To apprise the reader about the history of policing, causes of its failure in service delivery and various attempts made to reform the police. To share an implementable operational plan for improving service delivery by addressing the loopholes through IT interventions at district SSP office level in Lasbellah, Hyderabad and Ghotki Districts in Sindh Province of Pakistan

1. 1

2. Task Force on Improving Service Delivery of
Police Department at Districts in Lasbellah ,
Hyderabad & Ghotki
BY
Capt. ® Parvez Ahmed Chandio, PSP
2

3. AIM OF PRESENTATION
3
• To apprise the participants about the history of policing, causes of its
failure in service delivery and various attempts made to reform the
police.
• To share an implementable operational plan for improving service
delivery by addressing the loopholes through IT interventions at
district SSP office level in Lasbellah, Hyderabad and Ghotki Districts.

4. SEQUENCE OF PRESENTATION
4
• History of Policing
• Duties & functions of police
• Attempts to reform police
• Where has Thana failed to deliver?
• Causes of failure to deliver
• Recommendations
• Implementable Operational Plan
• I.T Interventions

5. 5
HISTORY OF POLICING

6. 6
HISTORY OF POLICING
• Kotwali & Foujdari System under Talpur Rulers.1
• Sindh Police commissioned on 23rd March 1843 by Charles Napier.2
• Initially Police Formed for Three Principal Towns –
Karachi, Hyderabad & Shikarpur.
• Operationalized as Police Force on 1st May 1843 at Karachi. (190 Mounted & 133
Foot Constables)
1. Pakistan Journal of Criminology, Vol. 2 , July 2010
2. Napier, Sir W. History of Sir Charles Napier’s, Administration in Scinde and In The Cutchee Hills, 1851, London, Chapman & Hall
Cont.…

7. 7
HISTORY OF POLICING
i) Functions
a) Colonial Exigencies of Subjugation of Conquered Territory
b) Confiscate means of transport
c) Force Labor
ii) Design & Orientation
a) Royal Irish Constabulary Model
b) A Repressive / Coercive Force
c) Harsh and Imposing Style of Policing
d) Centralized Chain of Command
e) Detached from Indigenous Population
Source : Pakistan Journal of Criminology, Vol. 2 , July 2010
Cont.…

8. 8
HISTORY OF POLICING
i) The Police Act, 1861 adopted the Sindh Model.
ii) Developed Provinces of India did not adopt the 1861 Act – Instead of RIC
Inspectorate Design, opted for Metropolitan and Directorate style setups.1
iii) Several attempts made to reform the Police Act 1861.
iv) The Police Act, 1861 repealed by Police Order, 2002.
v) The Police Act, 1861 was adopted again in 2011
1. Pakistan Journal of Criminology, Vol. 2 , July 2010

9. 9
DUTIES & FUNCTIONS OF POLICE

10. 10
DUTIES & FUNCTIONS OF POLICE
• State Responsibility
• Sir Robert Peel’s first principle of policing¹:
“The basic mission for which the police exist is to prevent crime and
disorder”
• Law Enforcement
• Prevent & detect Crime
• Maintain Law & Order
• Service Delivery
1. Policing in the 21st Century: Reconnecting police and the people: http://www.homeoffice.gov.uk/publications/consultations/policing-21st-century/policing- 21st-full-pdf?view=Binary
Cont.…

11. 11
DUTIES & FUNCTIONS OF POLICE
• Behave with courtesy, promote amity, assist people in danger of harm
• Protect life, property and liberty of citizens
• Preserve and promote public peace
• All rights and privileges of under custody person are protected
• Detect and bring offenders to justice
• Afford relief to people in distress
• Prevent harassment of women and children in public places

12. 12
ATTEMPTS TO REFORM POLICE

13. 13
ATTEMPTS TO REFORM POLICE
• 25 - Commissions and Committees since 1948 for police reforms
• Lack of political will to reform the Police was major obstacle.
• Focal group on Police reforms in 1999
• Recommendations debated in Public & media
• Police Order 2002 promulgated and repealed
• Back to outdated Police Act of 1861 to control the force by Political
Masters
Cont.…

14. 14
ATTEMPTS TO REFORM POLICE
• Inspector General of Police
• Colonial
• To Rule
• Internal oversight
• Executive control
• Coercive
• Hierarchical
• Political order
• Provincial Police Officer
• Community based
• To Serve
• PSC & PCA
• Judicial control
• Cooperative
• Specialization
• Social order
Police Act 1861 Police Order 2002
Source: Police Act 1861 and Police Order 2002

15. 15
WHERE HAS THANA FAILED TO DELIVER?

16. 16
WHERE HAS THANA FAILED TO DELIVER?
• Non-registration/delayed registration/Burking
• Registration of fake cases
• Massive Police Corruption
• Rude, Indifferent and Callous Attitude
• Poor / Faulty Investigation Skills
• Lack of Record Keeping
• Law & Order Duties Vs Crime Control
• Sophistication in Crime Patterns
• Public Mistrust Cont.…

17. 17
WHERE HAS THANA FAILED TO DELIVER?
• Extortion
• Human Rights violations
 Illegal detentions
 Torture to elicit confessions
 Custodial deaths
 Lack sophisticated means of investigation
 Forensics capabilities are rudimentary
• People perceive the police as agents of the party in power and not of the State
• Police rules by authority and not by consent
• Chase political opponents rather than the criminals.

18. 18
CAUSES OF FAILURE TO DELIVER

19. 19
CAUSES OF FAILURE TO DELIVER
• Low investment in Human Resource Development
• Logistics, Weapons & Wireless – Outdated
• Living & Operational Buildings – Poor Condition
• Low Operational Budget and its misuse
• Low Salaries
“Their pay was low, it being assumed by the authorities that they would get milk, eggs,
butter and potatoes as gifts from local people” 1
1. J D Brewer, 1990, The RIC: An Oral History, Belfast
Cont.…

20. 20
CAUSES OF FAILURE TO DELIVER
Cont.…
• Training on militaristic lines
• Capacity building failure
• Force not service oriented
• Constabulary – less educated and unskilled
• Modern investigative skills missing
• 400,000 police for a population of around 200 million, a ratio of 1:500

21. 21
CAUSES OF FAILURE TO DELIVER
Cont.…
• Political Interference – Shoulder promotions, Transfer/Postings,
Staffing
• Constabulary opinions never basis for Policy Making
• Politicized Recruitment/Staffing
• Frequently perform guard and VIP duties
• Three main reasons of corruption:
 lack of Accountability
 lack of Merit
 low salaries

22. 22
CAUSES OF FAILURE TO DELIVER
 Inability to resist political interference-Leadership failure
 Inadequate institutional capacity
 Lack of professionalism
 No R & D base
 Non-provision of accountability mechanisms
 Demoralized police force
 Weak police-pubic relations
 Media shyness

23. Districts No. of Cases Security Provided
Hyderabad
District
Case of Rescue from
kidnapping
1300 Industries
Personal Sacrifices 2463 VIPs
Criminal Arrested 1000 Highways/Roads
Lasbellah
District
Criminal Arrested 1230 Foreigners
Narcotic sized 554 kgs Installations/Building
Arms Recovered 180 High officials
Vehicles Recovered 170 Politician
Criminal Killed 01 13% Average Decline
Gthotki
District
Criminal Arrested 127
Arms Recovered 722
Vehicle Recovered 18
Criminal Killed 06
Key Performance Indicators
24

24. 24
RECOMMENDATIONS

25. 25
RECOMMENDATIONS
The Short-comings in the Police Act, 1861
• The word ‘superintendence’ is not clearly defined
• Act is quite often used as an instrument by the political leaders to misuse it
for Political gains
• Does not envisage for a ” Service oriented Police Setup".
• Silent on concept of accountability/transparency.
• Society NOT Citizen Focused
Cont.…

26. 26
RECOMMENDATIONS
• FUNCTIONAL SPECIALIZATION
1. Watch and ward, Intelligence, RRF, Transport
2. Anti Riot, Traffic and VVIP Protection
3. Investigations- Forensics, Legal, Prosecution Support
Cont.…

27. 27
RECOMMENDATIONS
• FINANCIAL INDEPENDENCE
• IGP to be independent in decision making and be declared as Ex-officio
Secretary to Govt:
• Funding at Police Station level
• Hiring of Human Resource
• Must be ensured through
• NTS for lower Subordinates
• PPSC for Upper Subordinates
• FPSC for Gazetted officers
Cont.…

28. 28
RECOMMENDATIONS
Cont.…
• USE OF INFORMATION TECHNOLOGY
• To detect and arrest the criminals through cell phone tracking system
• Hot spot policing to detect the crime pattern and crime clusters
• Digital Provincial database of outlaws including their cell phones, sim nos
and call data records for analysis and electronic detection of crime
• Monitoring and supervising over all Police Service delivery Indicators
• Human Resource Management on modern lines

29. 29
RECOMMENDATIONS
Cont.…
• Enhancement of the Capacity Building
• Highly neglected part of Polices System which needs to improve on war
footings.
• One and integrated training institution with latest training tools be
established like Punjab Police College Sihalla.
• Basic training should be on modern lines of the developed countries
• Special emphasis be given on Human Rights training and its sensitisation
• Behavioural change of Police officer while dealing with public be focused
• Annual increment and promotions strictly linked with professional courses

30. 30
RECOMMENDATIONS
Cont.…
• Human Rights and Media awareness – Pushing Police to Stop Abuse of
Authority.
• Concept of service instead of force . Must change or face Public Reaction.
• Police are Public and Public are the Police. Community Policing is the
future.
• Serious and Sincere legal Reforms – To transform the organization into
people friendly department.

31. 31
RECOMMENDATIONS
• Specialized Crime Scene Investigation unit at each Sub-Division
Level under the command of a DSP
• Electronic Surveillance of Vulnerable and very important points
• Switch over to Less-lethal weapons like 5.56 mm and 12 mm
bore
• Non-lethal weapons like water cannons instead of batons.

32. 32
RECOMMENDATIONS
Cont.…
• Compulsory time off from duty and periodic leave to all Police officers for
positive effects on their behavior
• For optimum work output, enabling environment at Police Station be
provided with latest facilities to feel a sense of dignity
• Special salary structure for the police officers along with health security
• Education system for the children of Police officials, to raise the morale of
service members on the pattern of Armed Forces.

33. 33
RECOMMENDATIONS
Cont.…
• Police Professional Accountability
• Draw performance parameters for every assignment and officer
• Assessment reports with maximum objective approach then subjective
• Countersigning officer must asses objectively and give decision for
suitability for next deployment
• External Accountability
• Police Complaint Authorities
• Public Safety Commissions
• Civil Liability Suits

34. 34
IMPLEMENTABLE OPERATIONAL
PLAN

35. INITIATIVE - 1:
ESTABLISHMENT OF COMMUNITY POLICE AT POLICE
STATION, SUB-DIVISION AND DISTRICT LEVEL
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Senior Superintendent of Police of concerned district
• Tools
• Finance -
• HR Police and Community
• Technical District SSP office
OUTCOME
• Involvement of community in maintenance of law & order
• Bridging the existing gap between the police and public
• Reduction in crime
• Improved service delivery
35
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (SHORT TERM)
Cont.…

36. INITIATIVE - 2:
ESTABLISHMENT OF ONLINE COMPLAINT CELL IN
DISTRICT SSP OFFICE
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Senior Superintendent of Police of concerned district
• Tools
• Finance -
• HR District SSP office
• Technical District SSP office
OUTCOME
• Redresal of public complaints
• Improvement in police image
• Relationship of trust between police and public
• Improved service delivery
36
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (SHORT TERM)
Cont.…

37. INITIATIVE - 3:
ESTABLISHMENT OF CELL PHONE COMPLAINT SYSTEM
IN DISTRICT SSP OFFICE
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Senior Superintendent of Police of concerned district
• Tools
• Finance -
• HR District SSP office
• Technical District SSP office
OUTCOME
• Redresal of public complaints
• Quick accessibility
• Doing away the trust deficit between police and public
• Respect of police in the eyes of public
37
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (SHORT TERM)
Cont.…

38. INITIATIVE - 4:
INTEGRATION OF CELL PHONE COMPLAINT SYSTEM
AND ONLINE COMPLAINT CELL IN DISTRICT SSP OFFICE
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Senior Superintendent of Police of concerned district
• Tools
• Finance -
• HR District SSP office
• Technical District SSP office
OUTCOME
• No delay in registration of FIR
• Quick and direct accessibility with the district SSP
• Reduction in crime
• Eradication of vice dens
38
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (SHORT TERM)
Cont.…

39. INITIATIVE - 1:
ESTABLISHMENT OF FORENSIC LABORATORY IN
DISTRICT SSP OFFICE
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Inspector General of Police of concerned province
• Tools
• Finance Central police office of Sindh / Balochistan
• HR District SSP office
• Technical Central police office of Sindh / Balochistan
OUTCOME
• Scientific collection of evidence
• Improvement in conviction rate
• Service delivery
• Professionalism in police
39
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (MEDIUM TERM)
Cont.…

40. INITIATIVE - 2:
ESTABLISHMENT OF POLICE COMPLAINT AUTHORITY
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Home department of concerned province
• Tools
• Finance Home department of Sindh / Balochistan
• HR Home department and Central police office of Sindh / Balochistan
• Technical Central police office of Sindh / Balochistan
OUTCOME
• Redresal of public complaints regarding police excesses
• Accountability of police
• Conversion of police from force to service
• Improvement in Thana culture
40
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (MEDIUM TERM)
Cont.…

41. INITIATIVE - 3:
CREATION OF ENABLING ENVIRONMENT FOR
POLICE
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Home department of concerned province
• Tools
• Finance Home department of Sindh / Balochistan
• HR Home department and Central police office of Sindh /
Balochistan
• Technical Central police office of Sindh / Balochistan
OUTCOME
• Marked improvement in behavior of police
• Improvement in Thana culture
41
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (MEDIUM TERM)
Cont.…

42. INITIATIVE - 1:
LEGISLATION TO CONVERT NON COGNIZABLE OFFENCE
INTO COGNIZABLE OFFENCES
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Federal and Provincial Governments
• Tools
• Finance -
• HR Federal and Provincial Legislatures, respective CPOs
• Technical Police department
OUTCOME
• Petty justice for common citizens
• Provision of liberty, dignity and honor to the marginalized segments of society
• Reduction in heinous offence
42
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (LONG TERM)
Cont.…

43. INITIATIVE - 2:
EFFECTIVE FUNCTIONAL SEPARATION OF DUTIES AT
POLICE STATION LEVEL
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Home department of concerned province
• Tools
• Finance Home department of Sindh / Balochistan
• HR Home department and Central police office of Sindh / Balochistan
• Technical Central police office of Sindh / Balochistan
OUTCOME
• Functional specialization of police
• Improvement in quality of investigation leading to public satisfaction
• Enhancement in quality of prosecution
43
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (LONG TERM)
Cont.…

44. INITIATIVE - 3:
COMPUTERIZATION OF POLICE STATIONS RECORD
IMPLEMENTATION STRATEGY & TOOLS
• Responsibility
• Inspector General of Police of concerned province
• Tools
• Finance Central police office of Sindh / Balochistan
• HR District SSP office
• Technical Central police office of Sindh / Balochistan
OUTCOME
• Establishment of criminal data bank
• Analysis of modern trends of crime
44
IMPLEMENTABLE OPERATIONAL PLAN
& EFFECTIVE TOOLS (LONG TERM)

45. 45
I.T INTERVENTIONS
MOBILE PHONE APP

46. Crime Scene Evidence Collection
(CSEC)
Dried Blood Stains
Standard Blood Specimens
Autopsy Blood Samples
Blood Samples from Live Individuals
Handling and Storage of Physiological Fluid
Evidence
Stains and Controls
Liquids (generally standards)

47. Complaint Redressal System (CRS)

48. Review by Panelist