Friday, December 6, 2013
Tribute to Nelson Mandela
I cherish my own freedom dearly, but I care even more for your freedom. I am not less life-loving than you are. But I cannot sell my birthright nor am I prepared to sell the birthright of the people to be free. Only free men can negotiate. Your freedom and mine cannot be separated.
Nelson Rolihlahla Mandela July 18, 1918 – December 5, 2013
History is replete with the stories of many who have conquered nations or the minds of people; Shaka Zulu, Hail Selassie I, Napoleon, Mahatma Gandhi, Marcus Garvey, Martin Luther King, Alexander the Great, but you, Tata, cradled the world with your humility, fight for freedom and love.
Rolihlahla the tree shaker, your imprisonment will remain a study of the indomitable flame of the human spirit that can never be extinguished. We remember your words, "In real life we deal not with gods, but with ordinary humans like ourselves: men and women who are full of contradictions, who are stable and fickle, strong and weak, famous and infamous," but Madiba, you were first among all men and more.
As you take your flight home, may your footprints on this world be never erased, may your words of inspiration and forgiveness be forever etched in the souls of mankind. My children and their children shall come to know you as I did, soar on mighty Madiba
Wednesday, May 19, 2010
The Police Federation and the transformation of the JCF
As the Police Federation goes into its Annual General Conference I believe the time is right for members to examine its role in the transformation currently taking place in the force which is being stated as geared towards building a first class organization. This position is being advance against the background of the recent pseudo industrial actions carried out by members who it seem were protesting against certain instructions or actions from the Police High Command which cause many to believe rightly or wrongly that the federation is antagonistic towards reforming of the police force.
While the Police Federation is a labour organization formed by dues-paying employees desirous of improving their wages, employment rights, working conditions among other things through collective bargaining or action, its strong advocacy in the recent past has caused many to view it as being antagonistic in nature and action especially as it regard the reforming of the police force. It has always been a struggle for unions/employee associations whether they are in private or public sector to try and maintain a balance between advocacy and antagonism. However, for the Police Federation this struggle in most cases has been in the context of salary negotiation between Government and themselves and not with the Police High Command (management) as some persons may now think.
There are many external pressures driving the changes in the operations, practices, structures, response etc of the police and it would seem, at least, to the ordinary man on the street that these are the real cause of the struggle or confrontation between the groups. The police managers driven by the need to implement crime reduction strategies, whether it is community policing, intelligence led policing etc are trying to or will have to make changes and some of these changes will include but are not limited to: new definition of roles, focusing resources on immediate crime problems, scheduling flexibility, assignments. All these changes will require commitment and cooperation by all. Any animosity or the appearance of it between the police management and the federation can undermine efforts in this regard.
What is the role of the Police Federation in this transformation process?
If one should accept that these changes are what are required or necessary and given the federation’s duty to represent its membership in terms of protection of employment rights and economic benefits and its obligation to the public in providing improved quality of service, it may be caught in a dilemma. By allowing or supporting the police management to make these changes wholeheartedly many problems may arise. For example, flexi-hours may very well lead to extra hours without proper compensation. Another development that may be problematic for the federation is the issue of promotion and the desires of the authorities to attract younger recruits or more sophisticated specialists to with deal with matters such as cyber crime, forensic, and transnational crime etc. In addition, the new promotion scheme and the proposed accelerated programme which will create a new ‘officer cadre’ will also pose a challenge to some long held belief that seniority should be or must be the major criterion for advancement.
Questions for the Conference
When the federation goes into its conference each and every member should take the opportunity to reflect on these things and understand that the winds of change are blowing mightily that it is imperative to act with haste to articulate the values, mission and the role of the Federation in the transformation of the JCF. In trying to chart that course I believe some of the following questions need to be asked and answered: If is accepted that the federated members and management should be equal partners in the new policing model as demand by the consumer should this partnership be forged at the expense of obtaining legitimate benefits or holding unto existing ones? Should this partnership be expected, asked or demanded? Is there a way to implement changes or reform with the least amount of conflict and disruption to the operations of the police service? Can a collaborative approach be developed where consultation or communication is a hallmark and not just symbolism?
Whatever the answers or outcome of the conference one thing is certain, the consumer (general public) will still be demanding accountability, reduction in crime and the fear of crime among other things.
While the Police Federation is a labour organization formed by dues-paying employees desirous of improving their wages, employment rights, working conditions among other things through collective bargaining or action, its strong advocacy in the recent past has caused many to view it as being antagonistic in nature and action especially as it regard the reforming of the police force. It has always been a struggle for unions/employee associations whether they are in private or public sector to try and maintain a balance between advocacy and antagonism. However, for the Police Federation this struggle in most cases has been in the context of salary negotiation between Government and themselves and not with the Police High Command (management) as some persons may now think.
There are many external pressures driving the changes in the operations, practices, structures, response etc of the police and it would seem, at least, to the ordinary man on the street that these are the real cause of the struggle or confrontation between the groups. The police managers driven by the need to implement crime reduction strategies, whether it is community policing, intelligence led policing etc are trying to or will have to make changes and some of these changes will include but are not limited to: new definition of roles, focusing resources on immediate crime problems, scheduling flexibility, assignments. All these changes will require commitment and cooperation by all. Any animosity or the appearance of it between the police management and the federation can undermine efforts in this regard.
What is the role of the Police Federation in this transformation process?
If one should accept that these changes are what are required or necessary and given the federation’s duty to represent its membership in terms of protection of employment rights and economic benefits and its obligation to the public in providing improved quality of service, it may be caught in a dilemma. By allowing or supporting the police management to make these changes wholeheartedly many problems may arise. For example, flexi-hours may very well lead to extra hours without proper compensation. Another development that may be problematic for the federation is the issue of promotion and the desires of the authorities to attract younger recruits or more sophisticated specialists to with deal with matters such as cyber crime, forensic, and transnational crime etc. In addition, the new promotion scheme and the proposed accelerated programme which will create a new ‘officer cadre’ will also pose a challenge to some long held belief that seniority should be or must be the major criterion for advancement.
Questions for the Conference
When the federation goes into its conference each and every member should take the opportunity to reflect on these things and understand that the winds of change are blowing mightily that it is imperative to act with haste to articulate the values, mission and the role of the Federation in the transformation of the JCF. In trying to chart that course I believe some of the following questions need to be asked and answered: If is accepted that the federated members and management should be equal partners in the new policing model as demand by the consumer should this partnership be forged at the expense of obtaining legitimate benefits or holding unto existing ones? Should this partnership be expected, asked or demanded? Is there a way to implement changes or reform with the least amount of conflict and disruption to the operations of the police service? Can a collaborative approach be developed where consultation or communication is a hallmark and not just symbolism?
Whatever the answers or outcome of the conference one thing is certain, the consumer (general public) will still be demanding accountability, reduction in crime and the fear of crime among other things.
Saturday, February 20, 2010
Suggestions for ACP Ellington
Suggestions for ACP Ellington
Published: The Sunday Gleaner (Jamaica) Sunday | November 8, 2009
The naming of Assistant Commissioner of Police Owen Ellington to act as commissioner has hardly surprised the public after all the indications in the media. It has, to some extent, reinforced public perception that the Government has finally got its choice in the chair.
While this is all perception, it is important for the acting commissioner, who seems likely to get the job and who is well qualified and has a record of achievement, to move quickly to motivate the police force, which has been under siege lately, and to dispel any feeling that he is a political appointee.
I suggest that in this effort he has to continue to lobby for the necessary legislative changes, for example, the taking of DNA, amendments to the Bail Act, plea-bargaining, and a national registration system. Also, the implementation of the recommendations agreed on from the strategic review of the police force, for which work has already started, must be fast-tracked.
Politicians inside Parliament who have been talking through both sides of their mouths must be pressured to implement the measures that they have talked about for years. They must be made to understand that this will enhance the force's ability to fight crime. The politicians, especially the Government, must be made to understand that crime-fighting measures are guided by policy direction, and that it goes beyond the provision of a new commissioner, guns, vehicles etc.
Inside the force, over which he has control, Ellington will have to exert his authority from the get-go and demand accountability from his officers and the federated ranks. Performance standards with outcome indicators must be set and adhered to. Other issues of corruption, rewards and welfare matters must also be given his full and equal attention.
demand action
Some of his actions in these efforts, I am sure, will not find favour with many persons. He will soon find that life at the top is, indeed, lonely, but he must remain unwavering in his resolve to do the job.
Any failure to demand action from the Government on the measures highlighted here and to lift the morale of members of the force will, unfortunately, see him go the same way as some of his predecessors.
I am, etc.,
MARK BENNETT
Published: The Sunday Gleaner (Jamaica) Sunday | November 8, 2009
The naming of Assistant Commissioner of Police Owen Ellington to act as commissioner has hardly surprised the public after all the indications in the media. It has, to some extent, reinforced public perception that the Government has finally got its choice in the chair.
While this is all perception, it is important for the acting commissioner, who seems likely to get the job and who is well qualified and has a record of achievement, to move quickly to motivate the police force, which has been under siege lately, and to dispel any feeling that he is a political appointee.
I suggest that in this effort he has to continue to lobby for the necessary legislative changes, for example, the taking of DNA, amendments to the Bail Act, plea-bargaining, and a national registration system. Also, the implementation of the recommendations agreed on from the strategic review of the police force, for which work has already started, must be fast-tracked.
Politicians inside Parliament who have been talking through both sides of their mouths must be pressured to implement the measures that they have talked about for years. They must be made to understand that this will enhance the force's ability to fight crime. The politicians, especially the Government, must be made to understand that crime-fighting measures are guided by policy direction, and that it goes beyond the provision of a new commissioner, guns, vehicles etc.
Inside the force, over which he has control, Ellington will have to exert his authority from the get-go and demand accountability from his officers and the federated ranks. Performance standards with outcome indicators must be set and adhered to. Other issues of corruption, rewards and welfare matters must also be given his full and equal attention.
demand action
Some of his actions in these efforts, I am sure, will not find favour with many persons. He will soon find that life at the top is, indeed, lonely, but he must remain unwavering in his resolve to do the job.
Any failure to demand action from the Government on the measures highlighted here and to lift the morale of members of the force will, unfortunately, see him go the same way as some of his predecessors.
I am, etc.,
MARK BENNETT
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