It appears as if the way business in the public sector is conducted will be undergoing radical reforms

Oct 01, 2015 Letters

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Dear Editor,
The daily revelations of the Commission of Inquiry into several aspects of the public service pose questions about their likely implications for those public sector areas designated as essential services.
For one thing, it appears as if the way business is conducted will be undergoing radical reforms.
It seems to me that if annual performance appraisals, appointments and promotion based on merit are to be seriously implemented, then the whole issue of competency will have to be reexamined.
Speaking specifically to the administration of the disciplined services, it is not quite clear that performance is measured in alignment with established competency profiles for the various levels or ranks.
An initiative of the Canadian Government-funded Sector Council Program for the Police Sector Council defined a competency profile as a set of competencies determined to be “the most important for successful job performance.”
Recently, one letter writer suggested that there should be an operational analysis of our police force.
I cannot say that I disagree with that suggestion especially with respect to the development of a competency framework, or of a comprehensive and professional approach to policy and procedure management, particularly in policy formulation, review, and update. For example, deviant ranks are a source of concern for everyone.
In that regard, if the Minister of Public Security was to direct that a mechanism should be introduced to detect and prevent police misbehaviour, then the Force would be expected to revise its policies and procedures to reflect the inclusion of an early warning system in the discipline matrix.
Again, let us say that the President expresses concern at several areas of crime, the knowledge of operational planning and the existence of a strategic and operational policy will aid in the expeditious development of an appropriate operational plan thus obviating confusion and inordinate delays in addressing an urgent public safety need.
Editor, if we start at the top of the ladder and were to borrow from the Canadian model in developing our competency framework, there are several competencies the chief of police (or Commissioner) would be expected to demonstrate while he leads in the development of a vision while at the same time identifying the strategic direction and objectives for the police service.
Without elaborating on the associated acceptable behaviours and tasks aligned to each competency in the model identified, we see that the chief is required to be knowledgeable of Change Management, in that s/he facilitates the transition to new organisational processes in response to internal and external needs; Community Relations and Media Management suggesting the use of media and community events/resources effectively to create a positive public image of the police service, build strong relationships with the community, and to assist in the detection and investigation of crime; Decision making where s/he makes decisions involving varied levels of risk and ambiguity; practices Ethical Accountability where s/he takes responsibility for actions and makes decisions that are consistent with high ethical policing standards; Financial Management by applying financial management principles and tools to effectively manage the force’s resources (operating, capital, and people); Fosters relationships by seeking and building alliances with internal and external stakeholders to meet their needs and further the organisation’s objectives.
Uses an understanding of stakeholder needs, desires and critical success factors to influence priorities, initiatives and objectives and teaches others to do the same; Public accountability by adhering to the values of public service.
Understands and uses internal and external structures of authority and understanding the roles and responsibilities of external stakeholders in police operations; Public safety by promoting an intelligence-led and problem-oriented policing philosophy that emphasizes partnerships with community, intelligence gathering, and proactive problem-solving that addresses conditions that can raise issues for public safety; Strategic management through the creation of a strategic plan for the police organisation, translates strategic objectives into operational goals, and works toward their implementation.
Creates opportunities for continuous improvement through an ongoing evaluation of external environment and internal issues that hinder organisational sustainability.
The realisation of competency-oriented Police Force within a professional public service by any administration is dependent on the support of all right-thinking persons.
However, fundamental to any movement towards this goal must be the will to remove the prospects for such a legacy from hands of intransigence and out of the realm of wishful thinking.
Patrick E. Mentore

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