Tuesday, July 21, 2009






2006/07 – 2014/15




Said A. Mwema

Inspector General of Police

Tanzania Police Force Reforms (1)

Background of the Tanzania Police Force Reforms

– The objective of the Police Force is to provide safety for people

and property through preservation of the peace, maintenance of

law and order, prevention and detection of crime, arrest and

guarding of offenders and protection of property.

– For the past ten years (1996/7-2006/7) an average of more than

a million crimes are reported to the Police in Tanzania. Data and

information suggest that types, number, quality and intensity of

crime occurrences have been increasing over time.

Major Primary Problems, Constraints and Limitations

– They include lack of adequate Human Resources Management,

Institutional Framework, Legal and Regulatory Framework,

Management Information System and Financial Resources.

Tanzania Police Force Reforms (2)

• The Tanzania Police Reforms started as a necessity in

implementation of cluster three of MKUKUTA/MKUZA

– Specific policy strategies includes community involvement

– Human Resource Management strategy

– Crime Prevention Strategy

• Planning and preparation of current Tanzania Police Force Reform Program

– The Government initiatives in July 2006

– Tanzania Police Force mgt steer and direct process

– Appointment of Team Of Experts from within the Police Force

– Wide consultations, workshops and seminars done during the

last two years

Tanzania Police Force Reforms (3)

The Vision

– The vision is to have professional, modernized and

community centered force that supports maintenance

of public safety and security in the country.

The Mission

– The mission is to establish a more dispersed, visible,

accessible, and service-oriented Police Force, which

interacts freely and gently with its community in

protection of both the life and property of all the

people, all the time

Framework of the Tanzania Police Force Reform Program

– The Tanzania Police Force Reform Program is

composed of three major interlinked clusters of

desired outcomes namely, Community Policing,

Professionalism and Modernization

Emerging Challenges and Issues (1)

• The emerging challenges and collaborative issues; during reforms

are to:

– Organize and arrange members of the Police Force in a manner

that enables them to discharge duties assigned to the Force

effectively and efficiently;

– Create an open problem solving hierarchy throughout the Police


– Locate decision-making and problem-solving responsibilities as

close as possible to sources of information;

– Build trust among police officers,

– Help the Police management to manage according to the

present and future needs of the beneficiaries of the services of

the Police Force rather than according to past practices;

– Increase self-control and self-direction for all personnel within

the Force from the rank of Constable through Inspector General;


– Keep the Police Force close to the public.

Emerging Challenges and Issues (2)

• The strategic reform challenges and issues of cooperation and

relationship between the Force and other partners;

– Optimize generic extraneous duties for the benefit of the Force;

– Enhance linkage with other civil service departments;

– Facilitate police participation in government policy processes;

– Ensure that roles, responsibilities and relationships with other

law enforcement agencies, transparent and consistent in the

maintenance of public safety and security;

– Set clear policies of cooperation with other public safety and

security organs;

– Identify and make use of professional knowledge boundaries;

– Prepare and plan for effective implementation of peace


– Ensure optimal collaboration and best use of modern technology

Innovative approaches to addressing challenges and issues (1)

• The planning and preparation of the Tanzania Police

Force Reforms have started during financial year

2007/2008 and the Medium Term Strategic Plan 2007 –

2010 has been used as the first and basic instrument


• Log-Frameworks and the Implementation Plan of the

Reform Programme have been prepared.

• Various TPF-RP Management and Technical Committees

have been appointed. The committees will be responsible


– Coordination and Management,

– Implementation and operational efficiency, and

– Monitoring and Evaluation.

• Holding a series of capacity building training programmes

on Police Reforms for the Management and Technical


Innovative approaches to addressing challenges and issues (2)

• TPF-RP Management and Technical Committees are

challenged to;

– Prepare, refine and approve detailed and specific

Tanzania Police Force Programmes, work plans and

their relevant costs;

– Design specific strategies and Quick Win Lines of

Actions to improve working relations and linkages

with all collaborating institutions.

– Lobby for political and national leadership support.

– Solicit for financial funds from various sources, locally

and internationally.

Innovative approaches to addressing challenges and issues (3)

• There will be designing and implementing of series of

capacity building training programme activities for all

members of the Force about the roles, functions and

responsibilities of the Ministry of Home Affairs in

facilitating both the effective discharge of police services.

• The Reform Programme will have the responsibility of

sensitizing the public on the unique characteristics of the

reforms, the key issue being its role in supporting

maintenance of peace and tranquillity by reducing

incidences of crime and fear of crime.

• There is a need to design and implement series of

activities aimed at establishing effective communication

linkage between all central government ministries and

the Police Force.

Critical Success factors

Recorded so far

Relationship between Tanzania Police Force and other Government Agencies

It is clear that the relationship between the

Tanzania Police Force and other government

agencies has shifted in recent years.

Working relationships have been created with

interagency partners.

We are now able to train and work together, share

experiences and information and strategizing on

the best ways of sustaining this relationships.

Critical Success factors

Recorded so far

• Civil society/community involvement

Police Private Partnership with the

business community has been initiated.

This initiative has been possible through

the establishment of Police Private

Partnership Forum (3P-F).

The general public has been enthusiastic in

this effort.

This reaction is encouraging and makes us

strongly believe that we are moving

towards the right direction.

Critical Success factors

Recorded so far

• A conducive and supportive and demonstrated

political will to reform Police Force

Political support is a critical step in the successful

implementation of the Police Reform Programme.

With the support of politicians, we will be able to

secure financial support as well as moral support

from the public.

We are glad to report the full support from

politicians in our endeavor.

We hope with the continued support, we will

realize our dreams.

Ways in which program delivery could be enhanced (1)

The TPF-RP financing framework has to be founded on;

The MKUKUTA/MKUZA approach, while trying to address some

of the weaknesses noted above, but focusing more on costs of

attaining specific outcomes.

Some of the outcomes (community policing, professionalism

and modernization of the Police Force) are interdependent thus

requiring clear identification of linkage interventions and

therefore financing needs.

Under TPF-RP, the financing of major and desired development

interventions will continue to depend mainly on domestic

resource mobilization efforts.

Although it has never been a tradition of direct involvement of

foreign financing, this source of financing will be crucial in

complementing domestic resources for the near future.

We hope that the government through MKUKUTA/MKUZA

window will engage development partners and other

stakeholders to direct their support to TPF-RP.

Ways in which program delivery could be enhanced

• In view of the fact that implementation of TPFRP

interventions is not only limited to

government but includes the private sector and

communities, there is a need to enhance other

sources of domestic financing,

• Internal financial organizational framework to be

improved. This includes both systems and

organizational structures responsible for

planning, budgeting and accounting within the

Police Force.

Ways in which program delivery could be enhanced (2)

• Strengthened regular and continuous Monitoring and

Evaluation mechanisms of the implementation strategies

and plans.

• Both internal and external M & E have been established

• The Directorate of M&E within the Ministry will be

working in collaboration with internal M & E system in

coordinating implementation of the Reform Programme

• A specific internal M&E department, committees and

technical working groups within the Force have been

established to manage development and assessment of

M&E reports and provide technical opinion and

guidance to other collaborating legal sector institutions.


• The TPF Reform Programme presupposes

sustained social, political and economic

development and a greater ability to respond

better to the public security and safety needs of


• The achievements of the TPF Reform

Programme have to be realized as a continuing

process over a period, by creating an enabling

environment for the Community Policing and for

entire Monitoring and Evaluating of the reform


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