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proactive intelligence-led policing : learning from indonesia

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proactive intelligence-led policing : learning from indonesia

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    1. 1 PROACTIVE “INTELLIGENCE-LED” POLICING : Learning from Indonesia ADRIANUS MELIALA University of Indonesia

    2. 2 “The approach constitutes the beginning of the most significant redefinition of police work in the past half century...”(Willson & Kelling, 1989; p. 48)

    3. 3 “We should not be fighting the crime of the twenty-first century with the tools of the nineteenth.”(Jack Straw, Home Secretary, United Kingdom, 1997)

    4. 4 The truth about proactive policing1 Traditional reactive models of policing have been outdated. Alternatives, either good or relatively good, are then required.

    5. 5 The truth about proactive policing2 The idea of “new-managerialism” and “good governance”. Policing is basically similar to any other public-related activities taken by public institutions.

    6. 6 The truth about proactive policing3 Increasing role of technology in policing and awareness toward the benefits given by information system.

    7. 7 First story: Riots occurred since 1997, Armed bank robbery increased since 1999, Bomb exploded since 2000. People criticized the role of Intelligence.

    8. 8 Second story: A member of the public reported the police about somebody who have allegedly committed fraud. The responding officer seemed confused to where he should pass the report, whether to the intelligence office or to the detective office. Surprisingly, both offices claimed as the right party to process it.

    9. 9 Third Story: The Directorate of Intelligence regularly issued reports on security profile followed by its analysis. When comparing two reports (the first made during Soeharto’s era and the second made just recently), what regarded as “threat, enemy or source of instability” are similar

    10. 10 Before intelligence community has been healed from its organizational problems, it is no point saying intelligence-led policing What problems?

    11. 11 Problem on strict division of assignments

    12. 12 Problem on policing style taken by the INP

    13. 13 Problem on the job overlapbetween Intelligence and CID

    14. 14 Problem of the past times

    15. 15 Problem of control So far, there’s a few intelligence -related legal infrastructure. Having no public access to control how intelligence people work

    16. 16 Problem of ‘militaristic’ habit Being used to practice the principles of combat intelligence, including all dirty and gross practices Strong role identification with espionage and undercover activities

    17. 17 Problem of internal culture The fearful image is still managed on purposely No accountability when producing a wrong forecast or analysis Be implicated with “wet and dry” terrain in relation to the possibility of accepting extra money

    18. 18 Recent development after the exclusion of the INP from military Restructuring intelligence directorate at Police HQ by improving its operational capability Consistently deploying resources in some conflict areas or highlighted crimes

    19. 19 It’s not enough since:1 The ‘activity approach’ is still there. Any elements within the INP would get yearly allocation based on activity as defined in traditional sense

    20. 20 It’s not enough since:2 There’s no management decision and support to let intelligence playing significant role. The detective community is still regarded the core business of the INP

    21. 21 It’s not enough since:3 Intelligence community still uses its outdated approach and working method. Enhancing capacity is compulsory.

    22. 22 End of presentation Terima kasih, sampai jumpa

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