ROTC MARKETING

ROTC Marketing

ROTC Marketing

Introduction

The ROTC (Reserve Officers' Training Corps) intends to fulfill its mission by implementing the philosophy and principles of community based policing. It is an organizational and institutional change model accepted in the majority of democratic states and will contribute to a substantial improvement of services delivered by the Ministry of Internal Affairs.

Community-based policing, which has also been described as 'partnership policing' and 'community policing', is both a philosophy and an organizational change model designed to make the Reserve Officers more responsive to the local needs of the community. This model of policing encourages greater public participation in identifying and solving community safety and security problems through 'partnership-working'. Partnerships are also encouraged between the Reserve Officers, law enforcement agencies and other government agencies. Community-based policing places greater emphasis on crime prevention and problem solving rather than traditional policing approaches (Shalley, 2000).

Analysis of the Internal Environment

The objective of the internal environment analysis is to establish general capacities of the Ministry of Internal Affairs to carry out its functions stipulated by the laws and other relevant normative acts, to evaluate available human resources, existing organizational and decision-making framework, communication process and logistics, to identify capacity issues and make suggestions for strengthening institutional capacities.

The analysis of the internal environment was based on:

Activity of the Working Group comprising the staff of the Analysis, Monitoring and Strategic Planning Division, representatives of relevant directions of the ROTC , local and external consultants, with the technical support from Institute for Public Policies.

Review and advice by the External Advisory User Group for Reserve Officers reform, comprised of civil society representatives.

An internal Reserve Officers survey of 512 Reserve Officers.

Analysis of data from questionnaires answered by the organizational units of the ROTC, regarding internal capacities. Interviews and consultations held with the ROTC decision-makers in February - April 2008.

In order to undertake a qualitative analysis of the existing environment, the following capacity indices have been included for further examination: management and human resources; communication and decision-making process; application of information technologies; financial planning; and internal environment SWOT analysis.

Management and Human Resources

Having analyzed the results of the performed study, it has been established that the personnel of internal affairs bodies have been involved in the process of informal training at a sufficient level. Their knowledge of foreign languages is insufficient, while the usage of computer programs is at the medium level. It has been established that the majority of personnel of the internal affairs bodies represent the category of 25-40 years and are part of the mid-level command corps. Thus, the personnel of the Ministry of Internal Affairs are mainly represented by young officers. Most officers have started their career in relevant directorates of the ROTC during 2006-2008, which, in fact, shows that these subdivisions which develop sector-relevant policies, normative acts, organize control and supervision over the execution of tasks, have staff for the most part appointed during the past two years, which is also largely due to the turnover of personnel within the ...