GPF’s institutional modernisation gaining momentum

Aug 24, 2013 News

As reforms with the security sector continue to move apace, the Strategic Management Department (SMD), which was established in May, has been working with the Guyana Police Force (GPF). Thus far, the SMD has undertaken several strategic change initiatives in line with its mandate of providing critical support to the Force’s institutional modernisation programme. The Force on the other hand, has already begun to see initial impacts of the change development programmes.
A release from the GPF stated that since commencing operations, the SMD has conducted several baseline projects aimed at determining the current conditions in the Force, especially regarding its comprehensive management.
Studies were conducted, including: a baseline survey, SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses, communication audit, and a force field analysis. The reports of these activities were submitted to the Force’s administration for ratification and further action.
Several presentations were made by members of the SMD to executive and middle managers of the Force on featured topics such as: understand strategic Management, middle management challenges and the importance of communicating change in an organisation.
During May, the SMD embarked on a rigorous baseline survey specifically targeting probationers (members in the Force for about three to five years). Issues regarding improved salary and physical working conditions, along with some general improvements in welfare were key revelations emanating from that baseline survey.
The SMD continued to work throughout June, July and August, drafting several strategic documents for review and further implementation by the GPF, particularly in relation to the issue of transportation. To this end, an ‘activity evaluation’ was completed which informed the formulation of a “Draft Vehicle Acquisition Strategy”.
The release stated that as the SMD continues to push ahead with its work, it anticipates the establishment and subsequent engagements with the Executive Leadership Team (ELT) for which the GPF is responsible.
Critical to moving forward with this change process is the completion and submission of action plans related to the five strategic priority areas; operational priorities, developing people, developing partnerships, and performance and infrastructure.
The SMD comprises a high-level team of 10 civilian professionals tasked with overseeing the implementation of the Force’s strategic plan.
This body is headed by Patrick Mentore and includes: Rosanne Purnwasie – Team Leader, Mona Bynoe – Strategic Planning Officer, Kenneth Bentinck – Project Coordinator, Hermanetta Andrews – Monitoring & Evaluation Coordinator, Enid Thom-Alleyne – Risk Management Officer, Richard Francois – Change Communication Officer, Trovana Azeez – Change Facilitation Officer, Shameza David – Research Officer, Ian James – Analyst.
The Security Sector is in the process of implementing a massive five-year (2013-2017) reform strategy to keep up with the changing trends of a modern society and to ensure more effective functioning of law enforcement agencies. This reform strategy was launched by Home Affairs Minister, Clement Rohee in December 2012.
Implementation of the plan which was crafted by the UK based Capita-Symonds Consultancy, will cost approximately $35M annually. It focuses on four specific, but critical areas in the Force, namely administration, succession planning, integrity/probity (professionalism) and public relations and communication. (GINA)

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GPF’s institutional modernisation gaining momentum

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