Nigeria Police Force Official Website

NIGERIA POLICE

UPDATE ON COMMUNITY POLICING

1.         Introduction and Background

This report provides an introduction and background to Community Policing in Nigeria, followed by a summary of achievements since inauguration.  It concludes with a detailed update of recent Community Policing achievements.

 

1.1     Community Policing in Nigeria

 

The decision of the Nigeria Police to implement Community Policing was guided by the realisation that its philosophy and tenets could fulfil the requirement for improved service delivery and the need for communities to work in partnership with the police.  The ultimate goal being improved safety and security for the Nigerian people.  Community Policing was officially launched in six pilot States in 2004 (Benue, Enugu, Jigawa, Kano, Ondo and Ogun). 

In 2008, the Inspector General of Police (IGP) recognised the symbiotic relationship between his 9-way Test and the tenets and practices of NPF’s Community Policing initiatives in those pilot States.  He therefore introduced Community Policing as both the strategy and philosophy of the entire NPF, in full support of Mr President’s 7-point Agenda.    

1.2     The Strategy and Philosophy of Community Policing

 

Community Policing is a philosophy and strategy that focuses on crime and social disorder, through the delivery of police services, including traditional aspects of law enforcement, as well as crime prevention, problem solving, community engagement, and partnerships.  The Community Policing philosophy balances reactive fast responses to calls for service, with proactive problem-solving centered on the causes of crime and disorder.  It requires police and citizens to join as partners in the course of both identifying and effectively addressing these issues.

 

A fundamental requirement of Community Policing is a decentralised neighbourhood based-structure and close relations with members of the community (Neighbourhood Policing - NP).  In brief summary this requires empowered police personnel that have geographic ownership and accountability.  The IGP and his command team have recognised that Community Policing and NP enable intelligence-led targeting of the issues that matter most to communities. 

 

Intelligence-led Policing (ILP) requires the NPF to: interpret the crime and disorder environment, including potential victims/targets; ensure police partners and police staff implement appropriate action plans; and finally, guarantee that those actions have the required impact on the crime and disorder environment.

 

Therefore all references to Community Policing in this document include Neighbourhood Policing and Intelligence-led Policing.

 

Moreover, the NPF has the role of upholding the law, safeguarding justice and protecting the lives, rights, and dignity of its citizens and visitors – it cannot achieve this gargantuan task without support.  Therefore its Community Policing philosophy is also being developed to operate as a key element of a wider, multi-partners Nigeria Community Safety (CS) Strategy.

 

1.3     Partnership with the Safety and Security, Justice and Growth (SJG) Programme

 

Since NPF’s inauguration of Community Policing, it has been supported by the ‘Nigeria Safety and Security, Justice and Growth (SJG) Programme (funded by the UK’s Department for International Development – DFID).  In partnership with SJG, NPF focused its development activities on five key areas in the six pilot States: NPF service delivery, police partnerships, accountability of the NPF, empowerment of NPF personnel, and problem solving.  This development includes the appropriate involvement of Nigeria’s Informal Policing Structures (IPS - Vigilantes) in the five key areas.  In 2007, the partnership extended to twelve additional States (Lagos, FCT, Cross River, Kaduna, Anambra, Edo, Bauchi, Kogi, Oyo, Imo, Katsina and Borno) bringing the total to eighteen States.  Moreover, SJG is supportive of the IGP’s vision to implement country-wide Community Policing.    

 

2.         Achievements

2.1     Federal

The establishment of a Community Policing Office within ‘F’ Department at Headquarters and the proposed replication of that in State ‘F’ Departments, reflects the commitment of the NPF to work with, care for and protect the communities it serves.  Moreover, ‘F’ Department are currently planning restructuring and development activities to ensure the sustainability and institutionalisation of Community Policing.

2.2     State Level

‘Community Policing is making a real difference in our State, we are more proactive. We anticipate problems or conflict, then travel to speak with those who may be involved, whatever the time of day.  On each occasion the problem has not manifested’

State Commissioner of Police, Kaduna, several months after strategic management training in Jos

          All the State Commissioners of Police in the eighteen SGJ supported States have received training and workplace support in strategic management, integrated management planning and all aspects of Community Policing.  Independent monitoring visits to those States have shown a variety of workplace successes, such as improved police-community relations and active partnerships.   

2.3     Divisional Level

 

Until community policing we had to sleep with one eye open.

Now we can sleep with both eyes shut.  We pray that all of Nigeria adopts this system'.

Community member Gwagwalada, Nigeria

 

Since inception, Police Divisions have been one of the key foci of the implementation process, with massive sensitization and awareness campaigns being mounted for both police and communities by ‘F’ Department’s Community Policing Team.  Moreover, existing divisional management structures are being developed, through training programmes, to accommodate community policing principles and practices. 

The concept of Neighbourhood Policing with Dedicated Policing Teams (DPT) to manage micro-beats has been introduced and the following personnel structures have been established as primary drivers of improved service delivery:

 

                       i.       Community Policing Developers (CPD)

                      ii.       Community Safety Officers (CSOs)

                     iii.       Human Rights Officers (HROs)

                     iv.       Community Policing Officers (CPOs)

                      v.       Neighbourhood Watch Officers (NWOs)

                     vi.       Vigilante Support Officers (VSOs)

                    vii.       Divisional Intelligence Officers (DIOs)

                   viii.       Conflict Resolution Officers (CROs)

 

The majority of these structures are in the SJG supported States and in various stages of evolution.  However, independent and internal reviews have recorded good progress.

Divisional Managers are given wide discretionary powers concerning tactical and operational issues affecting their Divisions.  However, because of the traditional, hierarchical nature of micro-managing police stations, very little input is sought from subordinates and the communities they police.   To combat this, Divisional Management Teams are being trained in democratic policing principles, community policing, management and leadership techniques, delegation, performance measurement, performance management, action planning, partnerships, problem solving techniques, and accountability.  Additionally, the ‘F’ Department training teams provide support and mentoring after the training to ensure maximum transference of learning to the participant’s Division.

Extensive sensitization and awareness campaigns have been conducted for members of the public targeting: Police Community Relations Committees (PCRCs), neighbourhood watch groups, the media, national union of road transport workers, market associations, motorcycle taxi riders, parents-teachers association, community leaders and government agencies dealing with safety and security issues. 

Relationships with Informal Policing Systems (Vigilantes) have also been developed or improved in many of the Divisions, as commented on by independent observers in Gwagwalada Division.

These activities have encouraged increased collaboration and consultation between the police and communities in various aspects of service delivery and community concerns.  For example, the Enugu State Government enacted a law on neighbourhood associations and watch groups to support Community Policing and strengthen existing relationships. This led to increased numbers of neighbourhood associations and watch groups being created and old ones being rejuvenated.

2.4     Recent Achievements

          Recent and ongoing achievements include:

 

                      i.        Further development of all the original activities mentioned above.

                     ii.        Developing an NPF Integrated Management System, including an overall NPF Strategic Plan, Departmental Plans, State Plans and Divisional Action Plans.  To date, draft plans have been prepared for the NPF, ‘F’ Department, ‘E’ Department and many Divisions.

                    iii.        A review of the entire police curriculum was carried out by an ‘E’ Department Committee, facilitated by the Assistant Commissioner of Community Policing and an SJG consultant.

                   iv.        The Divisional Management Team (DMT) Course has been extended to four weeks – two Modules of two weeks each.  The DMT members are required to implement some of their learning in their Divisions between the two Modules. During the second Module, they present the successes and challenges of their implementation to their colleagues and tutors for feedback and further development.

                    v.        The Nigeria Police Integrated Intelligence Model was ratified by the IGP, who authorised pilots of Level 1 Intelligence processes (local issues) as described in vi below.

                   vi.        Intelligence-led Policing (ILP) pilots have been introduced in 35 Divisions across Lagos, FCT, Kano and Kaduna.  Divisional Intelligence Officers (DIOs) were trained in the concepts and processes of ILP and have been able to transfer that learning to their Divisions.  It is pleasing to note that some potential crises have been diverted as a result, the most recent being in Gwagwalada.   A group of cultists were meeting to plan a revenge attack; due to information the police were able to intervene and prevent the incident.

                  vii.        As described in the introduction, the Community Policing philosophy is being developed to operate as a key element of a wider, multi-partners Nigeria Community Safety (CS) Strategy.  In pursuit of this goal, Community Safety Partnerships have been introduced in two Divisions in Lagos and FCT.  The senior representatives involved – from Local Government, police, the communities and many other key agencies have made a commitment to work together in the future to gain a full understanding of the local safety issues that affect their communities and work in a partnership to resolve them.

 

3.         Key Performance Indicators

3.1     Deliverables

A number of documents and reports have been prepared by ‘F’ Departments Community Policing Office, on behalf of the IGP.  They are listed in Appendix 1.

3.2     Numbers of trained officers

          To date approximately one hundred and fifty thousand police personnel of all ranks have undergone one of the training events.

  

3.3     Sudanese Study Tour

'I am amazed by the openness between the community and the police – in Kano the Beat Patrol officers said "tell us what we are doing wrong" and the community told them bluntly and harshly!  The officers noted it all and then the group looked at ways of solving those difficulties.  The community told us this would not have happened before community policing – except with the rich – now everyone can speak to the police, even the motorcycle riders and market women.'

Lt Col Mohamed Ahmed Aldaggo, Sudanese Police Officer

From 23^rd November to 5^th December 2008, nine senior Sudanese Police Officers visited Abuja, Kaduna, Kano and Lagos to learn from the experiences of their Nigerian counterparts regarding the implementation of community policing

On their return to Sudan the officers completed reports and made presentations to their command teams and colleagues, including recommendations for Community Policing training and sensitisation, and more community focused activities such as the creation of Police Community Consultative Committees.  All of the recommendations were accepted and Community Policing training is underway.  See Appendix 2 for a list of the highlights written by the participants of the tour.

4.         What needs to be done

With the leadership of ‘F’ Department and, whenever possible, the support of its international consultants, it is recommended that working parties, chaired by the appropriate departmental heads are formed to achieve the following tasks, which focus on institutional transformation.

 

4.1     Legislate on Community Policing to legalise its status as the National Policing Philosophy and Strategy, which could be integrated into the current Police Bill.

 

4.2     Formulate a Management Command Team Transformational Leadership Action Plan with the aim of de-briefing the current concerns and fears of police managers, to ensure they work with enthusiasm, within the philosophy and organizational structures of Community Policing. 

 

4.3      Make proactive use of media relations to increase public awareness of Community Policing, through the development of a Police Media and Communications Strategy.

 

4.4      Review and evaluate the Roles and Responsibilities of each rank, to ensure their compatibility with the requirements of Community Policing.  The review should take into account the need for empowerment i.e. increased devolvement of decision- making and responsibilities.  The review should also consider the possibility of civilianizing non-policing duties.

 

4.5      Review the current administrative and operational structure of State, Area and Divisional Commands to reflect democratic policing principles and ensure they are more service oriented.

 

4.6      In line with the aforementioned NPF planning process, analyze workloads throughout policing divisions to enable human resources, financial resources and police facilities to be matched to the demand for policing services.

 

4.7      Review and evaluate patrol scheduling, deployment procedures and shift rotations to ensure their consistency with patterns of demand and the requirements of community policing.  This will also minimize ‘wastage’ of human resources by reducing the number of police staff that performs non-policing functions.

 

4.8      In line with the work of the Police Service Commission, review the current Performance Monitoring and Evaluation (M&E) Systems with a view to setting achievable performance criteria, so that future delivery of service can be effectively assessed and prioritized against the NPF planning process.

 

4.9     Review and evaluate the effectiveness of all other Human Resources Systems in relation to Community Policing, including recruitment, selection and career development.

 

4.10   Review the current transfer/posting policy in light of the tenets and practices of Community Policing particularly Neighbourhood Policing and Partnerships.

 

4.11Review and evaluate the Police Complaints Process to ensure the openness, accountability and effectiveness of systems in place.

 

4.12Review and evaluate the Case Management Systems to ensure optimum efficiency and effectiveness in the monitoring and tracking processes.

 

4.13Review and develop Police Processes, Manuals and Procedures that will guide police actions and drive service delivery.

 

4.14Review entire system of incentives and rewards to reflect the new police ethos of serving and protecting the public. A new police culture that rewards ethical behaviour and punishes corruption and abusive practices must be established. Police reform must address the institution’s entire system of incentives and rewards and must elevate integrity as the ultimate value.

 

4.14   Training Needs that have been identified to date

To develop the high standards of service delivery demanded by community policing, the following training needs have been identified from information generated on Community Policing Courses.

 

·           Firearms use and management

·           Conflict resolution and the management of public order

·           Management of the recommended intelligence model and intelligence analysis

·           Management of Community Safety

·           Management of policing standards, accountability and anti corruption

·           Crime investigation

·           Management of serious crime

·           Recruit development

·           Development of a Police Leadership Framework

·           Development of leadership and management skills (Strategic Management and Middle-level Management)

·           Management of training function

·           Financial management and budget preparation

·           Managing and developing human resources

·           Management of informal policing training

 

5.         Summary and conclusion

In adopting and applying Community Policing, the Nigeria Police is on a positive march as it strives to serve democratic and humanitarian ideals, giving the nations drive towards an enduring democratic culture.

          However, it is recognised by all those involved in Community Policing that it is part of a major democratisation and modernisation process for Nigeria, which will take years to complete.  But all the indicators are that wherever the philosophy, strategy and tenets of Community Policing have been implemented the following has occurred:

                                 i.   Service delivery improves

                                ii.   Partnership working increases due to increased trust and communication

                               iii.   Joint problem-solving activities take place

                              iv.   Officers and community members are empowered

                               v.   The police are more accountable for their actions

 

It is therefore imperative that the Ministry of Police Affairs supports this process, not simply through the provision of activities and resources but by being Champions of Community Policing.

APPENDIX 1: DELIVERABLES

DOCUMENT	STATUS
1.  Community Policing Handbook	Completed and circulated
2.  Community Safety Strategy	Draft completed – not adopted to date
3.  Community Policing Force Order	IGP approved – now with Force Orders Working Party
4.  Guide to the NPF Strategic Planning Process	Draft completed and disseminated for feedback through a variety of workshops
5,  ‘F’ Department Strategic Plan ‘Research, Planning and Development’	First draft with DIG ‘F’ for consultation
6.  ‘E’ Department Strategic Plan ‘Training and Development’	First draft was examined and disseminated at a workshop with strategic ‘E’ and ‘F’ personnel for feedback Feedback integrated and final draft produced
7.  Strategic Plans for all other HQ Departments	Not yet started – but planned for To be supported by ‘F’ Department
8.  Media and Communications Strategy	Requested by PRO at IGP conference - first draft now with PRO
9.    Nigeria Police Integrated Intelligence Strategy (NPIIS)	Document approved by IGP for the pilot process Disseminated to ‘D’ Department personnel at June 08 workshop Intelligence-led Policing (ILP) pilots for Level 1 (local intelligence) have been introduced in 35 Divisions across Lagos, FCT, Kano and Kaduna
10.    Handouts for NPIIS  training	Completed
11.  Lesson Plans for NPIIS	Completed
12.  Beat Patrol Handbook	Completed, printed and used in all Beat Patrol training events
13.  Beat Patrol Lesson Plans	Completed
14.  Divisional Management Team (DMT) Handbook	Completed and used in all DMT training
15.  All other CPMT training materials	Completed but due for review
14.  The integration of Community Policing with Rapid Response	First draft completed and discussed at workshop with CPMT and Trainers from Lagos and CPMT from Kaduna.  Used for implementation in Kaduna with Operation Yaki personnel
15.  Human Rights Policy	Early draft completed
16.  Conflict Resolution Community Handout	Completed  and used in all community training events
17.  Conflict Resolution Guidance Document	Completed  and used in all conflict resolution training events
18.  Conflict Resolution: Police Training Plan	Completed  and used in all police training events
19. New DMT 4-week Course Training Plan (2 Modules of 2 weeks)	Completed and pilot course is currently being implemented (May and June 2009)
20. Force Order on Firearms	Draft completed