INTRODUCTION
 
 
 
 

In making my Policy Statement and setting out our goals for the year 2000, I am fully aware that any move forward would not have been possible without the efforts made by all members of the Royal Bahamas Police Force during 1999. 
 

Our successes in terms of reducing the growth of crime, in increasing detections, and maintaining public tranquillity will enable us this year not only to consolidate these activities, but also to aim for an improvement in the quality of life for the communities of The Bahamas. 
 

Thus, in addition to the quantitative elements of crime detection and reduction of incidents, our goals should include an increasing concentration on such qualitative aspects as reducing the fear of crime and disorder, and increasing the recovery rate of stolen property. 
 

The year 2000 is not likely to see significant increases in resources. It is, therefore, incumbent upon us all to ensure that we use existing resources to best effect. Reduced bureaucracy, increasing technology and freeing up of operational police officers by Admin Support Units and File Preparation Units will undoubtedly help. However, it is only by setting ourselves realistic and attainable objectives under the Force Management Programme and by involving all personnel in the quest to attain those objectives that we shall meet the challenges that the year 2000 will undoubtedly bring. 
 

MANAGEMENT PROGRAMME 
 

The Management Development Programme has been in operation for four (4) years, and I am satisfied that it now provides a firm basis for Force management. This will herald the start of a revised but simplified Force Management Programme which will allow greater flexibility in the subdivisions as overseen at divisional level. This fresh approach is reflected in the Force goals. Sub divisional objectives, therefore, should become a continuing part of normal day-to-day police management which will incorporate the problem-solving approach. It remains vital, however, that objective address identified problems, that specific and realistic targets are set, and that subsequently results are properly evaluated. For the first time, the Management Programme will also involve Headquarters Departments either in operational support or internal efficiency objectives. 
 

FORCE GOALS 
 

CRIME - GOAL ONE 
 

“To reduce those levels of crime which cause serious local concern, and to increase the number of persons dealt with for such crimes." 
 

Ideally, attempts should be made to reduce each and every category of crime, but finite resources make this an almost impossible task. Considerations for priority should be extended to public concern, the local volume of crime and the ability of Police action to effectively impact upon it. 
 

Detection of crime by all available means remains an important part of police strategy, but Public satisfaction will be equally served by increasing the actual number of offenders detected and by recovering more property for victims. 
 

It is essential that crime prevention and detection are seen to be problems to be tackled not by the Police alone but also by all sectors of the Community. Thus a corporate approach involving the Ministry of National Security, the Consultative Committees, Watch schemes, Public Services, Commerce and Industry, and the General Public is to be actively encouraged and supported. 
 

PUBLIC TRANQUILITY - GOAL TWO 
 

      "To reduce the number of offences affecting public tranquillity." 
 

Maintaining the peace is a primary function of policing. The definition of tranquillity naturally varies throughout the Force area. What the public will accept in one area will not be tolerated in another. Superintendents have indicated that it is their intention to impact certain occurrences highlighted by Consultative Committees as being of particular concern. Groups of youngsters congregating and engaging in rowdy behaviour causes anxiety and distress to the public, as does the non enforcement of licensing legislation which leads to drunkenness and damage, particularly when it involves underage drinking. An emergent trend in the area of criminal damage is the practice of graffiti tagging, which does much to erode the fabric of an area and causes level of fear to increase. 
 

Here, it is our duty to actively tackle such problems, and one way is to increase the presence of uniformed officers. We must also encourage the public to act positively when they witness offence in order to protect their property and preserve tranquillity in their neighbourhoods. 
 

COMMUNITY RELATIONS - GOAL THREE 
 

"To improve relations between police and the community, and between different sectors of the community.” 
 

We are only too aware of the vital importance of good relations with and within the community we serve. Such relationships need to be nurtured constantly in order to establish an understanding of each others problem, leading to a desire to work side by side in attempting to achieve common aims. The issue is broadly one of partnership, with each side seeking to provide the best support they are able to give. Strategies in this area should include open consultation wherever possible, giving the best quality of service, and presenting the image of a caring and unprejudiced Police Service, working for the community as a whole. The Police have a powerful voice in the community, and we should use this to our advantage, by seeking opportunities to act as facilitators to bring together different (and often opposing) sectors of the community in order to foster good relationships and maintain a peaceful and harmonious state. 
 

PUUBLIC SAFETY - GOAL FOUR 
 

“To improve aspects of safety in public places, particularly on the roads.” 
 

In many ways this is the most important goal, albeit one for which the public accepts a large share of responsibility. Protection of the public from danger is a primary duty of every officer and we must continue to improve upon the safety of road systems. This should come through the enforcement of traffic laws (when necessary), visible uniform presence as a deterrent to inconsiderate motoring practice, the analysis of data relating to accident locations and the monitoring/consideration/implementation of ways to reduce traffic congestion. 
 

MANAGEMENT - GOAL, FIVE 
 

"To obtain ‘value for money’ by the most effective and efficient use of all resources in pursuance of operational requirements." 
 

I have previously mentioned the finite resources available to us and the likelihood that these will not significantly improve in the short-term. Our opportunity to improve our position regarding manpower and other resources will depend very largely in our using what we have cost effectively. 
 

The Budget Seminar and Cost Centre Accounting which will take place shortly is an opportunity for Operational Police Officers at all ranks to be involved in obtaining value for money. 
 

CONCLUSION 
 

The Policy Statement is not intended to be a directive but more of a framework for individual and collective participation in future policing by each and every member of the Force. The theme underpinning our activities in the year 2000 and beyond is the quality of service we provide to the public. This, with our other key principles of a corporate approach, sensitivity of action, respect for the individual, and professionalism, will enable us all to effectively maintain, if not improve our reputation for service. 
 
 
 
 
 
 
 

Paul H. Farquharson, Q.P.M., Dip., App., CBM., (Camb.)

Commissioner of Police (Acting). 
 

January 2000