Tragedy at the Pumps- Part II

Details

Rawlston Pompey

Friday, 24 February 2012 02:30

By Rawlston Pompey

When a crisis occurs, whether natural, man-made or so induced, apart from established agencies and support services, members of society invariably, in collaborative spirit, respond by pooling resources as they come together in assisting in its mitigation.

Conversely, when tragedy suddenly strikes, as in the case of the “…tragic death” of a citizen, in circumstances akin to “…criminality,” public outrage has often been immediate, pronounced, and widespread. So too had been the outpouring of condemnation and sympathies to the aggrieved and/or bereaved family.

SHIFTING RESPONSIBILITY

In these situations where crimes had taken the spotlight, it was normal and expected that the responsibility for crime control to be shifted to law enforcement. That was precisely the role and function of the dedicated, devoted, committed, and loyal men and women of all law enforcement agencies. Thus, they were expected to perform their duties with the view of bringing perpetrators to justice. Additionally, theirs was the duty to restore normalcy within the community; …allaying citizen’s fears; …ensuring them peace of mind, and inducing a true sense of security. These were some of the factors that had helped to increase citizens' confidence that their protection and safety were foremost in the minds of the personnel. It was such role-play that the citizens, mindful of the behaviour of those seeking opportunities to unleash their wanton and vicious acts of violence upon the hapless and helpless.

INTOLERABLE LIMITS/FRIGHTENING PROPORTIONS

The nation had been gripped by fear, yet spoke with one voice in condemning the violence inflicted upon DOROTHY PRINCE the murdered Service station employee. While there were heightened anxieties and outpouring of empathy, these were interspersed with sincere and heartfelt well-wishes and hope for speedy recovery. They understood the unrelenting efforts of the criminal elements and they wanted decisive action in arresting the situation. However, it was apparent that such was only to the extent that the citizenry, all of whom agreed that that every member of society was overwhelmed with dissatisfaction and anguish. They were all evidently, but deeply troubled over the frequency of violent crimes that had not only been grievous or deadly, but had also reached intolerable limits and frightening proportions.

THE WAY FORWARD

In a social environment that appeared filled with “…poverty and crime; …strife, chaos and confusion; …where political animosity seemed to be dominant, there may be no easy way and no easy task for an almost jaded Law enforcement. They, like all stakeholders know that to be effective in curbing criminal activity and/or appeasing the minds of a suspicious and wary public, with the right social environment. However, conducive or not, Law enforcement was expected to lay out their “…Anti-crime strategies” in coming to grips with those who had been wreaking havoc on society, compounded by the innumerable challenges and environmental pressures that confront them.

LAW ENFORCEMENT EFFECTIVENESS

As it affects crime and violence, Law enforcement administrators know that their role and functions encompass much more than mere verbal assurance or re-assurance. For this reason, they ought to understand the cliché “…Where there is smoke, there is fire.” Hence, since their fundamental duty speaks to the “…protection of life and safeguarding property,” citizens and victims may need them to show their effectiveness through significant “…REDUCTION” in what victims, citizens, social scientists and criminologists had posited as a “…spiraling crime rate.”

RESPONSE TIME/SOLVABILITY RATE

Law enforcement may further seek to show their effectiveness in…INCREASING RESPONSE TIME” to citizen’s demand for immediate service as well as an appreciable “…INCREASE” in the solvability or detection rate. Administrators were aware that theirs was the duty in manipulating available resources effectively. Hence, even when such resources were lacking and/or unavailable, it may necessitate “…running, walking and/or soliciting citizen’s assistance” in getting to crime scenes. The public would have been discharging a “…CIVIC DUTY,” not necessarily to Law enforcement, but primarily to the safety and protection of their fellow citizens.

CRIME PREVENTION

However, their primary objectives may be the development of functional approaches to “…CRIME PREVENTION” and systematic approaches to “…CRIME DETECTION.” These aspects may also be dependent upon an effective “…INTELLIGENCE UNIT.” Thus, the more credible the information gathered through “…informal, aggrieved and/or cultivated sources,” the more success for prevention and detection. The resultant effects of this exercise- intelligence gathering may be less stress for administrators and less need for resources to be committed to detection.

REACTIVE/PROACTIVE MODE

Then there has been the vexed issue of “…INVESTIGATIONS.” All investigations shall be “…EXPEDITED,” providing information to victims and the general public as to progress. Simply put, Law enforcement, desiring to improved upon its image and performance, may consciously emerge from what the citizenry may deem as a “…REACTIVE MODE” to a “…PROACTIVE MODE.” These may also be complemented by enhanced “…professionalism, general attitudinal change, including “…approachability, tolerability, courtesy and respect” for all citizens, irrespective of affluence, indigence or influence, societal status, nationality, ethnicity, colour, class or creed.

STRATEGIC/CONTINGENCY PLANS

There may be no way forward without “…STRATEGIC” (long term) and/or “…CONTINGENCY” (short term) planning. Therefore, Law enforcement administrators may wish to remove themselves from ineffective routine and/or mundane approaches. Thus, they may also wish to carefully conceive strategies and/or contingencies as situations demand. Such may include, but not limited to (1) …Developing Anti-Crime Initiatives; …IDENTIFY crime hotspots, vulnerable areas and HIGH-RISK BUSINESSES; …INCREASE visibility at hotspots, vulnerable areas, High risk businesses including mobile visibility patrols at nights; …IMPROVE partnership with public and communities; …SENSITIZE citizens through public forums, social media, Non-governmental organizations; …PROVIDING crime briefs, protection, safety and safety tips either through pamphlets/posters and/or slide shows; …PROVIDING regular crime information through electronic/print media blotters. With these and others carefully planned and/or implemented, should there be no measure of success, then something may be assumed as radically wrong either with the planner, the executive or the administrator.

4.8 Magnitude Earthquake Shakes Antigua Antigua St. John's - An earthquake with a magnitude of 4.8 was felt in Antigua and Barbuda and the French island of Martinique Saturday night, but the... read more

FUNCTION OF THE POLICE

When one refers to “…FUNCTION” one is said to be speaking to what a person was “…appointed, employed, hired or engaged to do.” As it affects the Police, this was said to be a “…Civil force responsible for maintaining public order” [Concise Oxford Dictionary: Seventh Edition: 1982]. Within this jurisdiction the Police Act, Chapter 330, Section 3 speaks to the “…Establishment and Objects of Force.” It states, “…The Force shall be maintained under the provisions of this Act.” Sub-section (2) states “…The Force shall be primarily employed for the …prevention and detection of crime and the repression of internal disturbance.” Section 4 also provides that “…The Force shall also be employed for the defence of Antigua and Barbuda against external aggression.”

POWERS AND DUTIES

The powers and duties of the personnel may be found at Sections “22 and 23.” The former speaks to the “…Powers of arrest and the latter speaks to “…Preserving the peace and prevent and detect crimes and other infractions of the law.” As Law enforcement officers their fundamental duty is to “…serve mankind.” Such service inter alia, includes (1)…To protect LIFE and safeguard property; (2) …To protect the weak against OPPRESSION and INTIMIDATION; (3) …To protect the peaceful against VIOLENCE or DISORDER; (4) …To protect the innocent against DECEPTION; (5) and …To RESPECT the Constitutional rights of ALL men to LIBERTY, EQUALITY and JUSTICE.”

PUBLIC ACCEPTANCE

While the citizenry expects crime to be controlled, it seemed also that “…PUBLIC ACCEPTANCE” of the role and function of Law enforcement is not necessarily the number of crimes, personnel have “…DETECTED,” but more importantly, the numbers “…PREVENTED.” Equally important to the public was the way they conducted themselves, on or off duty. Thus, in the performance of their myriad functions, personnel are required to avoid conduct that may likely incur public wrath. This includes public ridicule, rejection, resentment or antagonism, misunderstanding, “…combative or confrontational.” Hence, personnel shall, at all material times display positive attitude; …enhanced their professionalism; display mutual respect, tolerance and shall perform their duties without “…fear or favour, malice or affection.” More importantly, they shall avoid that which may tarnish character, reputation and/or the image of the agency as a whole.

CODE OF ETHICS

Within Law enforcement “…CODE OF ETHICS,” the above symbolized the functional behavioral aspects. Such affect both their “…official and private life, thus, both are inextricably linked. Hence, each officer has a legal responsibility to serve the citizens in their official capacity irrespective of colour, class, creed, ethnicity and/or nationality. Consequent upon their unenviable role and functions, the personnel were almost always under public scrutiny. Infrequently some errant officers may run afoul of the law. Such deviation is not necessarily the culture of the agency and may plunge the agency into disrepute and other personnel to be subjected to public scorn, ridicule and suspicion even when their thoughts may have been pure and intentions noble. In such case there may have been irreparable harm to their relations with the public and the citizens as a whole.

BEHAVIORAL TRAITS

The display of certain behavioral traits was also said to be very critical to the level of support, cooperation and respect personnel can expect to be accorded to them by the citizens. Hence, an officer, like others holding public office, is required to keep his private life “…unsullied as an example to all; …maintaining courageous calm in the face of danger, scorn or public ridicule. They must, “…develop self-restraint and self-respect; …be constantly mindful of the welfare of others; …be honest in thought and deed in both and official life.”

CONFIDENTIALITY

It was instructive to note that entrenched within the CODE OF ETHICS was “…Be exemplary in OBEYING the laws of the land and the regulations of his department; …whatever he SEES or HEARS of a CONFIDENTIAL NATURE or that which is CONFIDED in him in his OFFICIAL CAPACITY, must be kept SECRET unless revelation is necessary in the performance of his duty.” This is infrequently sanctioned by the Courts if it satisfies the proper administration of justice. The Courts, nonetheless, are ever mindful of the need to protect the right of “…Privileged Information.”

ATTITUDE AND BEHAVIOUR

Thus, in order to restore some semblance of damage control, their behaviour shall be reflected in their attitude, equally as much in the execution of duties. Such also shall be reflected in their impartiality, efficiency and effectiveness. They shall also demonstrate conduct consistent with good discipline. Hence, they ought to be cheerful and obliging and exercising sound judgment if they were to be regarded as men and women of integrity and respect. These have been known to have been of critical importance to their individual and collective success and that of their respective agencies.

See related stories:

Tragedy at the Pumps- Part I

• < Prev
• Next >