Transformation Challenge

rationalizing and amalgamating the policing agencies and non statutory forces into one united Malaysian Police Service, whilst at the same time transforming the Police Service into a professional, representative, efficient and effective, impartial, transparent and accountable service which would uphold and protect the fundamental rights of all people, and which would carry out its mission in accordance with the needs of the Community

Process Facilitation
Amalgamation and RationalizationDealt with by Amalgamation Management Team Entailed: the establishment of effective administration at the national and provincial levels of policing the physical rationalization and amalgamation of the various police forces and Non Statutory Forces into one national police serviceTransformation (Change) Entailed: the fundamental reshaping of the Police for its appointed role in the new dispensationDealt

CMT role in Process Facilitation

CMT appointed to facilitate transformation of Police Creating a climate conducive to change Activating Guiding Aligning (interventions) Supporting Monitoring Ensuring alignment with vision and focus on priorities

Transformation process
Detail analysis of environment (Regulatory framework, policies of the new government, international policing models, needs & expectations, and the then state of policing) Designing future state of policing Creation of vision, mission and value statement, followed by Code of Conduct Identification of gaps / key focus areas and prioritization of focus areas Design of integrated change plan Appointment and activation of representative technical teams Each with clear Terms of Reference Monitoring / Integration and alignment by Change Management Team

Key Transformation elements within the Police

Legitimacy -CredibilityTransformation -the fundamental reshaping of the Police for its appointed role in the new dispensation Community Policing Equality Human Rights

Key Transformation Elements

Community Policing (1)
Development of new, shared vision, mission and value system (Vision driven instead of rule driven) Development of new organizational structures that facilitated decentralization and devolution of managerial autonomy and empowerment of ground level policing Establishment of management styles based on teamwork, participation and problem solving Redesign policies and practices in support of philosophy Development of a culture of participation, accountability and transparency

Key Transformation Elements

Community Policing (2)
Implementation of Community Policing, as part of the overall transformation, was spearheaded in a local level project, so as to be manageable and to harness the impetus and momentum of change in a focussed and concrete fashion The Community Policing Pilot Projectwas thus introduced at selected police stations throughout the country. The initial focus was to establish a culture of problem solving and to implement the philosophy and principles of Community Policing The project was later revised to include the enhancement of managerial capacity, and service delivery at station level. It then became the Service Delivery Improvement Programme which has since been implemented at all police stations

Key Transformation Elements

Equality (1)
Enhancing representivity Affirmative Action accelerated development, shadow posting, succession planning, mentorship, bridging programmes, learnerships etc IstProgramme-Representivity and equal opportunity Employment Equity Plan (Employment Equity Act, 55 of 1998) Fast track promotion policy A code of good practisefor people with disabilities

Key Transformation Elements

Equality (2)
Programmesto enhance representivity in specialized units such as the Special Task Force Policy on employment equity & elimination of unfair discrimination Review all policies, procedures and practises Equality in service deliveryResource Establishment ProgrammeRedistribution of resourcesBuilding / upgrading of police facilities

Key Transformation Elements

Human Rights
Human Rights training manuals and textbook Formalized in Code of Conduct and new disciplinary code Use of Force New policies on use of force, effecting of arrests, prevention of torture, treatment of persons in custody and questioning of suspects Attitude / culture change programme Military type equipment phased out pepper spray vsbatons / firearms Training reviewed (focus on practical policing, human rights, community policing, conflict resolution etc)

Key Transformation Elements

Human Rights (2)
Crowd control -fundamental transformation of internal stability unitsto Public Order Policing units -new policies based on international comparative study +Goldstone report (minimum use of force / negotiation / conflict resolution) -special code of conduct -new personnel profiles and selection and recruitment processes (all personnel underwent vetting and selection process)

Other key elements Crime Intelligence LabourRelations

Key role players within Police

Leadership / Management Change Management Team Communication / Liaison Training Division / Component
Training capacity -First focus during Transformation / Reform ? -Include representative(s) in CMT ? -International support imperative ?

Mega effort to enhance its image and restore pride in the badge FRIDAY, MARCH 23, 2012 - 14:30 by Thasha Jayamanogaran He said that the changes made would be based on five key themes bringing the best of world-class practices to the city, transforming the way police work, enhancing police presence, strengthening community engagement and volunteering, and rebuilding pride in the police badge. These themes will be translated into implementable programmes within the next three years. Hence, there is no time to waste. In fact, initiative within the force has commenced and we have identified several programm es achievable both on short and long terms, said Ismail, who added that KL currently ranks 78 out of 130 world cities and 10 ou t of 31 Asian cities in the Global Livability Index 2011. Ismail said that the police force had also identified four areas focused on achieving world-class status, including human capital, work processes, logistics and infrastructure, and community policing and public engagement. On human capital improvement, Ismail said that the force would get the right person for the right job, including hiring those without police background to assist in non-police related work. In terms of logistics and infrastructure, Ismail pointed out that the police would invest and effectively utilise assets to deliver best possible crime fighting results. On community policing and public engagement, we aim to have multi-channel communications with a wide range of stakeholders media, locals, expat community, tourists and immigrants.