US embassy cable - 05KINGSTON772

UNCLAS SECTION 01 OF 02 KINGSTON 000772 
 
SIPDIS 
 
DEPT FOR WHA/PPC 
ALSO FOR INL/LP/CAR AND WHA/CAR 
 
E.O. 12958: N/A 
TAGS: SNAR, KCRM, JM, corruption, human rights 
SUBJECT: REQUEST FOR FY- 2005 ECONOMIC SUPPORT FUNDING 
(ESF) FOR LAW ENFORCEMENT ACTIVITIES - JAMAICA 
 
1. Background 
 
In 2003, the U.S. Government provided Economic Support Funds 
to assist Jamaica in building a more professional police 
force.  A Law Enforcement Development Advisor position 
(LEDA) was established within the Jamaica Constabulary Force 
(JCF) to implement recommendations from the Police Executive 
Research Forum (PERF) and to advise the JCF Commissioner on 
management and other matters affecting the operations and 
performance of the Force.  Working directly with the JCF 
Commissioner, the LEDA is advising on how to restructure and 
reform the police and establishing a system of 
accountability and transparency, including stronger internal 
affairs and personnel practices.  Part of the task included 
the implementation of the PERF recommendations.  Of the 83 
original recommendations, progress has been made on 40, with 
18 additional built into the proposed regionalization and 
restructuring plan.  8 of the recommendations will not be 
accomplished until funding issues are resolved and the final 
17 are beyond the capability of JCF to influence as they may 
require changes in current laws or new legislation. 
 
The LEDA is attempting to assist the GOJ create a police 
force that is proactive, productive and welcomed throughout 
Jamaica.  The LEDA proposed the creation of a Professional 
Standards Branch reporting directly to the Commissioner 
charged with addressing the serious issue of corruption 
within the JCF.  This unit is nearly developed and is 
projected to become operational in March 2005.  The vetting 
of all JCF units working directly with US components and 
those assigned to highly sensitive areas has been proposed 
and is presently being processed.    In 2004, based on 
recommendations from the LEDA, the JCF implemented a new 
policy on officers' use of deadly force, Published copies of 
the new Human Rights and Use of Force Policy have been 
distributed to every member of the JCF and training on the 
new policy continues as a priority.  In addition, middle and 
upper management officers were introduced to Operational 
Planning Training that required extensive planning and 
supervisory approval prior to the execution of police 
operations.  Further management skills training was provided 
in the areas of accountability, expectations, and effective 
management of resources. 
 
The LEDA's management assessment of the JCF revealed the 
need for significant restructuring and the application of 
new management practices designed for accountability, 
effectiveness and efficiency.  This was packaged into a 
regionalization and restructuring plan in October 2003, with 
the active participation and endorsement of the police 
commissioner.   However, the project was subsequently 
assigned to the JCF Corporate Strategy Coordination Unit and 
has since stalled.  Despite support from the government's 
highest officials the project has moved slowly. 
 
A significant component of the restructuring included a 
mentoring program for which ESF funds were provided in FY- 
04.  The mentoring project was designed to provide Jamaica 
Constabulary Force management personnel with mentors from 
active management positions abroad to assist in the 
development of staff officer/management skills required to 
support the implementation of the modernization and reform 
strategy.  It was hoped this would commence the summer of 
2005, but the timetable has been pushed back partly due to 
the change in administration.  The Post is optimistic the 
restructuring and regionalization plan will take shape 
during 2005 and the mentor program will support the project. 
Mentors will participate in a comprehensive orientation 
program designed to prepare them to interact effectively 
with JCF counterparts for the delivery of consistent 
coaching and counseling in such areas as time-management, 
delegation of authority, project management, accountability, 
meeting management and general professional skills. 
 
2. FY-2005 Program Request 
 
In pursuing the Law Enforcement Development project, the 
LEDA identified a need for additional mentors for each of 
the regions (4) and the JCF Headquarters (1).  In addition, 
a necessary component of this phase of the project will be 
contract funds for remuneration of a portion of the mentors 
who will be coming from a pool of recently retired police 
managers (10).  One final adjustment would include one 
additional week for travel and relocation for the mentors so 
as to not diminish the actual time in mentorship.  This will 
be the focus of the extension of the LEDA program, plus 
significant management training workshops facilitated by the 
LEDA at the express request of the new commissioner of 
police.  All of the management training and the mentoring 
will emphasize accountability, professional standards, anti- 
corruption and resource management. 
 
3. Resources Requested 
Initial Orientation              $11,875 
Mentorship Phase                 $79,125 
Remuneration                     $75,000 
Follow-up Phase                  $6,600 
TOTAL PROJECT COST               $172,600 
 
4. Justification 
 
The U.S. strategy continues to be focused on fighting 
corruption, improving community-police relations, and 
building capacity within the security forces.  The USG has 
already made a significant investment in the restructuring 
of the JCF through INL assistance to the National 
Intelligence Bureau (NIB) and the Narcotics Division.  This 
program reaches the remainder of the JCF from which 
personnel are assigned to the specialty units making them 
more valuable contributors to the overall USG efforts. The 
new JCF Commissioner has relied on the advice and counsel of 
the LEDA to institute changes designed to improve the 
effectiveness of the Force.  Completion of this program 
through the addition of more mentors in key locations will 
ensure the sustainability necessary to make Jamaica's law 
enforcement community a viable partner in combating 
international crimes affecting the U.S. national interest. 
 
5. Performance Measures 
 
Once the mentoring program is completed, significant 
reduction in the countrywide crime rate should be obvious. 
Division Commanders use their direct link to U.S. law 
enforcement assistance and counsel to resolve management and 
operational situations.  The professionalism and 
dependability of the JCF is enhanced and its public image is 
significantly improved. 
 
TIGHE