sindh- police reform options 151215140535.pptx

Analysis of Sindh Police and Reform Recommendations

1. 1

2. BEYOND THE BADGE: SAHIWAL'S WAKE-UP CALL FOR LAW ENFORCEMENT REFORM National Institute of Management , Quetta 40 th Mid-Career Management Course ( MCMC ) Sponsor DS: Dr. Syed Ali Raza Shah (CI) CASE STUDY RESEARCH PRESENTATION Presented By : Syndicate - I

3. Syndicate Composition 3 Sr. # Name of Group Members Service Group Role 1 Mr. Muhammad Irfan Arshad Ex-Cadre (NS)/Finance Div Leader 2 Mr. Rasheed OMG Secretary 3 Mr. Aurangzeb Badini PAS Member 4 Mr. Fasahat Ullah Baig Ex- Cader /Railways Member 5 Mr. Hussain Jan GoB Member 6 Mr. Muhammad Ahsan Ex-Cadre ( ECP ) Member 7 Mr. Pir Muhammad PMS- KP Member

4. Sequence 4

5. Introduction 5

6. Scope 6

7. Research Methodology 7

8. Case Study Analysis 8

9. AIM OF PRESENTATION 9 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.

10. SEQUENCE OF PRESENTATION 10 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

11. 11 HISTORY OF POLICING

12. 12 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) Pakistan Journal of Criminology, Vol. 2 , July 2010 Napier, Sir W. History of Sir Charles Napier’s, Administration in Scinde and In The Cutchee Hills, 1851, London, Chapman & Hall Cont.…

13. 13 HISTORY OF POLICING Functions Colonial Exigencies of Subjugation of Conquered Territory Confiscate means of transport Force Labor Design & Orientation Royal Irish Constabulary Model A Repressive / Coercive Force Harsh and Imposing Style of Policing Centralized Chain of Command Detached from Indigenous Populatio n Source : Pakistan Journal of Criminology, Vol. 2 , July 2010 Cont.…

14. 14 HISTORY OF POLICING The Police Act, 1861 adopted the Sindh Model. Developed Provinces of India did not adopt the 1861 Act – Instead of RIC Inspectorate Design, opted for Metropolitan and Directorate style setups. 1 Several attempts made to reform the Police Act 1861. The Police Act, 1861 repealed by Police Order, 2002. The Police Act, 1861 was adopted again in 2011 Pakistan Journal of Criminology, Vol. 2 , July 2010

15. 15 DUTIES & FUNCTIONS OF POLICE

16. 16 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 21 st Century: Reconnecting police and the people: http:// www.homeoffice.gov.uk/publications/consultations/policing-21st-century/policing- 21st-full-pdf?view=Binary Cont.…

17. 17 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

18. 18 ATTEMPTS TO REFORM POLICE

19. 19 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.…

20. 20 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

21. 21 WHERE HAS THANA FAILED TO DELIVER?

22. 22 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.…

23. 23 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.

24. 24 CAUSES OF FAILURE TO DELIVER

25. 25 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.…

26. 26 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

27. 27 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

28. 28 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

29. 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

30. 30 RECOMMENDATIONS

31. 31 RECOMMENDATIONS T he 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 ” S ervice oriented P olice S etup " . Silent on concept of accountability/transparency. Society NOT Citizen Focused Cont.…

32. 32 RECOMMENDATIONS FUNCTIONAL SPECIALIZATION Watch and ward, Intelligence, RRF, Transport Anti Riot, Traffic and VVIP Protection Investigations- Forensics, Legal, Prosecution Support Cont.…

33. 33 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.…

34. 34 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

35. 35 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

36. 36 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.

37. 37 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.

38. 38 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.

39. 39 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

40. 40 IMPLEMENTABLE OPERATIONAL PLAN

41. 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 41 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( SHORT TERM ) Cont.…

42. 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 42 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( SHORT TERM ) Cont.…

43. 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 43 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( SHORT TERM ) Cont.…

44. 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 44 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( SHORT TERM ) Cont.…

45. 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 45 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( MEDIUM TERM ) Cont.…

46. 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 46 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( MEDIUM TERM ) Cont.…

47. 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 47 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( MEDIUM TERM ) Cont.…

48. 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 48 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( LONG TERM ) Cont.…

49. 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 49 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( LONG TERM ) Cont.…

50. 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 50 IMPLEMENTABLE OPERATIONAL PLAN & EFFECTIVE TOOLS ( LONG TERM )

51. 51 I.T INTERVENTIONS MOBILE PHONE APP

52. 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)

53. Complaint Redressal System (CRS)

54. Review by Panelist