50% Margibi residents benefit safe drinking water from Living Water Int’l

The provision of safe drinking water for most of the world’s population in the 21st Century has become a gripping issue for international organizations and some governments of the world, as people of developing countries like Liberia are still lacking behind in said direction.


Let’s show our solidarity with the people of Ukraine

Since last November, the people of Ukraine have been striving to define their own future.  In the process, they have become a symbol of courage and peaceful change for the whole world.


Mills Jones, a humanitarian or a politician? - from whence I see it

“The decision against Dr. Jones is not right, the intent is to stop Dr. Jones for their own selfish motive, the man is a humanitarian, for them, they don’t care, they take all the big money  eat it and forget about us the poor people.”


Community policing & neighborhood watch program

What Really Is Community Policing ?

Community policing is perhaps the most misunderstood and frequently abused theme in the Liberia National police management... In the past few years, it has become fashionable for LNP to initiate community policing, often with little notion of what that phrase means.

Indeed, all manner of organizational tinkering has been labeled community policing. But community policing is not a program.

Instead, community policing is a value system which permeates a police department, in which the primary organizational goal is working cooperatively with individual citizens, groups of citizens, and both public and private organizations to identify and resolve issues which potentially affect the livability of specific neighborhoods, areas, or the city as a whole.

Community-based police departments recognize the fact that the police cannot effectively deal with such issues alone, and must partner with others who share a mutual responsibility for resolving problems.

Community policing stresses prevention, early identification, and timely intervention to deal with issues before they become unmanageable problems. Individual officers tend to function as general-purpose practitioners who bring together both government and private resources to achieve results.

Officers are encouraged to spend considerable time and effort in developing and maintaining personal relationships with citizens, businesses, schools, religious Fand community organizations. Here are some other common features of community policing:

Beyond crime fighting a focus on livability

From my personal assessment, LNP management and line officers presently defined their role primarily in terms of crime control or law enforcement. The very term law enforcement is certainly an indication of this focus.

But policing is much more than law enforcement. Many studies have shown that dealing with crime consumes only 10-20% of the police workload. Officers in community-based police departments all over developed understand that "crook-catching" is only one part of their job, and a rather small one by comparison to the myriad of issues and problems they deal with each day.

Officers freely accept a significant role in issues that might be derisively referred to as "social work" in traditional police departments. Officers understand that resolving a problem with unruly people drinking at a public park, working to reduce truancy at a middle school, marshalling resources to improve lighting in neighborhoods without electricity, park, and removing abandoned vehicles from streets, may all be forms of valid and valuable police work, which affect the livability of a neighborhood. Rather than treating these activities as diversions from "real" police work, officers understand that this is the essence of their work.

Citizen Involvement

The police department strives to actively involve citizens in its operations, through a variety of means. Volunteers are widely used, whether college interns or retired seniors.

Citizen patrols and crime prevention initiatives are welcomed and encouraged. Area commanders meet often with members of the public to solicit input and feedback. Many internal committees include public participation.

Policy decisions typically involve opportunities for input from citizens, and the department has both formal and informal mechanisms for this purpose. Promotional boards include citizens.

The department seeks to educate the general public about police work in various ways, including publications, web sites, public-access television, town hall meetings, and citizen police academies. The department accepts and even encourages citizen review of its performance.

Geographic Responsibility

In the community policing model, the primary division of labor for the police is geographical. Officers are identifying with their area of assignment, rather than the work shift or functional division. Commanders are assigned to geographical areas and given wide latitude to deploy their personnel and resources within that area.

Individual officers adopt even smaller geographical areas and feel a sense of ownership for that area. Officers commonly know many of the people who live and work in this area, and are intimately familiar with the area's geography, businesses, schools, churches and mosques.

Officers seek out detailed information about police incidents which have occurred in their area of assignment during their off-duty time.

Long-term Assignment

Officers can expect to work in the same geographical area for many years. Officers' preferences for areas are considered in making assignments. Rotation of geographical assignments is rare. The organization values the expertise and familiarity that comes with long-term assignment to the same area.

Decentralized Decision Making

Most operational decisions are decentralized to the level of execution. Field officers are given broad discretion to manage their own uncommitted time.

Operational policies are concise, and serve as general guidelines for professional practice more than detailed rules and regulations. First line supervisors are heavily involved in decisions that are ordinarily reserved for command ranks in traditional police departments.

Participative Management

The department employs numerous methods to involve employees at all levels in decision-making. Staff meetings, committees, task forces, quality circles, and similar groups are impaneled often to address issues of internal management. Many workplace initiatives begin with ideas or concepts brought forward from line officers.

Obtaining input from frontline officers is viewed as an essential part of any policy decision. The department has comparatively few levels of rank, and rank is seldom relied upon to settle disagreements.

Supervisors view their role primarily in providing support to line officers by teaching, coaching, obtaining resources, solving problems, and "running interference."

Generalist Officers
Field officers dominate the sworn work force. Officers are expected to handle a huge variety of police incidents, and to follow through on such incidents from beginning to end.

Specialization is limited to those areas where considerable expertise is an absolute necessity. Even when specialists are used, their role is to work cooperatively with field officers, rather than assume responsibility for cases or incidents from field officers. Most specialists view their jobs as offering technical expertise and support to field personnel.

Police Leadership on Community Issues

Senior police managers are deeply involved in community affairs. They speak out frequently and freely on issues of community concern, some of which are only imaginatively related to law enforcement. Police managers are encouraged to pursue important community issues as a personal cause. Elected officials consult with police managers often.

Police representation is obligatory on committees or study groups which are set up to examine significant issues on the public agenda, and it is not uncommon for police officers to serve in leadership positions in community organizations.

Proactive Policing

The police department employs techniques to manage its workload in order to make blocks of time available for police officers to address identified problems. The police response to an emerging problem typically involves significant input and participation from outside the department.

The department routinely uses a range of tactics other than responding to individual incidents, such as: targeted saturation patrol, bicycle and foot patrol, undercover/plainclothes/decoy/surveillance operations, educational presentations, coordination of efforts with other government or human service agencies, support to volunteer efforts, initiation of legislative proposals, and so forth.

Rather than merely responding to demands for police services, the police department line officers put into operation the Problem-Oriented Policing (POP) approach: identifying emergent problems, gathering data, bringing together stakeholders, and implementing specific strategies targeting the problem.

The police response to an on-going or repetitive problem seldom involves only police resources. The police are concerned not only with high-visibility crimes, but with minor offenses which contribute to fear of crime, and negatively affect public perception of community or neighborhood safety.

Emphasis on Quality

The police define success and accomplishment primarily by the results achieved and the satisfaction of the consumer of services, rather than by strictly internal measures of the amount of work completed.

Thus, there may be decreased emphasis on common productivity measures such as clearance rate, numbers of arrests, response time, etc., and increased emphasis on outcomes.

Thoroughness and quality are clear emphases, but "doing the right thing" is as important as "doing things right." The department employs methods to assess public satisfaction with services, and both individual officers and managers think about ways to improve based on this feedback.

Recognition and Professional Development
Officers receive frequent recognition for initiative, innovation, and planning. The department systematically acknowledges problem-oriented policing projects that achieve results.

Seasoned field officers are highly valued for their skill and knowledge, and feel little pressure to compete for promotion to supervisory positions in order to advance their career.

Commendations and awards go to officers for excellent police work of all kinds, not just crime control. Officers receive the respect and admiration of their colleagues as much for their empathy, compassion, concern for quality, and responsiveness, as for their skill at criminal investigation, interrogation, and zeal in law enforcement.

What Community policing is not?

Despite the claims of some ill-informed critics, community policing is not soft on crime. Quite the contrary, it can significantly improve the ability of the police to discover criminal conduct, clear offenses, and make arrests.

Improved communication with citizens and more intimate knowledge of the geography and social milieu of the beat enhances, rather than reduces, the officers' crime-fighting capability. Moreover, though some of these may be used as specific strategies, community policing is not:
•    school resource officers
•    a grant
•    storefront police substations
•    a pilot program in a single area of town
•    foot or bicycle patrols
•    a specialized unit of neighborhood police officers
•    a citizen police academy

When an agency claims to have "implemented" community policing last week, that's a pretty good indication that it has not. Individual programs or projects that form part of this change may be implemented, but community policing is not implemented. You don't start it at the beginning of the fiscal year.

It is a process that evolves, develops, takes root and grows, until it is an integral part of the formal and informal value system of both the police and the community as a whole. It is a gradual change from a style of policing which emphasizes crime control and "crook catching," to a style of policing which emphasizes citizen interaction and participation in problem solving.

You can't tell whether community policing exists in a city on the basis of the press release, the organizational chart, or the annual report. Rather, it can best be discerned by observing the daily work of officers.

It exists when officers spend a significant amount of their available time out of their patrol cars; when officers are common sight in businesses, schools, PTA meetings, recreation centers; when most want to work the street by choice; when individual officers are often involved in community affairs-cultural events, school events, meetings of service clubs, etc., often as an expected part of their job duties.

It exists when most citizens know a few officers by name; when officers know scores of citizens in their area of assignment, and have an intimate knowledge of their area.

You can see it plainly when most officers are relaxed and warmly human-not robotic; when any discussion of a significant community issue involves the police; and when few organizations would not think of tackling a significant issue of community concern without involving the police.

The community-based police department is open-it has a well-used process for addressing citizen grievances, relates well with the news media, and cultivates positive relationships with elected officials.

With  Col. Varlee M. Keita (Retired), cell#0886595998/0777595998/email: This email address is being protected from spambots. You need JavaScript enabled to view it.    


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