Operating Plan 2024.pdf

TRINIDAD AND TOBAGO POLICE SERVICE “Towards Organizational Effectiveness and Operational Excellence” Office of the Commissioner of Police January 2024  VISION To make...

TRINIDAD AND TOBAGO POLICE SERVICE “Towards Organizational Effectiveness and Operational Excellence” Office of the Commissioner of Police January 2024  VISION To make every place in Trinidad and Tobago safe MISSION 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 MOTTO To protect and serve with P.R.I.D.E. 1  TABLE OF CONTENTS 1.0 Introduction.............................................................................................................................. 3 2.0 TTPS In Context......................................................................................................................... 5 Where Are We Now?.............................................................................................................................. 5 Results Based Management and Monitoring.......................................................................................... 8 3.0 Strategic Priority #1................................................................................................................... 9 Community Engagement - Outcomes and Actions with Targets............................................................ 9 4.0 Strategic Priority #2................................................................................................................. 13 Public Safety - Outcomes and Actions with Targets............................................................................. 13 5.0 Strategic Priority #3................................................................................................................. 19 Operational Excellence - Outcomes and Actions with Targets............................................................. 19 6.0 Strategic Priority #4................................................................................................................. 24 Information & Communication Technology - Outcomes and Actions with Targets............................. 24 7.0 Strategic Priority #5................................................................................................................. 28 Occupational Health & Wellness - Outcomes and Actions with Targets.............................................. 28 8.0 Conclusion.............................................................................................................................. 32 List of Abbreviations.............................................................................................................................. 33 Table 1: TTPS Human Resource distribution (actual strength)....................................................................... 5 Table 2: Key Performance Indicators for 2024 under Community Partnerships............................................ 9 Table 3: Community Partnerships - Priority Action Items for each Outcome............................................... 10 Table 4: Key Performance Indicators for 2024 under Public Safety.............................................................. 13 Table 5: Public Safety - Priority Action Items for each Outcome.................................................................. 15 Table 6: Key Performance Indicators for 2024 under Operational Excellence............................................. 19 Table 7: Operational Excellence - Priority Action Items for each Outcome.................................................. 20 Table 8: Key Performance Indicators for 2024 under Information & Communication Technology............. 24 Table 9: Information & Communication Technology - Priority Action Items for each Outcome.................. 25 Table 10: Key Performance Indicators for 2024 under Occupational Health & Wellness............................ 28 Table 11: Occupational Health & Wellness - Priority Action Items for each Outcome................................. 29 Figure 1: TTPS Strategic Planning Framework 2022-2024 (as amended)....................................................... 4 Figure 2: TTPS New Organizational Structure................................................................................................. 5 Figure 3: Ministry of Finance Estimates of Recurrent Expenditure FY 2021-2024......................................... 7 2 1.0 INTRODUCTION INTRODUCTION The Trinidad and Tobago Police Service Operating Plan 2024 articulates our plans for the final year of the three-year Strategic Planning period 2022-2024. It includes five (5) Strategic Priority Areas: i. Community Engagement ii. Public Safety iii. Operational Excellence iv. Information, Communication and Technology v. Occupational Health and Wellness These Strategic Priority Areas, as represented in Figure 1 below, provide a comprehensive framework for the organization’s delivery of high quality service to its internal and external customers. Specific performance targets have been established for the expected outcomes and action items and enhanced accountability measures have been introduced to enable achievement of our stated objectives. The Operating Plan 2024 represents a declaration of the confidence of the leadership of the service in the strategies that will be deployed in the pursuit of safety and security in every community, as well as the determination of the TTPS to overcome any challenges faced. 3 Figure 1: TTPS Strategic Planning Framework 2022-2024 (as amended) TTPS Vision, Mission & Mandate Strategic Area 1 Strategic Area 2 Strategic Area 3 Strategic Area 4 Strategic Area 5 Community Public Safety Operational Information & Occupational Engagement Excellence Communication Health & Wellness Technology Outcome 1 Outcome 1 Outcome 1 Outcome 1 Outcome 1 Restore Public Trust Reduce Violent Improve Case Enhance Integrity and Enhance Employee and Confidence Crime Management Reliability of ICT Support Services Outcome 2 Outcome 2 Outcome 2 Outcome 2 Outcome 2 Strengthen Enhance Road Safety Develop Effective Improve Efficiency of Improve Compliance Community Physical and Financial Data Collection with OSH Act Engagement Resource Management Systems Outcome 3 Outcome 3 Outcome 3 Outcome 3 Outcome 3 Build Effective Increase Safety in Improve Staff Training Improve Use of Enhance Self-Image Community Public Places and Education Technology to Enhance of Officers Partnerships Operational Efficiency Outcome 4 Outcome 4 Increase Focus on Develop Management, Crime Prevention Supervision and Leadership Skills Outcome 5 Outcome 5 Improve Crime Improve Manpower Detection Deployment and Utilization 4 2.0 TTPS IN CONTEXT WHERE ARE WE NOW? Human Resource Distribution The Table below outlines the approximate distribution of human resources (active only) by employee type as at June 2023. Table 1: TTPS Human Resource distribution (actual strength) Employee Type Male Female Grand Total Regular Officer 4,568 1,874 6,442 SRP 2,196 1,135 3,331 Civilian 353 689 1,042 Grand Total 7,117 3,698 10,815 Source: HR Branch and Civilian HR Management Unit The Organizational structure, as reflected in the Strategic Plan 2022-2024 is at Figure 2 below. Figure 2: TTPS New Organizational Structure ACP Finance Branch Administration Firearms Section Human Resource Department (HR Branch, SRP Branch) DCP Administration & Support Police Band Commissioner of Police Police Health Facility Police Academy Social Work Unit ACP Specialized Community Oriented Policing Section Support Mounted and Canine Branch Traffic and Highway Patrol Branch Transport Branch Civilian Heads Administration Unit Human Resource Management Unit Information and Communication Technology (IT & Telecom) Planning, Research and Project Implementation Unit Provost 5  ACP Central Crime and Problem Analysis Branch Intelligence Cyber and Social Media Unit Bureau Interpol DCP Intelligence & Investigations Special Investigations Unit (TOCU, HTU & SIU Task Force) ACP Criminal Court and Process Branch Division Criminal Investigations Department/Criminal Records Office (CID/ Commissioner of Police CRO, Immigration, SVS, AKU, MATF, Case Management Special Investigations) Homicide Bureau of Investigations (Homicide, SERU, Cold Case Unit & Justice Protection) Professional Standards Department (PSB & Complaints) Special Victims Department (GBVU, SOU & CPU) Victim and Witness Support Unit ACP White Anti-Corruption Investigation Bureau Collar Crime Financial Investigation Branch Fraud Squad Special Branch Research Analytical Unit ACP Special Branch Multi Option Police Section Terrorism Interdiction Unit ACP North West Port of Spain Division Western Division ACP North East Northern Division Commissioner of Police North Eastern Division ACP South Central Division DCP Operations Southern Division South Western Division ACP Tobago & Eastern Division Eastern Tobago Division ACP Tactical Coastal and Air Support Unit Support Emergency Response Patrols Guard and Emergency Branch Inter-Agency Task Force (including National Operations Task Force) TTPS Operations Command Centre Corporate Communications Unit Commissioner of Head EMS Executive Management Services Secretariat Monitoring, Evaluation and Compliance Unit Police Commissioner’s Office Legal Unit Finance and Accounts Unit Internal Audit Unit 6 Financial Position According to the latest edition January 2024 of the World Bank’s Global Economic Report, world growth is forecasted to slow to 2.4 percent in 2024 for the third consecutive year. This is largely as the world economy navigates a slew of economic challenges comprising high inflation, effects of restrictive monetary conditions, elevated debt costs and deepening geopolitical fragmentation and conflict. The economic outlook for Latin America and the Caribbean remains ‘challenging’ with GDP growth expected to slow from 2.2% in 2023 to 1.6% in 2024 as stated in the United Nations Department of Economic and Social Affairs World Economic Situation and Prospects 2024 report. Domestically, based on actual data from the Central Statistical Office at the end of the first quarter of 2023, real economic activity expanded by 3% largely on account of marginal growth of 0.3 % in the Energy Sector and a sharper 4.2 % expansion in the Non Energy Sector. According to the Economic Intelligence Country Report for Trinidad and Tobago, the growth outlook in 2024 remains positive as the economy continues to make up grounds after five years of contraction over the period 2016 -2021. Based on their predictions, Real GDP is estimated to grow by 2.4% in 2024 from an estimated 2.7% in 2023. However, the waning domestic oil and gas production in the global economy, will limit the outlook in the medium term with GDP growth moderating to 1.8 % in 2025-2028. In this context, the TTPS must continue to exercise prudent financial management and direct execution of its operations to focus on high priority initiatives. The budgeted provision for Fiscal Year 2024 has increased from $2.37B in Fiscal 2023 to $2.94B for the current fiscal year (see Figure 3). Figure 3: Ministry of Finance Estimates of Recurrent Expenditure FY 2021-2024 Budget Provisions Recurrent Expenditure $3,500,000,000 $3,000,000,000 $2,937,923,200 $2,500,000,000 $2,393,727,000 $2,370,017,000 $2,000,000,000 $2,181,119,921 $1,500,000,000 $1,000,000,000 $500,000,000 $0 FY 2021 FY 2022 FY 2023 FY 2024 7 RESULTS BASED MANAGEMENT AND MONITORING The Performance Targets for each strategic priority area as highlighted hereunder, are the results expected through implementation of the related core strategies and action items. The Performance Targets therefore represent outcome level results and are subsequently broken down into action items that create the foundation for success to be achieved. Due to the interconnected nature of the strategies being pursued, Performance Targets are in many cases connected to several action items. For tracking and reporting purposes (to avoid duplication) each target will be directly pinned to one primary outcome only. Priority action items for 2024 are highlighted in this document, it therefore addresses action items that arose in the 2022-2024 Strategic Plan which will be the focus for Year 3 of the Strategic Planning period. SUMMARY OF PERFORMANCE METRICS FOR 2024 Community Public Safety Operational ICT Occupational Engagement Excellence Health & Wellness 6 18 9 6 5 Performance Performance Performance Performance Performance Targets Targets Targets Targets Targets 18 25 20 13 15 Action Items Action Items Action Items Action Items Action Items with 27 with 30 with 26 with 16 with 17 Targets Targets Targets Targets Targets 8 3.0 STRATEGIC PRIORITY #1 Community Engagement COMMUNITY ENGAGEMENT - OUTCOMES AND ACTIONS WITH TARGETS Table 2: Key Performance Indicators for 2024 under Community Partnerships Outcomes Performance Target1 Restore Public Trust and Confidence 1.1 60% of customers satisfied with service received at police stations (in station survey) 1.2 10% Reduction in public complaints against Police misconduct 1.3 60% of survey respondents state that they trust police officers to follow up on reports made Strengthen Community Engagement 1.4 33% of articles about the TTPS in the major newspapers are positive 1.5 7 PYC projects incorporating recognized skills-based training implemented satisfactorily Build Effective Community Partnerships 1.6 2 Partnership projects with external stakeholders (public, private and NGO stakeholders) assessed as successfully meeting objectives set 1 All targets are to be read as minimums 9 Table 3: Community Partnerships - Priority Action Items for each Outcome No. Action Item Executive Functional Timeline Target Responsibility Responsibility 1.1 Restore Public Trust & Confidence 1.1.1 Increase police visibility and interaction DCP Operations Regional ACPs Jun & Dec 10% increase in patrols in 20 top SRC 2024 hot spot stations 1.1.2A Institute mandatory use of body worn COP & DCP ACP Tactical Support Jun 2024 Revise and publish new BWC D.O. cameras Operations 1.1.2B ACP Tactical Jun 2024 Increase number of cameras in active Support/ Regional use by 20% (based on system ACPs generated minutes in use data) 1.1.3 Introduction of peer mediation to COP & DCP Intel & Provost/ EMSS Dec 2024 Train twenty (20) staff in peer address minor issues/ complaints Investigations mediation within the organization 1.1.4A Ensure compliance with customer DCP ACP Specialized Dec 2024 Train at least 100 officers in each service policy Administration & Support geographical division in customer Support service/care 1.1.4B Regional ACPs Dec 2024 All frontline police officers to complete refresher customer service training via online course annually 1.1.5A Increase in referrals to the VWSU to DCP Intel & Regional ACPs/ Head Dec 2024 Increase referrals to VWSU by 15% provide follow-up on reports of serious Investigations SSS (VWSU) crime against the person 1.1.5B HRMU/ Head SSS Dec 2024 Increase staffing of VWSU by 10 (VWSU) Victim Support Officers 1.1.6A Establish process for customer DCP Operations EMSS Jun 2024 & Online and hard copy mechanism for feedback at police stations Dec 2024 customer feedback instituted at 40 police stations by June 2024 and 70 total by end 2024 1.1.6B EMSS Dec 2024 Face to face mechanism for customer feedback initiated in 5 pilot stations 10 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 1.1.6C Head PR&PI Unit Dec 2024 Mystery Customer initiative implemented at Grade A stations annually 1.1.7 Improve the Appearance and DCP Operations ACP Administration/ Jun 2024 100% of police officers must be Interaction of officers in the Reception Regional ACPs dressed in police uniform (Patrol Area Order 3) in the reception area as of 1st March 2024 1.1.8A Implement strategy for positive public DCP Head Corp Comm Jun 2024 Submit at least one positive article on relations Administration & behalf of the TTPS to the major Support newspapers each week 1.1.8B Head Corp Comm Sep 2024 Establish social media ambassadors to drive positive TTPS related social media content 1.1.9 Assign a Customer Service DCP ACP Specialized Sep 2024 All high traffic stations (Grade A) are Representative (CSR) at high traffic Administration & Support assigned a CSR stations Support 1.2 Strengthen Community Engagement 1.2.1 Establish guidelines for the operations DCP Operations EMSS April 2024 Publish a D.O. with guidelines for the of Station Councils operations of Station Councils 1.2.2A Increase community walkabouts within DCP Operations Regional ACPs Jun 2024 Conduct one community walkabout each station district per month in each station district 1.2.2B Develop an appropriate standard for DCP Operations Regional ACPs Dec 2024 SOP including standards for engaging the community during engagement developed community walkabouts 1.2.3 Expansion of Community Justice Clinics DCP ACP Specialized Dec 2024 Conduct 5 additional Community Administration & Support Justice Clinics Support 11 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 1.2.4 Conduct Town meetings across all 10 DCP Operations Regional ACPs Dec 2024 Host 6 town meetings per year in geographical divisions each of the 10 geographical divisions 1.2.5A Identify and establish youth DCP Operations EMSS Jun 2024 2 PYC Leadership training workshops development interventions provided by implemented 1.2.5B COPS and Hearts & Minds Initiative ACP Specialized Jun & Dec 5 Category A PYC projects approved Support 2024 and commenced in each 6 month period 1.2.6 Collaborate with key stakeholders to COP EMSS Jun 2024 3 community outreach events held host community outreach events to increase citizens sense of personal safety and social responsibility 1.3 Build Effective Community Partnerships 1.3.1 Expand the relationship with public, DCP Regional ACPs Dec 2024 50% of all station districts have a private, FBO and NGO stakeholders Administration & Station Council meeting at least once through station councils Support per quarter 1.3.2 Foster relationships with Community COP & DCP Regional ACPs Dec 2024 Facilitate three (3) special meetings stakeholders to build and share crime Operations to engage the public on crime prevention strategies prevention strategies 1.3.3A Ensure station registers relevant to DCP Regional ACPs/ Chair Sep 2024 Update SO 52 to expand scope of community situational analysis are Administration & SO Committee station information file kept current Support 1.3.3B Regional ACPs/ Chair Sep 2024 Update SO 13 to incorporate SO Committee verification of regular updates (on station information file) into monthly inspections 12 4.0 STRATEGIC PRIORITY #2 Public Safety PUBLIC SAFETY - OUTCOMES AND ACTIONS WITH TARGETS Table 4: Key Performance Indicators for 2024 under Public Safety Outcomes Performance Target Reduce Violent Crime 2.1 10% decrease in murders 2.2 15% decrease in reported violent crimes 2.3 40 priority offenders prosecuted Enhance Road Safety 2.4 5% decrease in Fatal RTAs 2.5 5% decrease in RTAs in 15 top stations Increase Safety in Public Places 2.6 Average response time of 10 minutes to ERP calls 2.7 15% decrease in reported serious crimes 2.8 10% decrease in reported minor crimes 2.9 10% decrease in SRCs & MCs in key public places2 Increase Focus on Crime Prevention 2.10 15 persons participating consistently in crime prevention project for rehabilitation and reducing recidivism for 6 months 2.11 9 CPTED projects successfully completed 2 Place with Location Type defined as ‘Public’ on General Occurrence (R1) Incident Report Forms 13 Outcomes Performance Target 2.12 20 persons (age 12-25) participating consistently in mentorship initiative for 6 months 2.13 10% decrease in larceny motor vehicles Improve Crime Detection 2.14 10% Increase in cases solved utilizing DNA, Fingerprint or Ballistics evidence 2.15 20% detection rate for murders 2.16 25% detection rate for violent crime 2.17 35% detection rate for serious crime 2.18 5% Increase in the detection rate of white-collar crime 14 Table 5: Public Safety - Priority Action Items for each Outcome No. Action Item Executive Functional Timeline Target Responsibility Responsibility 2.1 Reduce Violent Crime 2.1.1A Dismantle criminal gangs DCP Intel & ACP CIB Jun & Dec Identify and target priority offenders Investigations 2024 quarterly in each division based on extensive data mining 2.1.1B ACP CIB Jun & Dec 15 prosecutions under the Anti-Gang 2024 Act per 6 month period 2.1.2A Expand the services provided by the DCP Intel & ACP Criminal Jun 2024 Engage at least 2 NGOs to provide Special Victims Department by Investigations Division support services to special victims increasing awareness and establishing 2.1.2B ACP Criminal Jun 2024 2 media appearances to increase strategic partnerships with NGOs Division/ Head Corp public awareness of SVD services Comm 2.1.3 Develop and implement an organized DCP Intel & Provost/ ACP CIB Dec 2024 Train fifty (50) officers in the area of crime strategy based on harmonized Investigations gang investigations and gang intelligence and target gangs, white intelligence collar and other serious crimes 2.1.4 Expand training in Money Laundering, DCP Administration Provost/ ACP WCC Dec 2024 Conduct four (4) training Countering the Financing of Terrorism & Support programmes targeting while collar and Human Trafficking DCP Intel & officers, Sgts and other officers Investigations 2.1.5 Expand capacity of the Terrorism DCP Intel & Provost/ ACP Dec 2024 Conduct 1 Training programme Interdiction Unit Investigations Special Branch specifically for TIU 2.2 Enhance Road Safety 2.2.1 Increase directed patrols in areas prone DCP Administration Regional ACPs Dec 2024 10% increase in static and mobile to Fatal and Serious RTAs & Support patrols in the top ten (10) Station DCP Operations Districts identified as accident hot spots 15 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 2.2.2 Increase use of media to sensitize the DCP Administration Head Corp Comm/ Dec 2024 Execute five (5) new road safety public on road safety practices & Support Road Safety campaigns via traditional and social Coordinator media 2.2.3A Increase capacity to enforce Traffic DCP Administration Head ICT Jun 2024 Procure and distribute 50 additional Breaches & Support electronic ticketing devices 2.2.3B Head ICT/ Road Mar 2024 Operationalize 100 electronic Safety Coordinator ticketing devices (previously procured) 2.2.3C Head ICT Dec 2024 Procure and distribute 7 additional Speed Guns 2.3 Increase Safety in Public Places 2.3.1 Partner with public sector stakeholders DCP Administration Regional ACPs/ ACP Jun 2024 Projects implemented in ten (10) to implement location-based crime & Support Specialized Support ‘public places’ identified as crime hot prevention interventions DCP Operations spots 2.3.2 Eradication of drug blocks in Divisions DCP Intel & ACP CIB Dec 2024 Eradicate 20 drug blocks through concentrated intelligence Investigations driven action 2.3.3 Equip all Divisional Operating Centres DCP Operations Regional ACPs/ Dec 2024 Equip all 9 DOCs with CCTV cameras, to monitor operations in real time Head ICT GPS tracking of patrols and access to Versadex 2.4 Increase Focus on Crime Prevention 2.4.1 Facilitate CPTED projects led by the DCP Operations Regional ACPs Dec 2024 1 project implemented in each Station Council in each Division Division 2.4.2 Partner with NGOs and other DCP Intel & ACP Criminal Jun 2024 Establish at least 1 NGO partnership stakeholders towards rehabilitation and Investigations Division/ ACP reducing recidivism Tactical Support 16 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 2.4.3 Embark on a National Firearm Retrieval DCP Intel & Regional ACPs/ ACP Dec 2024 15% increase in seizure of illegal Programme in partnership with other Investigations Tactical Support Firearms stakeholders 2.4.4A Fully operationalize the Deployment DCP Intel & ACP CIB Jun 2024 Commence deployment with geo- Policy which utilizes CAPA data to map Investigations fenced zones established and patrol patrol zones and beats; and GPS data DCP Operations time per zone generated via GPS in on Patrols within these geo-fenced vehicles 2.4.4B zones to better monitor and co- Regional ACPs/ ACP Jun & Dec Patrol time in hot spots to be ordinate crime fighting efforts Tactical Support 2024 increased by 10% compared to the previous 6 months 2.4.5 Train officers in crime prevention DCP Administration Provost Jun 2024 Train 50 Officers in crime prevention theories, strategies and best practices & Support theories, strategies and best practices 2.4.6 Expand Mentorship Programmes at DCP Administration ACP Specialized Dec 2024 Formalize and expand mentorship Mounted & Canine Branch and & Support Support programmes Community Oriented Policing Section 2.5 Improve Crime Detection 2.5.1 Enhance investigative skills for DCP Intel & ACP WCC/ Provost Dec 2024 Train 50 officers in investigation of detection of white-collar crime Investigations white-collar crime 2.5.2 Upgrade and expand specialist training DCP Intel & Provost/ ACP Dec 2024 Train 50 officers in specialist skills in for crime detection and prosecution in Investigations Admin skills such as DNA, Fingerprint and skills including DNA, Fingerprint and Ballistics analysis Ballistics analysis 2.5.3 Expand use of CMS in Crime Detection DCP Intel & ACP Criminal Jun 2024 100 photos uploaded to database by populating the Mugshot Database to Investigations Division/ Head ICT facilitate photo ID 17 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 2.5.4 Enhance awareness of underutilized DCP Intel & Legal Unit/ ACP Sep 2024 Conduct 3 awareness sessions on legislative provisions to solve crimes Investigations Criminal Division legislation such as IOCA, amended Sexual Offences Act, Administration of Justice Act and Trespass Act 2.5.5 Increase capacity for Cyber Crime DCP Intel & ACP CIB/ Director Sep 2024 Recruit 20 additional staff for cyber- investigation Investigations HRMU crime unit (2 cyber-crime specialists to be assigned to each Division) 2.5.6 Establish robust system for tracking of DCP Intel & ACP WCC Dec 2024 Centralized system operationalized, WCC case outcomes Investigations tracking all WCC detections, convictions and confiscations/ forfeitures on a monthly basis 2.5.7 Training in forensic artistry DCP Intel & Provost/ ACP Sep 2024 2 persons trained in Forensic artistry Investigations Criminal Division 2.5.8 Expand physical facilities to conduct DCP Administration Head PR&PI Unit Dec 2024 Facilities upgraded as required to virtual and physical ID Parades & Support ensure at least two stations per Division are fully able to accommodate virtual and physical ID parades 18 5.0 STRATEGIC PRIORITY #3 Operational Excellence OPERATIONAL EXCELLENCE - OUTCOMES AND ACTIONS WITH TARGETS Table 6: Key Performance Indicators for 2024 under Operational Excellence Outcomes Performance Target Improve Case Management 3.1 Reduce non-attendance of complainants by 10% 3.2 5% increase in warrants executed as a % of Issued + Executable Outstanding 3.3 5% increase in cases determined as a % of cases listed Develop Effective Physical and Financial Resource 3.4 10% reduction in expenditure on rental of vehicles Management Improve Staff Training and Education 3.5 Specified learning outcomes are met for 85% of all training participants Develop Management, Supervision and Leadership 3.6 5% decrease in days absent due to sick leave across Divisions, Branches and Sections Capabilities 3.7 5% increase in employee satisfaction with strategic leadership Improve Manpower Capacity, Deployment and 3.8 5% increase in employee satisfaction with internal services Utilization 3.9 Increase in actual strength via recruitment of 1,000 officers 19 Table 7: Operational Excellence - Priority Action Items for each Outcome No. Action Item Executive Functional Timeline Target Responsibility Responsibility 3.1 Improve Case Management 3.1.1 Review role and scope of supervisors to DCP ACP Admin/ Jun 2024 Complete review of job descriptions of effectively manage initial reporting and Administration & Director HRMU supervisors (all levels) investigation processes Support ACP Admin Sep 2024 Amend D.O. to update job descriptions 3.1.2 Continue training for selected police DCP Provost/ EMSS Jun 2024 & Train 100 shift/station supervisors ( officers to effectively manage initial Administration & Dec 2024 Corporals and Sergeants) every 6 reporting and investigation processes Support months (ingredients to a crime, feedback etc). 3.1.3A Reinforce policies and procedures to DCP Operations ACP Criminal Jun 2024 Sensitize Court Prosecutors, Recorders ensure court attendance of all police Division and Court and Process Personnel on complainants proper recording and accounting for Officers’ non-attendance in court 3.1.3B Regional ACPs Jun 2024 & Ensure action is taken in at least 75% of Dec 2024 all cases where matters are dismissed due to non-appearance of officers in court 3.1.3C Regional ACPs Dec 2024 Enforce disciplinary action in at least 80% of all cases where required timelines for notices being served are not met 3.1.3D ACP Criminal Dec 2024 Ensure all cases are entered on court Division case database (link to Judiciary) 3.1.4A Develop policy for recruitment and DCP Intel & Legal Unit/ ACP Jun 2024 Amend Legal Officers’ D.O. 80 of 2019 to training for Court Prosecutors Investigations Criminal establish selection criteria Division 20 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 3.1.4B Provost/ ACP Sep 2024 Recruit and train 1 additional Court Criminal Prosecutor per Court Division 3.1.5 Expand role and functions of Case DCP Intel & ACP Criminal Jun 2024 Amend D.O. to expand the role and Management Centres Investigations Division function of Case Management Centres (including 24 hour access to Case Management officers in each Division) 3.1.6 Develop IT Court Reminder Alert System DCP Intel & ACP Criminal Dec 2024 Enable a system of phone and email Investigations Division alerts to remind officers of court dates 3.1.7 Determine status of Warrants DCP Intel & Regional ACPs/ Jun 2024 Audit outstanding warrants to Outstanding Investigations ACP Criminal determine numbers executable and Division non-executable 3.2 Develop Effective Physical and Financial Resource Management 3.2.1 Introduce a computerized Inventory DCP Head Dec 2024 Design an electronic database for all Management System Administration & Administration/ inventory procured/ used/ destroyed Support Head ICT 3.2.3 Review and Revise Fleet Management COP & Head Sep 2024 Revise Fleet Management Policy (to Policy DCP Administration include accountability of police officers Administration & in the use of vehicles, fleet card Support procedures and vehicle maintenance protocols) 3.2.5 Ensure GPS tracking of TTPS vehicles in DCP Operations ACP CIB/ ACP Dec 2024 All daily OCC patrol data to include geo- accordance with patrol policy Tactical fenced zones Support 3.2.6 Timely completion of all RTA DCP Operations Regional ACPs Jun 2024 70% of RTA investigations (involving investigations involving police vehicles police vehicles) completed in accordance with the S.O. 3.3 Improve Staff Training and Education 21 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 3.3.1 Conduct detective development training DCP Provost Dec 2024 Train 100 officers Administration & Support 3.3.2A Revision of Standing Orders COP Chair SO Jun 2024 Publish twenty-five (25) revised All DCPs Committee Standing Orders 3.3.2B Chair SO Sep 2024 Publish remaining revised Standing Committee Orders 3.3.3 Publish Aide Memoire COP EMSS Jun 2024 Publish booklet outlining powers of arrest, use of force policy etc. for distribution to officers 3.4 Develop Management, Supervision and Leadership Capabilities 3.4.1 Implement Leadership Development DCP EMSS Dec 2024 Execute 3 leadership training workshops Programme Administration & for middle and upper level management Support 3.4.2 Review promotion system DCP Director HRMU Dec 2024 Promotion system reviewed and Administration & recommendations submitted to the COP Support 3.4.3 Continue to implement Police Internal COP EMSS Jun & Dec Monthly PIOC meetings held to facilitate Oversight Committee 2024 COP & DCP oversight of Operating Plan implementation 3.5 Improve Manpower Capacity Deployment and Utilization 3.5.1 Develop a skills bank with existing DCP ACP Admin Jun 2024 Complete update on Versonnel information on skills and qualifications Administration & Director HRMU Dec 2024 Conduct skills bank survey and update from officers’ personal files Support Versonnel with skills and qualifications of all employees 22 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 3.5.2 Review and Revise the Performance DCP ACP Admin/ Jun 2024 Draft proposal for revision of Management System Administration & Director HRMU Performance Management System Support submitted 3.5.3A Develop SRP Policy DCP EMSS Mar 2024 Submit Cabinet Notes with proposals for Administration & absorption, sanctioned strength and Support promotion of SRPs 3.5.3B ACP Admin/ Sep 2024 Finalize new policy for SRPs EMSS 23 6.0 STRATEGIC PRIORITY #4 Information & Communication Technology INFORMATION & COMMUNICATION TECHNOLOGY - OUTCOMES AND ACTIONS WITH TARGETS Table 8: Key Performance Indicators for 2024 under Information & Communication Technology Outcomes Performance Target Enhance Integrity and Reliability of ICT 4.1 Allocation of resources in compliance with recommendations of annual audit of critical ICT equipment (desktops, laptops, printers & scanners) 4.2 Increase in use of portal for internal HR services Improve efficiency of data collection systems 4.3 Server downtime reduced by 5% 4.4 Data for key Operational activities is centralized, standardized and accessible to Executive management Improve use of Technology to enhance Operational 4.5 60% of key FDOs, Section Heads and Unit Managers satisfied with TTPS Efficiency technological capacity for evidence-based decision making 4.6 Increased accuracy and timeliness of crime and incident reports on Versadex 24 Table 9: Information & Communication Technology - Priority Action Items for each Outcome No. Action Item Executive Functional Timeline Target Responsibility Responsibility 4.1 Enhance Integrity and Reliability of ICT 4.1.1 Develop an ICT Strategic Plan DCP Head ICT Mar 2024 ICT Strategic Plan to be completed Administration & (including a data management Support policy) 4.1.2 Develop an ICT Training Plan DCP Head ICT Mar 2024 ICT Training Plan to be completed Administration & Support 4.1.3 Establish robust redundancy and DCP Head ICT Sept 2024 Review the efficacy of current back-up systems Administration & redundancy and back-up systems Support and document risk management profile Head ICT Dec 2024 Additional back-up systems established/system modifications made as necessary 4.2 Improve efficiency of data collection systems 4.2.1 Enable centralized storing and sharing COP Head ICT/ MECU Dec 2024 Systems for centralized collection of data on the key performance DCP and storage of data for key metrics of the organization Administration & Operational activities to be Support established (phase 2) 4.2.2 Develop a Data Management Policy COP Head ICT Jun 2024 Complete Data Management Policy DCP Administration & Support 4.2.3 Operationalize the database for COP & DCP Head ICT/ ACP Sep 2024 FUL database to be fully updated tracking of FUL applications, Administration & Admin and operational approvals, fees paid and owner details Support 25 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 4.2.4 Digitize records of the HR & Finance DCP Head ICT/ ACP Dec 2024 Complete scope of work for Departments Administration & Admin digitization in HR & Finance Branch Support 4.3 Improve use of Technology to enhance Operational Efficiency 4.3.1 Digitization of the Reporting Process DCP Operations Head ICT/ ACP CIB Dec 2024 Implement Direct Entry in five (5) by Implementing service-wide Direct additional police stations to ensure Entry of Reports at least 1 per Division 4.3.2 Digitize Station Diary COP & DCP EMSS Dec 2024 Station diary to be digitized across Administration & 10 pilot stations Support 4.3.3A Install new Automated Fingerprint COP & DCP Head ICT/ ACP Sep 2024 Receive all hardware and software Identification Systems Administration & Admin for AFIS upgrade Support 4.3.3B Head ICT Dec 2024 Commence AFIS upgrade across Divisions 4.3.4 Conduct technology needs DCP Head ICT Jun 2024 Complete technology needs assessment for the TTPS Administration & assessment for Specialist Units Support 4.3.5A Harmonize intelligence on gangs, guns DCP Intel & Head ICT Jun 2024 Design repository for collecting, and drugs under the Special Investigations storing and sharing data on Gang Investigations Unit and other Criminal Activities and create specifications 4.3.5B Head ICT Dec 2024 Provide software (inclusive of I2); and 20 computers to SIU 26 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 4.3.6 Acquire technology needs required for DCP Head ICT Dec 2024 Acquire: Police Operations Administration & 6 Scanners Support 6 Metal Detectors 10 Drones 2 Davidhorn (digital video interview recording devices) 100 CCTV Cameras (for Stations) 50 Monitors (for Stations) 27 7.0 STRATEGIC PRIORITY #5 Occupational Health & Wellness OCCUPATIONAL HEALTH & WELLNESS - OUTCOMES AND ACTIONS WITH TARGETS Table 10: Key Performance Indicators for 2024 under Occupational Health & Wellness Outcomes Performance Target Enhance Employee Support Services 5.1 Facilitate a 10% increase in clients at Police Health Facilities in treatment for chronic diseases. 5.2 40% of employees are satisfied with psycho-social support services offered by TTPS Improve Compliance with OSH Act 5.3 Improved score on OSH checklist Enhance Self-Image of Officers 5.4 80% of employees feel proud to be a TTPS staff member 5.5 65% of employees satisfied with their job 28 Table 11: Occupational Health & Wellness - Priority Action Items for each Outcome No. Action Item Executive Functional Timeline Target Responsibility Responsibility 5.1 Enhance Employee Support Services 5.1.1 Conduct a service-wide health DCP Head PHF Dec 2024 Achieve at least 30% response rate survey re: chronic and lifestyle Administration & on chronic disease survey diseases Support 5.1.2 Develop and deliver Health DCP Head PHF Dec 2024 1 Workshop/ Caravan to be Promotion and Wellness Workshops Administration & delivered in each Region Support 5.1.3 Establish facilities for delivery of DCP Head PHF/ ACP Dec 2024 Operationalize South-Central Health health and wellness services in the Administration & Admin facility South Central Region Support 5.1.4A Implement Fitness and Wellness COP & DCP Head PHF Sep 2024 Implement batch 1 of physical Policy Administration & assessments in accordance with Support Fitness and Wellness Policy 5.1.4B Head PHF Dec 2024 Officers in Operational Units to undergo an enhanced physical and mental assessment annually 5.1.6 Develop and implement a medical DCP Head PHF Sep 2024 Implement policy to address critical policy to address critical care Administration & care Support 5.1.7 Conduct First Aid Training for DCP Head PHF Dec 2024 100 officers to be certified / re- officers Administration & certified Support 5.1.8 Establish Bi-Annual Health and DCP Head PHF Dec 2024 Complete screening of batch 1 Wellness Screenings for all officers Administration & covering 25% of all police officers Support 29 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 5.1.9 Introduce annual (online) mental DCP Head SSS (SWU) Dec 2024 Annual mental health surveys to be health screening Administration & administered to all police officers Support throughout the TTPS 5.1.10A Align gyms with the Police Health DCP ACP Admin Sep 2024 Establish alignment of gyms with Facility Administration & PHF to facilitate structured Support prevention and rehabilitation interventions 5.1.10B Head PHF Dec 2024 Equip and train at least 1 instructor per gym to facilitate PHF directed prevention and rehabilitation interventions 5.2 Improve compliance with OSH Act 5.2.1 Conduct sessions to sensitize DCP ACP Admin/ Provost Dec 2024 Conduct 5 sessions employees on provisions of the OSH Administration & Act Support 5.2.3A Implement monthly checks by DCP ACP Admin/ Head Jun 2024 Conduct baseline checks on TTPS Facilities Section to assess divisional Administration & PR&PI buildings 5.2.3B compliance with the OSH Act Support ACP Admin Sep 2024 Initiate quarterly checks across all TTPS buildings 5.2.4 Supply officers with PPE based on DCP ACP Admin Dec 2024 Provide Homicide, CID/CRO and established requirements Administration & each Divisional headquarters with a Support stock of standard PPE 5.2.5 Conduct Emergency Medical DCP Provost Dec 2024 10 Officers to be trained and Technician Training Administration & certified as EMTs Support 5.3 Enhance Self-Image of Officers 30 No. Action Item Executive Functional Timeline Target Responsibility Responsibility 5.3.2 Implement Reward and Recognition DCP ACP Admin Jun 2024 Commence implementation of Policy Administration & policy Support 5.3.3 Restore Police Museum COP/EMSS EMSS Jun 2024 Open Police Museum to the public 31 8.0 CONCLUSION Challenged by a high demand for policing services and constrained by limited time and resources, the Trinidad and Tobago Police Service will continue to exert its best efforts as it strives to ensure the safety and security of all persons residing within, or visiting our twin island republic. The TTPS is committed to executing its mandate and achieving the strategic objectives we have set for ourselves. Officers will work with passion and compassion to deliver on the targets we have set out in this Operational Plan 2024. We acknowledge there is still much work to be done to reverse the current trends, but we remain resolute in our determination to forge ahead with diligence and purpose, confident that we possess the capacity and capability to succeed in our endeavours. In doing so, we re-affirm our pledge to continue to Protect and Serve with the highest standard of Professionalism, Respect, integrity, Dignity and Excellence. 32 LIST OF ABBREVIATIONS ACP Assistant Commissioner of Police AKU Anti-Kidnapping Unit BWC Body Worn Camera CAPA Crime and Problem Analysis CCTV Closed Circuit Television CCU Cyber Crime Unit CID Criminal Investigation Department CMS Cogent Mugshot System COP Commissioner of Police CPTED Crime Prevention Through Environmental Design CPU Child Protection Unit CRO Criminal Records Office D.O. Departmental Order DCP Deputy Commissioner of Police DOC Divisional Operating Centre DPP Director of Public Prosecutions EMS Executive Management Services ERP Emergency Response Patrol FDO First Division Officer FUL Firearm Users License GBVU Gender Based Violence Unit GPS Global Positioning System HR Human Resource HTU Human Trafficking Unit ICT Information and Communication Technology IHRIS Integrated Human Resource Information System IOCA Interception of Communication Act IT Information Technology MATF Multi-Agency Task Force MC Minor Crime MOU Memorandum of Understanding NGO Non-Governmental Organization NOC Non-Appearance in Court NOTF National Operations Task Force OSH Occupational Safety & Health POS Port of Spain PPE Personal Protective Equipment PSB Professional Standards Bureau 33 R Form Refers to official crime reporting form RTA Road Traffic Accident SERU Special Evidence Recovery Unit SIU Special Investigations Unit SOP Standard Operating Procedures SOU Sexual Offences Unit SOW Scope of Work SRC Serious Reported Crime SRP Special Reserve Police SVD Special Victims Department SVS Stolen Vehicles Squad TIU Terrorism Interdiction Unit TOCU Transnational Organized Crime Unit VMCOTT Vehicle Management Corporation of Trinidad & Tobago VWSU Victim and Witness Support Unit 34