
	The staff of the Bureau was increased from forty-seven (47) to one hundred and twenty-five (125), with a further increase of two hundred (200) in 2007, bringing its staff to 325   A Homicide Prevention Working Group was established, comprising of a wide array of representatives of units of the Trinidad and Tobago Police Service and other Government agencies. This Group’s primary function is to analyze data relating to homicides and develop appropriate and effective interventions. The group is also involved in the preparation of case files.   Establishment of a Repeat Offenders Programme and Task Force.
	Establishment of a Crime and Problem Analysis (CAPA) Unit:
	This Unit was created to gather accurate and timely information on crime, to analyze that information and provide insights into the development of more effective interventions. Further, this Unit is responsible for evaluating the effectiveness of the interventions and providing the operational and administrative personnel with their findings. This analytical capability is considered an essential element in successful strategic crime control.
	The staff of the CAPA Unit is receiving ongoing training and technical assistance from the Mastrofski Team.
	Establishment of an Incident Coordinating Centre
	This Centre was specifically established to improve police and intelligence response to kidnappings. It is fully operational, and comprises personnel from the Anti-Kidnapping Unit, the Special Anti-Crime Unit and other intelligence agencies.
	The Centre receives assistance from the FBI, the DEA, Interpol and other international organizations in the strengthening of our law enforcement capability to deal with kidnappings.
	The Consulting Team also made recommendations to address deficiencies in the following areas:
	Performance Appraisal System   Promotion System; and   The Police Complaints Process

Improving the Officer Performance Appraisal System

Following a preliminary assessment of the Police Service Performance Appraisal System, in 2004, a multi-organizational task force (TTPS, Police Service Commission, Social and Welfare Association, and the CPO) was established to conduct a thorough review of the performance appraisal process and develop a plan for an improved system.

To assist the task force, the Team subsequently conducted a systematic evaluation of the Performance Appraisal System. The resulting report, which was delivered in December 2004, identified a number of serious deficiencies that obstructed the generation of meaningful performance appraisals

Under the guidance of the consulting Team, the Task Force developed a new, streamlined system and secured the approval of the Commissioner of Police, the Ministry, the Police Service Commission, and the CPO for introduction of the new system.

The new system was introduced in the Police Service. It will, for the first time, provide useful information on actual officer performance, allowing the Service to distinguish between varying levels of performance, rather than allocating similar ratings to all employees.

Improving the Promotion System

The Team found an overwhelming level of dissatisfaction throughout the Police Service with the existing promotion system. Their findings were based on extensive interviews and forums in 2004 with personnel from all ranks and all divisions, and by a systematic survey of all TTPS personnel conducted in 2005. In short, the current system was viewed as unfair and ineffective in rewarding those who were most deserving of promotion.

In December 2004, the consulting Team delivered its report to the Ministry of National Security and Trinidad and Tobago Police Service, containing recommendations to overcome the major deficiencies in the promotion process, including:

The promotions process, utilising the assessment centre, was incorporated into the 2006 Police Service Act

Having streamlined the appraisal and promotion processes, the Team found it important that the public be assured of an efficient system through which their complaints could be addressed.

The Police Complaints Division was therefore identified for urgent attention. Improving the efficiency and fairness of processing complaints against the Police

Restructuring of the Police Complaints Division involved:

An evaluation of the Complaints Division was completed in 2004 and a comprehensive report prepared. The report provided a number of recommendations including: increasing staffing, reorganizing the Division, improving its recruiting methods improving the mobility (transportation) of investigators, computerized management information system on complaints, training for investigators, training for division tribunal officers, and long-term recommendations to improve the efficiency and effectiveness of the entire complaints review process.

Some of the recommendations were acted on immediately, and some were phased in over the course of the next 12 months. Among those recommendations that were acted upon immediately were:

	expansion of the Police Complaints Division to ensure adequate staffing to deal with the volume of complaints;
	improvement in the number and quality of training opportunities;
	provision of vehicles for operational purposes;
	automation of data files to monitor the progress in the completion of investigations payment of special fees to field investigative officers;
	assignment of police officers of the rank of Sergeant, to the respective Divisions, to process complaints files and ensure that timelines are met in terms of finalization and reporting.

Implementation of these measures began in May 2006 and is continuing.

In addition to those initiatives just mentioned, an Information Technology System upgrade was instituted at the end of Fiscal 2006. All computers within the Complaints Division were upgraded and a database established, to ensure a more efficient investigative process.

Also, with the proclamation of the Police Complaints Act, the powers and functions of the Police Complaints Division were expanded, enabling the Division to concentrate on more serious complaints from agencies and individuals, of criminal conduct by police officers. The Division also acquired the authority to co-opt assistance to undertake investigation.

In addition to the aforementioned, I would also like to make quick mention of some other transformation successes within the Police Service. These are:

Comprehensive overhaul of the Training Curriculum for Police Recruits
166 new police officers graduated on 24th August, 2006. These new officers were provided with the modern-day policing techniques to more effectively confront today’s challenges in crime reduction.

Recruit Curriculum is now divided into seven specific departments: Behavioral Science and Communications; Law; Police Administration and Operations; Traffic Enforcement; Health and Physical Training; Firearms, Self-Defense, and Tactics; and Police Science and Technology

Fundamental aspect of training is the Field Training Program – This was started in September, 2006. It involves 12 weeks of supervised practice in real-life job performance. This approach supports enhanced delivery of law enforcement services, increases security and builds public trust. With this enhanced assessment process, we anticipate more effective law enforcement.

Establishment of a Transit Police Unit

Operational with 86 Officers and 5 Patrol vehicles (operating on Bus Route between POS and Arima, inclusive of the Yellow band Maxi Hub).

Implementation of Anti-Terrorism Measures

This initiative is aimed at addressing terrorism on a national, regional and hemispheric level. Already, Legislation has been approved; staff identified; and training programmes and seminars conducted.

Introduction of Closed Circuit Television

Downtown Port-of-Spain and San Fernando being targeted initially.

Consolidation of the Organized Crime and Narcotics Unit and the Firearm Interdiction Unit into the Organized Crime, Narcotic and Firearms Bureau

	Positive results in the form of substantial increases in the seizure of illicit drugs and the disruption of the drug trade
	Seizure of illegal weapons

Establishment of the 555 Hot Line and public education campaign

Policing for People - Model Station Initiative

This initiative is a major component of the Trinidad and Tobago Police Service Transformation programme that is ongoing. The initiative seeks to change the culture of the Trinidad and Tobago Police Service; to refocus the attention of the TTPS to the aspects of policing that the public values most highly – protection of the public, service to those victimized by crime and energetic initiative in dealing with the day to day problems the public asks the police to handle.

Five police station districts have been selected as pilots for the Policing for People initiative. They are the Arouca, Chaguanas, Morvant, San Fernando and West End Police Stations.

It is being implemented as a year long pilot project, the successes of which will be replicated in police station districts throughout the country.

Implementation of other Training Programmes to improve proficiency of police officers

	Forensic Awareness and Crime Scene Management
	Investigative interviewing
	Court Familiarisation
	Crime Scene Investigation

B. Restructuring of the Trinidad and Tobago Forensic Science Centre:

The Forensic Science Centre is an important element of law enforcement, providing forensic support to the Police and other law enforcement agencies in the detection of offences. It would be remiss of the Ministry, therefore to strengthen the Police Service, without upgrading and enhancing the capabilities and competencies of the Forensic Science Centre. The restructuring of this Division involves improvements in four (4) main areas:

DNA Infrastructure
As you are all aware, Government is intently pursuing, the implementation of DNA testing. We anticipate by the end of fiscal 2007, equipment and infrastructure will be in place and legislation passed. The DNA Bill is now before a Joint Select Committee, comprising of members of both Houses of Parliament.

Given the imminent passage of that legislation, Cabinet, in April 2006, approved the procurement of a Temporary Modular Laboratory Facility for use by the Forensic Science Centre. This Unit has been delivered, and is being prepared for operation. This new modular laboratory will allow the Forensic Science Centre to perform DNA Typing while the DNA Laboratory is under construction.

Human Resource Development
For a number of years, the Forensic Science Centre was saddled with a staff shortage in key areas of operation, due largely to a dearth of nationals with the required qualifications and training. To address this situation, this Government offered four (4) Scholarships, two (2) to pursue studies in DNA Typing and two (2) in Document Examination. As at the end of 2006, all four (4) awardees had graduated and are now on staff at the Centre.

Administrative Accommodation
In addition, a three storey Wing will be constructed at the Forensic Science Centre to accommodate Administrative Offices and a permanent DNA Laboratory.