Policing Sindh
Source

THE appointment of a new police chief in Sindh last month provides an opportunity to examine the challenges of law-enforcement the province faces. In order to address the situation, the new police chief may want to consider the following concerns:

One, team-building should be the top priority. The new chief has to maintain a balance between the officers of Sindh and officers hired from other provinces. Without team-building it’s difficult to improve the output of the organisation.

Two, to carry out targeted operations and assist the police, Rangers are deployed in Karachi. But this is a short-term solution. A transition plan needs to be worked out. However, such transition is not possible without enhancement of capacity-building and morale of the Karachi police.

Three: Since Sindh has opted for the colonial Police Act, 1861, the new chief is expec*ted to convince parliamentarians, civil society, the bureaucracy and media to opt for a new police law.

Four: In the past procurement in Sindh police has lacked transparency. To regain credibility requires strict adherence towards transparent procedures. Induc*tions should be made by committees having honest officers.

Five: Sustainable reforms require two imperatives — political will having legal backing and public support. In the recent past a police chief of another province first introduced some public-friendly initiatives but missed seeking parliamentary and bureaucratic support. Keeping in view that experience, the new IG needs to follow the prerequisites required for reforms.

Six: Corruption not only mars the police’s image but also demoralises honest officers. Without maintaining a balance between rewards and punishment the organisation cannot deliver. Effective anti-corruption strategy requires a background unit within the department to be administered by honest officers. This unit should deal with the corrupt firmly but avoid victimisation.

Seven: Effective law enforcement requires innovation. However, our model promotes stagnation. Training programmes need to be assessed and evaluated.

Our policing model promotes stagnation.
Eight: Though the Police Order, 2002 made classification of urban and rural policing apparatus, since Sindh has abandoned this it’s no more binding. The Police Act, 1861, primarily revolves around rural policing, therefore, it does not cater to the needs of modern urban policing. To police Karachi and Hyder*abad effectively, the urban policing models of Mumbai, New Delhi etc may be replicated.

Nine: Image-building is another ideal the new police chief should strive for. However, true image-building is not possible without performance-based policing, accountability and democratic public oversight, and improved relations with the community and media.

Ten: Senior police commanders often complain about non-observance of tenure, which badly affects the continuity of policies. If the IGP wants tenure, then he also needs to ensure tenure for all ranks.

Eleven: Though operational autonomy is in demand, senior management needs to realise its importance for the junior ranks too. The new chief may tie operational autonomy with accountability. Decentralisation will promote transparency.

Twelve: Public complaints usually meet unprofessional handling hence victims of crime are further victimised by the criminal justice system. The new chief should establish an efficient and responsive complaint disposal apparatus independent of operational police based on transparent communication.

Thirteen: Politi*cisa*tion of the police is a major concern. Depoliti*cisation is not a gigantic task; it only requires determination of the top police leadership and realisation by the powerful elite. Police leadership should have the courage to proceed against those who try to use external influence and get postings of their choice.

Fourteen: Traffic man**agement requires im**mediate intervention, especially in Kara*chi. There are millions of vehicles plying the roads in the metropolis, yet not enough police officials regulating vehicular traffic. The Motor*way Police model can be followed as a remedy.

Fifteen: Improvement of public service delivery at the police station level requires change in workstation environment, increased financing and change in attitude.

Sixteen: Quality of investigation determines the quality of policing, hence talented investigators and experts should be hired.

Seventeen: Monopoly of some officers over urban and rural policing also needs to be tackled.

Eighteen: To improve response and mobility of police, technology-led solutions need to be encouraged. Such solutions will reduce sole dependence on human resource.

Nineteen: Around 55,000 to 80,000 private security guards perform security functions in Karachi; they need to be utilised in an optimum manner.

Twenty: Apart from short-term initiatives, structural adjustment is also inevitable. To pursue such an objective parliamentarians, media, the intelligentsia and police need to synchronise their efforts.

The writer is a police officer.
Published in Dawn, April 10th, 2016