STUDENT POLICE CADET – a VISION for BETTER TOMORROW P.Vijayan, DIG, Kerala

BPR&D Best Practices and Initiatives under SMART Policing

STUDENT POLICE CADET – A VISION FOR BETTER TOMORROW P.Vijayan, DIG, Kerala

1. Introduction: The Student Police Cadet (SPC) Programme1 has today expanded to 420 schools within a short span of five years. Approximately 37,000 students are now benefiting from the SPC training program, and the SPC training resource persons presently comprise more than 840 trained teachers and about 1500 police officers. More than 1000 schools are currently on the waiting list for participation in the Program. The Program has also been replicated in four other states in India, namely Gujarat, Haryana, Karnataka, and Rajasthan. The National Police Congress 2011 held at Dehradun recommended the SPC project for nation-wide rollout. Finally, the Government of Sri Lanka has invited a set of Student Police Cadets to visit Sri Lanka.

2. This brief note presents the SPC Program. It discusses the Program objectives and approaches, its high relevance and effectiveness (as found by KPMG evaluation conducted recently). It concludes as to how SPC objectives are being gradually expanded

3. Objectives and Relevance of SPC: SPC, a school-based capacity development initiative, aims to complement the education system through strengthening values, behaviours, and attributes of the youth. Through a two year program of training and personality development, it enables high school students to evolve as responsible and capable citizen of a democratic society by inculcating in them respect for the law, inner capability, self-discipline, civic sense, empathy for vulnerable sections of society and resistance to social evils. It also aims to improve the efficiency and effectiveness of the police by reducing the costs of delivery of police services to society in future. Community Policing, introduced through SPC, helps to improve relationship between the police and the school community.

4. SPC is consistent with India’s National Youth Policy (2014). The Program aims at motivating youth to be active and committed participants in the task of national development. SPC is complementary to other programs such as National Cadets Corps (NCC). While the NCC aims for patriotism through a motto of Unity and Discipline, the SPC uses a motto “We Learn to Serve”. The former aims to support national defence, while the SPC supports effective internal policing. There is strong

1 The SPC Project was initiated by the Government of Kerala in 2010 vide Govt. Order No.121/2010 Home dated 29.05.2010.

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BPR&D Best Practices and Initiatives under SMART Policing

civil society partnership in the running of the program. A voluntary set of trainers comprising about 850 teachers and 1500 police officers are involved in the training, thereby reducing the costs and ensuring some minimum quality.

5. SPC was developed as a response to several major internal security challenges recognised by police organisations. These included rising crime rates by youth, dwindling respect for the law, weak sense of civil responsibility and environmental protection, increasing violence against women, and abuse of ICT and technology. It was felt that if these issues were not identified, recognized and treated in a timely manner, they could not only lead to severe law and order problems but also raise the costs and challenges of good policing, with significant consequences for the future of the country. The Program aimed to inculcate values, skills, and attributes outlined in Table 1.

Values Behaviors Attributes

Respect for Constitutional Opportunity Seeking Self-confidence/Belief Values National Pride and Ownership Rapid Use of Judgement Change & redefine one’s role

Integrity and Truthfulness Critical thinking Self-Motivation

Compassion and Kindness Healthy Physical & Emotional Valuing Diversity Habits

Strive for Excellence in all areas Problem Solving Ability to work independently

Protecting the Environment Strong skills to navigate in teams Calculated Risk Taking

Respect for Rule of Law Perseverance Hardworking

Table 1: Developing Competencies Among the Youth – A Comprehensive Approach

6. SPC has demonstrated that it is a fit Program to be rolled out at a national level. “The 21st century will be India’s century,” said the Hon’ble Prime Minister Shri Narendra Modi. He identified three essential 'Ds' for the economy to thrive namely; Democracy, Demographic Dividend, and Demand. The SPC Program fully supports the strengthening of these 3 Ds in India.

7. Effectiveness of SPC: An evaluation of the SPC Program has been completed in March 2015. Conducted by KPMG, the “Impact Study of Student Police Cadet Project” found that SPC objectives were considered highly relevant by more than 90 percent of the respondents surveyed. Sixty-eight percent strongly agreed and 33 percent agreed that the SPC participants had improved their academic performance.

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BPR&D Best Practices and Initiatives under SMART Policing

Similarly 71 percent of the respondents strongly agreed and 27 percent agreed that participation in the Program had increased their communication skills. About 98 percent of the respondents agreed that SPC was instrumental in improving their health and physical fitness. Ninety-four percent agreed that SPC training had made them better citizens in terms of increasing awareness of environmental issues and citizen responsibility in protection of public resources such as water, air, and forests. Almost all respondents felt the Program had strengthened the governance framework by fostering a strong bond between young citizens and police officials.

8. A SWOT analysis, resulting from some structured Focus Group Discussion found that SPC can inculcate significant leadership qualities among children and make them efficient and punctual. The capacity development efforts by SPC were found to help in overall personality development. SPC also provides participating students with opportunities to engage with society through activities that help the aged and the differently-abled, protect the environment, improve waste management, undertake a variety of community service schemes, and strengthen capabilities of the disadvantaged.

9. On the other hand, the evaluation found that there was a discontinuity of SPC students with the Program once the two year training was completed. It was also felt that the current course duration was too short for youngsters to sustain the benefits that they gained from participating in the two year program. Threats to the program included notions that the physical activities was too severe for girls, that all stakeholders do not fully understand the rationale for the SPC, and that other non- participating students did not value or respect the involvement in waste cleaning and other such activities. Some also felt that weapon training should be made part of the SPC Program.

10. Other assessments also found a positive influence on police officers. They took on the role of Mentor and Role Model, not only for cadets, but also for the entire school community including parent & teachers. Regular interaction with young and energetic minds reportedly boosted the morale and self-worth of field-level police personnel, and made a positive impact on their attitude.

11. Lessons: Several lessons emerge from the experience of the Program including:

 The SPC Program is not limited by geography or language. Its basic principles are easily replicable elsewhere.

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BPR&D Best Practices and Initiatives under SMART Policing

 The SPC Program has demonstrated that the inherent development power of youth can be unleashed by proper training that develops self-confidence, willingness and capacity for hard work, effectiveness and risk-taking ability.

 The SPC Program is well targeted to students and correctly focuses on civic sense that is respect for the law and others’ rights and responsibility towards family, community, country, and environment.

 The SPC project has resulted in sustained and healthy partnerships between the police and citizens through increased opportunities for direct interactions.

 The SPC Program can ensure effective gender equality by facilitating equal performance opportunities for both boys & girls cadets.

12. Based on the experience so far, and the in-depth evaluation, the following recommendations are made on the way forward.

 While the SPC has been efficient in functioning with a very lean budget during Phase 1, the next phase should focus on enhancing quality of the capacity development programs and establishing an effective monitoring system. Additional resources are essential and various sources should be tapped including CSR (Corporate Social Responsibility) funds.

 In order to roll out SPC across the country, a Directorate and Training Academy (DTA) should be established to administer and operate the Program both at national and state levels. DTA should be responsible for: (i) policy making and development of a standard curriculum; (ii) implementing and monitoring results; (iii) conducting training programs for officials; (iv) organizing stakeholder orientation workshops including development of quality training materials & modules; and (v) developing and administering tests of skills & proficiency.

 Enact an Act to establish a transparent regulatory framework to cover SPC and its implementation. This will help to ensure a common legal basis for the Program and ensure consistency and quality in implementation.

To conclude, the true value of the SPC Project lies in the far-reaching impact it can have on future India. Children are our future; they are the citizens of tomorrow. Their tomorrow is, however, shaped by the values they imbibe today, the attributes they acquire today, and the behaviour they learn today. “Today is their Tomorrow”

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BPR&D Best Practices and Initiatives under SMART Policing

STUDENT POLICE CADET PROJECT – KARNATAKA POLICE P.Harishekaran, Addl.CP (East), Bangalore City

The Govt. of Karnataka has launched Student Police Cadet Project vide GO- HD/175/POP/2014-15/part- 1 DATED 10/10/2014. It is a School- level youth development initiative for Govt./Aided/BBMP High Schools in Bengaluru City for which government has nominated Sri. P.Harishekaran, IPS., Addl.Commissioner of Police(East), Bangalore City as the Karnataka State Nodal Officer for the Student Police Cadet Project for the State. The State Nodal Officer conducted a survey across the State and interacted with officials of various departments, public-police, school heads, students and their parents. Source materials were collected from field experts from various fields such as community policing, education, personality development, sports and information technology. Study material for Physical Training, Drill, Parade and Outdoor/Indoor Manual was personally prepared by State Nodal Officer, SPC.

This Project is a School based initiative by Govt. of Karnataka involving Police & Education Dept. The selected School students are trained as future leaders of democratic society by inculcating in them respect for Law, discipline, civic sense, empathy for vulnerable sections of society and resistance to social evils. The Student Police Cadet (SPC) does not create more policemen, rather it seeks to grow policemen within each young member of our community. For the academic year 2014-15, Govt. has allotted Rs. 1.80 Crore for the project.

Under the Pilot project for the year 2014-15, 1500 students (750 boys + 750 girls) from 35 Govt/BBMP/Aided Schools were selected in Karnataka. Two motivated teachers from each school have been nominated as Community Police Officer (CPO) & Asst. Community Police Officer(ACPO).They are assisted by the local jurisdictional Police Inspectors also known as Police Student Liaison Officer(PSLO) and Drill Instructors (DI) in outdoor and indoor subjects.

Training is first given to CPO, ACPO, DI and PI on various subjects in indoor and outdoor activities. They in turn will render training to students in their own school premises. SPC classes will be taken on every Saturday in schools without disturbing their academic classes. The SPC students will also have field visits to Police stations, courts, BBMP, Revenue Office and Jails in order to create better understanding of law enforcement process and their rights and duties towards the society.

As part of training weekly parades and Indoor & Outdoor classes for SPC cadets were commenced in November 2014. Today these SPC cadets are way ahead than other students in discipline, behavior and knowledge in fields of Law and Information Technology. Parents

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BPR&D Best Practices and Initiatives under SMART Policing are also happy about their kids enrolment in SPC which has brought a positive change in their children.

At State level SPC is reviewed by State Level Committee headed by DGP& IGP with State Nodal Officer as members. District Level Committees headed by SP with officials from education dept., DSERT, Excise, Transport, Forest and Fire Services as members are for supervision and conduct of SPC project at the District level. Eminent personalities from various disciplines and social workers will interact with SPC cadets and sensitize them on contemporary social issues. The SPC Cadets will also be trained in annual residential camps where they will be taught character, camaraderie, discipline, adventure and self-reliance.

The syllabus for Indoor & Outdoor Manual has been carefully designed by State Nodal Officer. SPC which includes Outdoor subjects such as National Integration, Drill, Weapon Training, Leadership and Health and Indoor subjects such as Hygiene, Environment, Self Defense, Map reading, Police History, Personality development and Adventure activities. Monthly meeting will be conducted with parents of SPC cadets to review the progress. This will not only make the SPC cadets physically fit but also academically wise and self-confident. They will be moulded into responsible future leaders of this nation. They will also be trained in basics of computer, internet for which each school will be provided with Laptops, Projector and furniture etc.

On March 2nd 2015 SPC was officially inaugurated at Kanterava Stadium, Bangalore by Hon’ble Chief Minister of Karnataka. The inauguration function witnessed a large gathering of public, students, SPC cadets their parents, teachers, representatives from various schools, NGOs, Child Help Line, Book Publishers, Elected Representatives and Press .

Thus, SPC will not only develop students as responsible youths of this vast nation but will also mould them to be socially productive, motivated, physically fit and responsible future leaders of this nation and creates stakeholders for police in the society.

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BPR&D Best Practices and Initiatives under SMART Policing

'SAANJH' - THE COMMUNITY POLICING INITIATIVE IN PUNJAB Anita Punj, IG (Training), Punjab

Community Policing initiative titled 'SAANJH' (which, in Punjabi, means partnership or collaboration), was launched by the Government of Punjab in October, 2011. The project aims at:  Providing basic police services through a single window system  Engaging with the community to deal with disputes  Collaborating with the members of public in spreading awareness about citizens' rights and other issues impacting the society

An anticipated outcome of 'Saanjh' is efficient service delivery, strengthening of police- community relationship and enhanced trust in the police.

Infrastructure - District Saanjh Kendras, Sub-Division Saanjh Kendras and Police Station Saanjh Kendras have been established under the Community Policing initiative SAANJH. In order to bridge the spatial gap that members of public may feel vis-à-vis the police station, new buildings, with a people friendly design, were envisaged for the Saanjh Kendras. 82 Sub-Divisional Saanjh Kendra buildings and 35 Police Station Saanjh Kendra buildings were dedicated to the people of Punjab on Oct. 17, 2011, when the project was launched. The project has since been expanding as more buildings were constructed in 2012- 14. Up till now, 94 Sub-Divisional Saanjh Kendra buildings and 160 Police Station Saanjh Kendras buildings have been constructed. Each Saanjh Kendra is equipped with computers, scanner, printer, photocopier, broadband connection, LCD TV, air-conditioner and RO water filter and has earmarked waiting area for the visitors.

Network - A State wide IT platform with centralized server links the Saanjh Kendras with police offices at zone, range and district, sub-divisional levels and police stations. Thus, all offices of IGP Zone, DIG Range, Sr. Supdt. of Police, Sub-Divisional Police Offices, 363 Police Stations and the Community Policing Wing at the Punjab Police Headquarters have

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BPR&D Best Practices and Initiatives under SMART Policing been networked with Saanjh Kendras through the web-based Saanjh software. It enables centralized data uploading and access, in turn enabling Saanjh Kendras to provide citizens with copies of FlRs, no objection certificates, police verification reports etc. The software can be used as a tool for monitoring and evaluation by the supervisory officers.

Working of Saanjh Kendras- Each Saanjh Kendra functions as a society registered under the Societies Registration Act. A committee referred to as the Saanjh Committee is constituted for each Saanjh Kendra, which looks after the functioning of the Saanjh Kendra. In order to strengthen the engagement of community, the Saanjh committees have been reconstituted as per the recommendations of the Punjab Governance Reforms Commission thereby involving more members of the civil society in the Saanjh initiative. District Community Police Officer of the rank of SP/DSP has been designated in each of the 27 Districts of Punjab to act as the supervisory officers for community policing. The policy formulation is done at the Community Policing Wing headed by DG/CP at the Punjab Police Headquarters, Chandigarh.

Every person, who approaches Saanjh Kendras and submits an application for any of the services, is given an acknowledgement having UID (Unique Identification) number. Each application can be tracked and its status can be ascertained by supervisory officers online through the UID number.

The Punjab Govt., through a notification, has levied facilitation charges for delivery of services that have been time-lined under the Punjab Right to Service Act, 2011 (as per annexure). As per the orders of the Govt., the recurring expenses for the running of these Saanjh Kendras are met by the facilitation charges, so levied. The upkeep and maintenance of Saanjh Kendras is thus ensured from funds collected in the form of facilitation charges.

Role – The Saanjh Kendras are performing the following functions:

Providing services - Saanjh Kendras are providing 41 police-related services in Police Commissionerates and 24 in other districts (as per annexure). All these services are time-lined under Punjab Right to Service Act, 2011. By the end of April, 2015 more than 45 lakh applications were received at these Saanjh Kendras.

Resolving disputes - District Saanjh Kendras and Sub Division Saanjh Kendras have been designated as Dispute Redressal Centres. The Saanjh Committee looks into complaints concerning disputes and issues related to the society with respect to following subjects:- a) Complaints related with women and children – Complaints/issues of non- cognizable nature or complaints requiring resolution pertaining to women and children are considered by Saanjh Committees.

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BPR&D Best Practices and Initiatives under SMART Policing

b) Social disputes - Social disputes like caste disputes, religious disputes, accidental disputes, denial of equality to girls, etc. c) Local disputes – Complaints concerning disputes arising out of conflicts in neighbourhoods, streets and other issues that may lead to tension in the area.

By the end of April, 2015, more than 34,000 disputes have been successfully resolved through the Saanjh Kendras.

Undertaking awareness campaigns - The Saanjh Kendras are actively engaging with the community in spreading awareness against drugs abuse and are also conducting awareness campaigns regarding traffic rules, crimes against women, rights of citizens under various laws such as the Punjab Right to Service Act, Right to Information Act. Saanjh Kendras, in collaboration with members of the public, organize seminars/workshops in schools, colleges, talks at taxi/truck unions, in villages etc. to spread awareness about these issues. The medium of theatre is also used to carry the message home to the youth. Saanjh Kendras put up stalls at important fairs and use FM radio to raise awareness about the services that citizens are entitled to under the Punjab Right to Service Act.

Moving forward - Community Policing wing of Punjab police is collaborating with the Unique Identification Authority of India to link Saanjh software with Aadhaar e-kyc database. As a result of this linkage, it would be possible to directly download the details of the applicant from the Aadhaar database. The applicants seeking police services through Saanjh are required to show a proof of identity. However, in case of the most used service viz. reporting of missing article/documents, the applicant, having lost his belongings, does not have identity proof, with the integration of Saanjh with e-kyc Aadhaar database, the applicant just needs to inform his Aadhaar card number and with the help of his biometrics, his address and picture will automatically get populated from UID database in the SAANJH form enabling him to avail the service on the counter.

The Punjab police has also recently undertaken re-engineering of the process of police verification for passports, which is a service listed under the Punjab Right to Service Act and is provided through the Saanjh kendras. The re-engineering exercise aims at keeping the applicant informed and updated through an SMS, right from the receipt of request for police verification to fixing up time for visit by police official at the given address, to informing the applicant about the result of the verification. A provision has been made to obtain feedback from the citizen about the process of verification. This has lent accountability and transparency to the process of police verification.

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BPR&D Best Practices and Initiatives under SMART Policing

Annexure Services Provided by Saanjh Kendras in Districts other than Commissionerates SN Nature of service/Complaint Service Stipulated Facilitatio Designated First Second No. as per time as per n charges Officer Appellant Appellant Notificatio RTS Act in including Authority Authority n days sub taxes 1 Registration of Foreigners 116 Immediate 100 SP(HQ) SSP DIG/Range (Arrival and Departure) 2 Extension of Residential Permit of 117 5 500 SP(HQ) SSP DIG/Range Foreigner 3 Copy of FIR or DDR 118 Immediate 5 SHO / IC-SK DSP/SD SSP 4 NOC for use of loud speakers (applicable only in case of SDM 119 5 100 SHO / IC-SK DSP/SD SSP obtains NOC from the concerned SHO before granting permission) 5 NOC for Fairs/Melas/Exhibitions/ 120 5 500 SHO / IC-SK DSP/SD SSP Sports events etc. 6 Stranger Verification (after receiving the verification from other 121 5 50 SHO / IC-SK DSP/SD SSP District/State of which the stranger is a resident) 7 Tenant/ Servant Verification 122 5 50 SHO / IC-SK DSP/SD SSP ( if resident of local area) 8 Tenant/ Servant Verification ( if resident of other District/ State 123 5 50 SHO / IC-SK DSP/SD SSP and after receiving the verification from other District/ State) 9 Other Verification related services 124 30 50 SHO / IC-SK DSP/SD SSP 10 Copy of untraced report in road 125 45 -- SHO / IC-SK DSP/SD SSP accident cases 11 Copy of untraced report in case 126 45 -- SHO / IC-SK DSP/SD SSP pertaining to stolen vehicles. 12 Copy of untraced report in theft cases 127 60 -- SHO / IC-SK DSP/SD SSP 13 NOC for pre-owned vehicles 128 5 100 SHO / IC-SK DSP/SD SSP 14 Service Verification in case of resident 129 10 50 SP(HQ) SSP DIG/Range of Punjab 15 Character Verification 130 10 50 SP(HQ) SSP DIG/Range 16 NOC for issuance / renewal of License 131 15 500 SP(HQ) SSP DIG/Range of Arms Dealers 17 Passport Verification 133 21 100 SP(HQ) SSP IGP/Zone

18 Verification for fresh Arms License 134 30 200 SP(HQ) SSP IGP/Zone 19 Acknowledgement of Complaint 135 Immediate -- SHO DSP/SD SSP 20 Information of action taken of complaint 136 21 -- SHO DSP/SD SSP (FIR/DDR/Matter closed) 21 MRG Inquiry in case of loss of 140 21 500 SP(HQ) SSP IGP/Zone Passport abroad 22 Other services related with passport (Report for loss of passport, Nativity 141 21 100 SP(HQ) SSP IGP/Zone Certificate) 23 Counter sign of document 142 7 10 SP(HQ) SSP IGP/Zone 24 Renewal of Arms Licence 113a 15 200 SP(HQ) SSP IGP/Zone

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BPR&D Best Practices and Initiatives under SMART Policing

Services Provided by Saanjh Kendras in Commissionerates SN Nature of service/Complaint Service Stipulated Facilitatio Designated First Second No. as per time as per n charges Officer Appellant Appellant Notificatio RTS Act in including Authority Authority n days sub taxes 1 Registration of Foreigners 116 Immediate 100 ADCP(HQ) DCP CP (Arrival and Departure) 2 Extension of Residential Permit of 117 5 500 ADCP(HQ) DCP CP Foreigner 3 Copy of FIR or DDR 118 Immediate 5 SHO / IC-SK DSP/SD CP 4 NOC for use of loud speakers (applicable only in case of SDM 119 5 100 SHO / IC-SK DSP/SD CP obtains NOC from the concerned SHO before granting permission) 5 NOC for Fairs/Melas/Exhibitions/ 120 5 500 SHO / IC-SK DSP/SD CP Sports events etc. 6 Stranger Verification (after receiving the verification from other 121 5 50 SHO / IC-SK DSP/SD CP District/State of which the stranger is a resident) 7 Tenant/ Servant Verification 122 5 50 SHO / IC-SK DSP/SD CP ( if resident of local area) 8 Tenant/ Servant Verification ( if resident of other District/ State 123 5 50 SHO / IC-SK DSP/SD CP and after receiving the verification from other District/ State) 9 Other Verification related services 124 30 50 SHO / IC-SK DSP/SD CP 10 Copy of untraced report in road 125 45 -- SHO / IC-SK DSP/SD CP accident cases 11 Copy of untraced report in case 126 45 -- SHO / IC-SK DSP/SD CP pertaining to stolen vehicles. 12 Copy of untraced report in theft cases 127 60 -- SHO / IC-SK DSP/SD CP 13 NOC for pre-owned vehicles 128 5 100 SHO / IC-SK DSP/SD CP 14 Service Verification in case of resident 129 10 50 ADCP(HQ) DCP CP of Punjab 15 Character Verification 130 10 50 ADCP(HQ) DCP CP 16 Renewal of Arms Licence 113a 15 200 ADCP(HQ) DCP CP 17 NOC for issuance / renewal of License 131 15 500 ADCP(HQ) DCP CP of Arms Dealers 18 Issuance of NOC for setting up of 132 15 500 ADCP(HQ) DCP CP Cinema Hall 19 Passport Verification 133 21 100 ADCP(HQ) DCP CP

20 Verification for fresh Arms License 134 30 200 ADCP(HQ) DCP CP 21 Acknowledgement of Complaint 135 Immediate -- SHO DSP/SD CP 22 Information of action taken of complaint 136 21 -- SHO DSP/SD CP (FIR/DDR/Matter closed) 23 MRG Inquiry in case of loss of 140 21 500 ADCP(HQ) DCP CP Passport abroad 24 Other services related with passport (Report for loss of passport, Nativity 141 21 100 ADCP(HQ) DCP CP Certificate) 25 Appointment of retainer of weapon 143g 15 100 ADCP(HQ) DCP CP

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BPR&D Best Practices and Initiatives under SMART Policing

SN Nature of service/Complaint Service Stipulated Facilitatio Designated First Second No. as per time as per n charges Officer Appellant Appellant Notificatio RTS Act in including Authority Authority n days sub taxes 26 7 (from Addition/Deletion of weapon (If the expiry of license issuing district is the same 114a 100 ADCP(HQ) DCP CP mandatory where service has been sought) 45 days period) 27 Counter sign of document 142 7 10 ADCP(HQ) DCP CP 28 Renewal in case of licensee has shifted his residence from the licence issuing 113b 20 -- ADCP(HQ) DCP CP district to another district 29 Renewal in case where an adverse report is received from the Police and an opportunity of being heard has to 60 113c -- ADCP(HQ) DCP CP be given to the Licensee before taking (Additional) any action as provided under the Arms Act. 30 Entry of weapon on arms licence 114b 7 100 ADCP(HQ) DCP CP 31 Extension of the purchase period of weapon (Within permissible time period and if the licence issuing 115 7 -- ADCP(HQ) DCP CP district is the same where service has been sought) 32 Issuance of Duplicate Arms licence 143b 10 -- ADCP(HQ) DCP CP 33 NOC for sale of weapon 143c 10 100 ADCP(HQ) DCP CP 34 Application for extension of jurisdiction (Punjab) 143d 10 -- ADCP(HQ) DCP CP 35 Cancellation of Arms license on the request of the licensee 143e 30 -- ADCP(HQ) DCP CP 36 Change of address in Arms license 143f 30 -- ADCP(HQ) DCP CP 37 Addition/deletion of retainer in Arms license 143h 30 -- ADCP(HQ) DCP CP 38 Change of Bore 143i 10 -- ADCP(HQ) DCP CP 39 Permission for deposit of weapon in case of death 143j 1 -- ADCP(HQ) DCP CP 40 Permission for sale/transfer of weapon in death case 143k 30 -- ADCP(HQ) DCP CP 41 Permission of addition of cartridges 143l 10 -- DCP CP PS(H)

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BPR&D Best Practices and Initiatives under SMART Policing

COMMUNITY POLICING SCHEME OF ODISHA “AMA POLICE” Satyajit Mohanty Addl. D.G. of Police (Hdqrs), Odisha Cum-State Level Nodal Officer for Community Policing

The Community Policing Scheme "Ama Police" has been launched by the Govt. of Odisha with effect from 1st April, 2013 vide Home Department Resolution No. 12554/D&A dated 25.03.2013 (details annexed).

This is a three-tier structure with 'Ama Police Beat’ at the lowest level and 'Ama Police Samiti' at the middle and 'District Advisory Committee' at the apex. Under 'Ama Police Beat' each Police Station is divided into several contiguous beats under charge of a Constable/Havildar/ASl. The duty of the Beat officer is to visit individual household and to get himself acquainted with the members, acting as a 'linking pin' between the Police Station and the Community.

The 'Ama Police Samiti' is constituted under each Police Station with 20-25 members representing the local population of the concerned Police Station. Under the scheme, the Officer-in-charge of the Police Station will convene monthly meeting of the members and interact with them in order to get their feedback on the functioning of the beat officers and to introduce target specific scheme.

'District Advisory Committee' is headed by the Superintendent of Police with M.L.As., M.Ps, and leading members as invitees.

The scheme has been introduced as pilot programme covering one Police Station in each of the 34 Police Districts of the State. However, due to shortage of manpower the scheme is presently confined to Pilot Police Stations.

However, after assessment of the pilot project, "Ama Police Samiti" has been formed under all the Police Stations of the State. Monthly meetings are being held at the Police station with the Samiti members selected by the District Ss.P./D.Cs.P.

As part of further institutionalisation of the Scheme, the Govt. have sanctioned funds under heads (i) POL allowance for Beat Officers and Community Relation Officers @ Rs.300/- per month per Officer, (ii) Reimbursement of Mobile Phone charges of Beat Officers and Community Relation Officers @ Rs.200/- per month per Officer, (iii) Refreshment expenses for holding Community Policing Samiti meeting to be convened once in a month in Police Station @ Rs.500/- per month per Police Station and (iv) Printing charges of identity cards, purchase of stationeries @ Rs,3,000/- per Police Station as one time expenditure for implementation of Community Policing

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"Ama Police Project" in the Budget Estimate for the year 2014-15. Budgetary provisions have been made for the training of Community Police Officers.

Besides, Government have appointed a State Level Nodal Officer for overseeing the implementation of the Scheme.

GOVERNMENT OF ODISHA HOME DEPARTMENT No. 12664 D/A, Bhubaneswar, dated 26th March, 2013 HOME-DA1-RULE-0064-2013

From Sri U.N. Behera, IAS Principal Secretary to Govt. To All Superintendent of Police/ Deputy Commissioner of Police

Sub: ‘Ama Police’ – Community Policing Project of Odisha Police – Guidelines for Successful Implementation.

Sir/Madam, I am directed to say that Government after careful consideration have been pleased to approve the Community Policing Project of Odisha Police under the nomenclature “Ama Police” with the following Guidelines for its successful implementation.

2. Community policing revolves round the principle of pro-active policing through people friendly policing practices, community participation and problem solving leading to crime prevention and maintenance of order. Community policing allows the law enforcement to get back to the principles upon which it was founded, to integrate itself into the fabric of the community so that the people and the police collaborate even before a serious problem arises. It is a philosophy based on the concept that Police Officers and private citizen work together in a creative way to help solve contemporary community problems related to crime, fear of crime, disorder and neighbourhood decay. It fosters to develop a new relationship with law abiding people in the community, allowing them a greater say in settling local policing priorities, and involving them in efforts to improve overall quality of life in their neighbourhood. The Beat Officer is in face-to-face daily contact with people in the area so that the officer owns the Beat areas, develops rapport with the

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BPR&D Best Practices and Initiatives under SMART Policing people and earns their trust. Here the police serve as a catalyst and the people accept their share of responsibility for solving local problems related to crime, disorder and security.

3. The essence of Community Policing is to minimize the gap between policemen and citizens to such an extent that the policemen become an integrated part of the community they serve. In other words the individual policeman should know each member of the community and he should, in turn, be known by them. That is to say that the anonymity between them is replaced with harmony and trust.

4. So the basic unit of ‘Community Policing’ should be geographically, and demographically compact enough to enable a foot-patrolman to know all and everyone within a reasonable span of time and in turn he himself known in the community. The policing and security needs of a compact geographical area can be easily identified and attended to by employing local resources. Such knowledge will also have its impact on local anti-social behavior, apart from keeping the outsiders at bay.

5. “Ama Police” Project is the Community Policing Programme to be introduced by the Odisha Police. It will be a three tier structure, ‘Ama Police Beat’ at the bottom, ‘Ama Police Samiti’ at the middle and District Advisory Committee at the apex.

6. The project aims to achieve the following objectives. (a) Prevention of Crimes. (b) Furthering co-operation and mutual understanding between Police and the Community. (c) Furthering Security-related mutual co-operation among Citizenry.

The scheme will be introduced in a phased manner in all the police stations of the State. SP/DCP may identify one or two Police Stations in his/her jurisdiction as pilot and gradually scale up the project.

7. ‘Ama Police Beat’:

Each Police Station should be divided into several contiguous Beats basing on the population, homogeneity or other common characteristics. Each ‘Ama Police Beat’ will be under the charge of an Assistant Sub-Inspector or a Head Constable/ Constable. The Beat officers will be selected strictly on criteria of personality, integrity, voluntary attitude, clean service record, good conduct, non-addictive habits etc. The selection may not necessarily be from among the personnel of the concerned police station. The DCP/SP may select Beat

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BPR&D Best Practices and Initiatives under SMART Policing officers from among the manpower under his/her command. The Beat officers, IIC/OIC and the SDPO/ACP should undergo suitable orientation training before their engagement under ‘Ama Police Project’.

8. With three months of taking charge, every Beat Officer should personally know at least one member of every household in his beat by house visits. Every road, lane and by- lane in the beat should be well known to the Beat Officer. The Beat Officer should know not only the houses but also all other establishments in the beat area. The Beat Officer should also keep a rough map marking the major junctions, building etc. of the area. He should also keep a diary containing the phone numbers and address of all important establishment and persons. A copy of the map and the diary should be kept in the Police Station. The details of such public contact received etc. may be entered in the Beat Diary by the beat officer, who may get it countersigned by the OIC/IIC.

9. The name and identity of the Beat Officer may be exhibited at important places in the Beat area. This will help the public to know their Beat Officer.

10. The Beat Officer should gain the confidence of the public in his area in such a manner that every common citizen should feel free to approach him and talk to him without any fear and with confidence in a comfortable manner. The Beat Officer should be a role model as far as his manners, etiquette and conduct are concerned.

11. Activities to be under by a Beat Officer

(a) The Beat Officer should get himself acquainted with the local residents under his Beat within the first six months of the appointment and keep detailed notes of the inmates. Beat Officer may share his mobile phone number with the residents under his beat (mobile phone charges to be borne by the department up to a limit). (b) From the knowledge gained through experience and contacts, the Beat Officer may find out appropriate project for his beat area and such projects may be presented in the Samiti Meeting by him. Beat Officer may also take the lead in implemented such projects. (c) Whenever there is some natural calamity, outbreak of contagious diseases etc. in his beat area, the Beat Officer may immediately inform the same to the concerned authorities and also give leadership in taking remedial actions.

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(d) In case the Beat Officer gets any intelligence regarding communal tensions, social unrest etc. in the beat, Beat Officer may immediately inform the same to the concerned authorities and also pass such information to the OIC/IIC. (e) In case any information is received with regard to development of problems in connection with festivals, ‘melas’ etc. the same may be informed to the OIC/IIC. (f) The Beat Officer may inform the IIC/OIC about any type of crime or illegal activities taking place within his beat area. (g) The Beat Officer may visit internet cafes, phone booths, parallel educational institutions, cinema theatres, video shops and other places where students and youngsters may gather and Beat Officer may keep a friendly watch to prevent any untoward incident in such places. (h) When taxi drivers go for trips especially at night along with strangers the drivers may be advised to record the name, address and signature of such persons in the taxi stand to ensure the safety of the drivers. (i) The name and address of all the strangers who come and stay in the area for doing construction work may be collected with the help of the contractors who bring them. Such information can be handed over to the OIC/IIC. (j) The name and permanent address of persons who come and stay as household help etc. from outside the locality may be collected and kept. (k) The names and addresses of the senior citizens/couples staying alone in the beat should be collected during the house visits and recorded in the Beat Diary separately. The frequency of visits to such houses and interaction with such persons may be more than the normal to instill better sense of security among them.

12. What should not be done by a Beat Officer

(a) Beat Officer should not discuss or pass on information, publically or privately about any case under investigation or trial in the Police Station/Court. (b) Beat Officer should not pass on any information about any person to be arrested by the police/to be included in the array of accused/anti-social list etc. (c) Secret information or personal information regarding any person should not be collected or discussed. (d) The Beat Officer’s opinion about any of the individuals or organisations in the locality should not be discussed either publically or privately by the Beat Officer. (e) Under no circumstances should a Male Beat Officer visit a house in the absence of the male members.

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(f) The Beat Officer should not try to negotiate and settle any issue connected with a criminal case registered already. However in case any accused in a criminal case again troubles the victim, the Beat Officer should take immediate remedial measures to help the IIC/OIC in preventing the same. (g) The Beat Officer should not make public the names of any person who gives him secret information. Beat Officer should never share such information with the public even during private conversations. (h) Regarding investigation of crime cases, political issues etc. the Beat Officer should not share his views with members of the public. (i) In case an individual in the area violates any traffic rule or indulges in any criminal activity, Beat Officer should never try to help such persons escape from the clutches of law. (j) The Beat Officer may receive petitions from the public; Beat Officer should enter the same in the beat register and hand over the same to the IIC/OIC on the same day itself. Under no circumstances should the Beat Officer show the petition to the counter petitioner or keep to himself. (k) On the petitions asked to be enquired by the OIC/IIC, the Beat Officer should conduct enquiries about the matter from the petitioner, counter petitioner, and the local people. The petition should not be shown to anybody other than that petitioner. Beat Officer should not speak to the petitioner or counter petitioner in a threatening manner. It is the duty of the Beat Officer to assist the IIC/OIC to dispose the petition at the Station. The Beat Officer should not discuss or dispose these matters in the presence of other at the meeting place or so. (l) If persons in the Beat come to the Police Station, they should be able to contact the Beat Officer. They may contact any other Police Officials also. They should not be required to obtain permission from the Beat Officer to see the OIC/IIC or the other Officials. (m) The Beat Officer should win the confidence of the people in such a manner that an ordinary citizen can approach and speak to him freely without any fear. The Beat officer should be a role model to every citizen in character and behavior.

13. Ama Police Samiti:

In every Police Station where the ‘Ama Police’ Project is being implemented an ‘Ama Police Samiti’ should be formed.

With the help of the Officer-in-Charge/Inspector-in-Charge, the Sub Divisional Police Officer (SDPO) or Assistant Commissioner of Police (ACP), as the case may be, will suggest

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BPR&D Best Practices and Initiatives under SMART Policing the name of members to be included in the Samiti. The Superintendent of Police (SP) or the Deputy Commissioner of Police (DCP), as the case may be, will examine such names and constitute the Samiti.

14. The Samiti should have proportionate representation from among women and the Schedule Castes and Tribes. Respectable citizen from locality who are active in the educational and cultural field should be included in the committee. High School/Headmasters/College Principals, Teachers, Retired Officers, Ex-servicemen, Merchants, NGOs, Workers’ representative, Residents’ Association representatives, Puja Committees representatives etc. may be included in the Committee. Preference may be given to include office bearers of Residential Associations and Puja Committees. The representatives of the local bodies residing under the Police Station limit may join the Samiti as special invitees.

15. The structure of the Samiti should be in such a way that ordinary citizens with civic sense and sense of social responsibility get an opportunity to utilize their talents for the greater safety of society at the local level. The process of constitution of the Samiti should be above board, and the members should be persons who command the respect of the community.

16. The Samiti should have 10 to 25 members. The meetings of the Samiti will be chaired by a person about whom a consensus is reached. This can be decided by Samiti members in each meeting. A sub Inspector or an Assistant Sub Inspector from the Police Station may be designated as the Community Relations Officer (CRO) by the IIC/OIC. The OIC/IIC shall be a member of the Samiti and the CRO will officiate as Secretary. The Community Relations Officer should dedicate himself to the cause of implementation of the ‘Ama Police Project’ and oversee the duties of the community police officers

17. The Samiti may be reconstituted in every two years. The DCP/SP may remove any member, who involves himself in any crime or acts involving moral turpitude.

18. Meetings of the Ama Police Samiti:

The Samiti should meet at least once in a month, at a pre-announced date and place. The public residing in the Beat of that area can attend and give their suggestions. The participation of maximum number of people from the local Beat may be ensured.

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19. The minutes of such meetings should be prepared by the CRO (Secretary) and a copy of the minutes should be sent to ACP/SDPO and the DCP/SP. Supervisory Officers should examine the minutes, assess the quality of meeting, and in case it is felt necessary provide advice to the OIC/IIC. The senior supervisory officers may attend the meetings. The Samiti may hold such other meetings as and when need arises.

20. Subject for Discussion in Samiti Meetings: The following matters may be discussed:- (a) Any matter concerned with security of the area, problems like theft, robbery, bootlegging, traffic offences etc. and the remedial measures. (b) Introducing patrolling with a view to preventing crime, traffic warden system etc. (c) Organising awareness programmes to educate the public about reducing crime and about security measures to be introduced. (d) Information regarding organized crime in the area.

21. Subjects which shall not be discussed in Samiti Meeting: (a) No discussion should be done about cases which are under investigation or trial or about the accused in such cases. (b) Any private dispute between individuals and remedial measures for such disputes should not be discussed. (c) No discussion, accusing any individual or organization, should be held about any petition/crime which is already registered/given to the Police Station. (d) The behavior, conduct or working of any individual should be discussed. (e) The deeds of any political/social organization should not be criticized. (f) Under no circumstances, the Samiti Meeting should function like an unofficial Court. Hence, no effort should be made to resolve the problem relating to criminal activities of any person during the Committee meeting.

22. Decisions which are generally acceptable and which are lawful may be taken up for implementation. As far a possible, implementation should be through consensus. As the Samiti does not have any statutory authority and is only meant to facilitate better policing, the method of putting matters to vote should not be resorted to. Matters may be decided in a friendly atmosphere and divisive and partisan discussions may be avoided. In case undesirably heated discussions occur in a meeting, the next meeting may be presided over by the Sub-Divisional Police Officer.

23. Activities of the ‘Ama Police Samiti’:

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Different projects, chosen as per need, may be implemented after discussion and decision in the Samiti meetings. As per local needs, the following type of special projects, inter alia, may be implemented.

(a) Night patrolling with public co-operation. (b) Coordinating with private security guards. (c) Knowing new residents and strangers. (d) Fitting Burglar Alarm and security systems. (e) Helping senior citizens and physically challenged citizens. (f) Protection of women and children. (g) Awareness programmes. (h) Traffic warden system. (i) Monitoring maintenance of street lights, traffic lights etc. (j) Implementation of projects encouraging blood donation. (k) Organising self defence courses. (l) School based safety and vigilance programmes. (m) Monitoring illegal financial institutions. (n) Disaster Management and Mitigation. (o) Trauma, Rescue and First Aid Projects. (p) Coordination with Fire, Hospital and other emergency services.

24. It is so required, sub-committees may be appointed for a particular area or for particular project. Formation of such sub-committees can be done during the same meetings and such Sub Committees can include persons appropriate to the intended task.

25. District Advisory Committee:

At the District level, an Advisory Committee headed by the DCP/Superintendent of Police should be formed to ensure proper supervision regarding functioning of “Ama Police” Project. Members of Parliament, Members of Legislative Assembly, Municpal Chairman/Mayor as well as other important members of public may be invited in the meetings of the Committee. The committee may consist of 10 to 20 members. The committee may convene a meeting once in every three months and review the working of Ama Police Samiti of the concerned District and give necessary suggestion instructions etc. for improvement of their performances.

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26. It is requested to take necessary steps to launch the pilot scheme on 1st April, 2013, the day Utkal Dibas and also Odisha Police Formation Day.

By order of the Governor sd/ x x x Principal Secretary to Government

FUNCTIONING OF “MAHILA & SISHU DESK” IN ODISHA POLICE

To facilitate integrated approach towards “Crime against Women” and “Children”, it has been decided to set up ‘Mahila and Sishu Desks’ in 40 Police Stations of the State. The Desk Officer for such deskwill receive all complaints of/relating to women victims and children, listen and understand their grievances and ensure proper legal action.

CONSTITUTION: A woman officer of the rank of S.I./ASI available in the said 40 major Police Stations of the state shall be designated as Desk Officer of the ‘Mahila and Sishu Desk’. She will be assisted by at least one lady constable. Where no woman officer of the rank of S.I./A.S.I. is available in the said 40 Police Stations, a Junior S.I. should be designated as the Desk Officer of such Desk. In absence of any woman officer, at least two lady constables should be attached to such Desk. The Dist. S.P. will select personnel from the existing strength of Police Stations and attach them to such ‘Desk’ by issuing formal order which should be published as D.O., and a copy sent to the concerned Police Station. The ‘Mahila and Sisu Desk’ shall function under the overall control and supervision of the Officer-in-Charge of the Police Station.

DUTIES AND RESPONSIBILITIES: The Desk Officer of the Mahila and Sisu Desk shall be responsible for receiving all complaints either lodged at the Police Station by woman and child victims or relating to them.

1. If the complaint reveals a cognizable case, it shall be her/his duty to have the case registered immediately and ensure that a copy of the FIR is made over to the complainant free of cost. The acknowledgement of the complainant should be retained for record.

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2. If the complaint does not reveal any cognizable case she or he shall enter the fact in the Station Diary and advise the victim suitably to take other recourse available.

3. The Officer-in-Charge of the Police Station, the Desk Officer of the Mahila and Sishu Desk as well as the staff attached to such Desk should be conversant with laws in force relating to women and children as well as various judicial pronouncements and guidelines of the Apex Court and different High Courts and ensure that these are implemented in letter and spirit.

4. They will ensure that the guidelines prescribed under various laws and by the Apex Court relating to arrest and treatment of women and children while at the Police Stations are meticulously followed.

5. The traumatized women victims as well as women and juvenile accused of any offence while at Police Stations shall be segregated from others and examined and interrogated separately in separate room of the P.S. with due regard to their privacy and in accordance with law.

6. The women victims/accused persons shall be dealt with all decency and due regard to their honour and dignity, so that they do not feel harassed at the hands of the police on the plea of examination and interrogation.

7. Similarly, the child victims and juveniles in conflict with law shall be taken care of and dealt with sympathy in accordance with provisions of law relating to children.

8. The traumatized women victims and children may require counselling and temporary shelter before they are accepted back in the families or otherwise rehabilitated. The Desk Officer of the Desk shall refer such cases to the Short Stay Home, Destitute Home and Children’s Home etc. with the names and addresses of the functionaries as well as their telephone numbers to contact them at the time of need. A detailed district wise list has already been circulated to all Dist Ss.P/Range D.Is.G by the Woman and Child Development Department, Bhubaneswar.

9. Several NGOs at the Dist. and State level are working for the cause of women and children. The Officer-in-Charge of the Police Station and the Desk Officer should be accessible to such NGOs and co-ordinate such efforts to improve the condition of women and children within the legal framework. To facilitate this, the Desk Officer

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shall maintain a list of such NGOs functioning in the P.S. area and the district, with names, addresses of the functionaries and telephone numbers to contact them as and when necessary.

10. The traumatized women victims and children may require medical attention for their medico-legal examination and treatment. The Desk Officer of such Desk shall maintain a list of lady doctors available in the P.S. jurisdiction, Sub-Division and District HQrs for referring the cases of women and children victims.

11. Trafficking of Women and Children is another major area which the officers and men attached to such Desk will be required to focus their attention. The Officers and men attached to the Desk shall collect information regarding trafficking of ‘Women’ and ‘Children’ on false promises of marriage, providing employment etc. and their subsequent exploitation. Regular liaison with the NGOs working the field and people’s representative, particularly of Panchayati Raj Institutions will help in collection of such intelligence. On receipt of such intelligence it should be duly verified, and the Desk Officer should ensure raids on the lodging house, hotels, brothels, bars and pubs, dhabas and read light areas by the special Police Officer under the I.T.P. Act, 1956, if any, and take appropriate legal action against the traffickers. The victims of such trafficking should be handled with due honour and dignity and steps taken for restoring them to their parents/guardians or rehabilitating them through NGOs and other Govt. agencies.

12. It has been observed that Police Officers during interviews to the media allow women and child victims to be photographed after raids on brothels etc. While briefing the media, the Mahila and Sisu Desk personnel should bear in mind that law prohibits revelation of name of victims of offences U/s. 376, 376A, 376B, 376C and 337D I.P.C. and juveniles under the Juvenile Justice (Care and Protection of Children) Act, 2000. Moreover, women and children participants in offences under the I.T.P. Act are often victims of crime. This aspect may be borne in mind while allowing media coverage of such offences.

13. The Desk Officer shall initiate legal action against sale and circulation of obscene literature, pornographic material and indecent representation of women at public places. They shall also identify places frequented by large number of women and girls either regularly or occasionally during fairs and festivals and take proactive measures

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by way of patrolling and deployment of women police officers to prevent eve-teasing, kidnapping, abduction and molestation etc.

In additional to the aforesaid duties, the officers and constable attached to such Desk shall perform normal duties of the Police Station assigned to them by the Office-in-Charge.

14. TRAINING: A ‘Sensitization Training Course’ for Officers and Constables attached to such Desk, Os.I.C./Is.I.C/C.Is/SDPOs and HQrs. Dy.Ss.P. shallbe organized at the Range level. The Dist Ss.P. will ensure that all officers and Constables attached to such Desk attend the training course. Suitable entry to that effect may be made in their Service books.

15. NODAL AUTHORITY: The Dist H.R.P.C. will act as the Nodal agency in such matters with the district.

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PROJECT PRAHARI The Community Policing Initiative by Assam Police for Conflict Resolution through Community Participation

Kuladhar Saikia, ADGP (BIO), Assam

1. Name of the State: Assam

2. Title / Subject of the Best Practices :: Project PRAHARI

3. Details of the jurisdiction(whole State/ Distt / PS) in which the best practices / innovation has been introduced :: Whole State

4. Subject covered by the Best Practices / Innovations :: Community Policing

5. Date since introduced :: August, 2001

6. BRIEF ACCOUNT OF THE PRACTICE:

Since its inception in August, 2001 in violence-hit Kokrajhar district at the initiative of Kuladhar Saikia, IPS, the then DIG (Western Range) ,more than 50 villages in the State have since come under the cover of project Prahari after the DGP Assam declared it to be a State level police project.

Project Prahari has been successful in achieving the objectives of addressing the causative factors sustaining militancy and social delinquencies. Lack of communication systems, inhospitable terrain and social isolation have made policing difficult in these areas. The militant groups are also using these areas as support bases. Predominantly tribal people of the region have suffered because of illiteracy, isolation and under-development. These areas have been witnessing the scourge of terrorist violence for several decades along with the curse of social prejudices like age old beliefs in witch craft killings and tortures. These areas witnessed Communal and ethnic conflicts, mistrust and hostility to Law enforcing agencies. The apathetic attitudes by development agencies, weak resource base, low level of skills & literacy had created a widening gap between administrative machinery and the villagers.

Objectives  To inspire healthy and cooperative police public interface to build the bridge of friendship between law enforcement agencies and community members  To ensure community participation, decision making and management of community development.

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 To transform community strength to socially meaningful activities for prevention of social delinquency and militancy.  To enhance empowerment, knowledge accessibility and capacity building of the villagers to fight against illiteracy, social malady and underdevelopment  To motivate the people for sustainable community development under locally available resources with the theme `People For Progress.’

The Selection Criteria: This Project selects villages which are terrorist prone and socially underprivileged

The Strategies: The strategies adopted under Project Prahari are: community participation in decision making, fostering community ownership of development, bottom up strategy in contrast to the “trickledown effect”, building social capital through inclusion, reconnecting the individuals with communities, and communities with the government and the economy. It allows for an active participatory role for the different stake holders of the rural society. The Project educates people to appreciate the sense of empowerment, utilization of community potentials for socially meaningful purposes like creation, ownership and management of community assets, building a common platform for people’s resistance against the menace of militancy and social violence

The Process: The methodology for initiation of the project includes:- formal and informal discussions for building trust between villagers and the police, formation of Community Management Group(CMG) involving all sections with majority participation by women, construction of a Community Centre in the village from local resources to enhance the community bond, formulation of action Plan by CMG and its implementation by the members.

The community partners and the Police: The local police act as a Change Agent to facilitate in bringing the community members together. The developmental agencies, NGOs, social action groups, women organizations, youth clubs, and financial institutions are the community partners in this initiative for knowledge accessibility and capacity building in their effort to implement the action plan. Emphasis is being given to strengthening of village institutions and up gradation of existing skills and crafts. The CMG provides the platform, within the existing village institutions, to deliberate freely on socially deviant behaviours, delinquency and their remedial measures and also work out means for vertical mobility of the members by economic progress through community participation, decision making and management of

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BPR&D Best Practices and Initiatives under SMART Policing development through locally available resources in the village. Their action plan includes not only building the community assets like road, canal, school buildings, drinking water facility and other economically benefiting schemes, but also intangible desirables like community disciplines, ethnic amity , adherence to socio-legal codes and resolution of social conflicts etc.

7. Brief account of the impact of the best practice / innovation

Some of the positive impacts from the project are highlighted below: 1. Erodes the support base of militancy: The jobless youth of the community have found avenues to channelise their potentials into meaningful and positive actions in the economically benefiting programs initiated by the joint efforts of Community Management Group, developmental agencies and local police. This has closed the exodus of the tribal youth to the terrorist groups.

2. Channelise people’s power : Depending on their needs and local availability of resources, nearly 50 villages under this project have been able to successfully achieve building of irrigation canals, community fishery, farming and sericulture nursery, weaving, bamboo crafting etc. along with awareness building against social prejudices, ethnic disharmony and militancy.

3. Enhance capacity building: Regular literacy campaigns, health education camps, training of paramedics/midwives amongst the villagers at the initiative of the local police have motivated the community members to be an active stakeholder in the system of community Policing. Police officers’ regular awareness campaigns with the community members and ensuring help from other agencies on women rights, maternal health and hygiene and creation of economic opportunities have given a sense of empowerment amongst the tribal women.

4. Creation of forward linkages: New market avenues have been opened for the women artisans, weavers at the initiative of local Police who act as the facilitator to create a network of different agencies with the villagers of these areas.

5. Empowerment of women: As a result of initiatives under taken by the Police under the project PRAHARI the illiterate women folks are being exposed to literacy, modern knowledge of health care and legal rights which have led to their empowerment. This has resulted in a system of social defense against gender related crimes. Moreover the regular meetings at the community centers in the villages between the community members and local Police have led to resolution of conflicts amongst the villagers and thus there is a significant

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BPR&D Best Practices and Initiatives under SMART Policing impact on the reduction of social delinquencies like alcoholism, domestic violence and social prejudices like black magic etc. School attendance has increased and there is a decrease in drop outs. 6. Face to the uniform – Building Bridge of Friendship: A sense of belongingness and commitment to the community members from law enforcing agencies has dispelled the age old phobic reaction to the police by the villagers. There is a healthy Police-public interface and local Police are being accepted as friends to the community. Enhanced interactions among the members of community have resulted not only improved police-community interface but also mutual respect, trust and faith among the villagers themselves leading to reduction in social conflicts and safeguarding of community assets.

7. A new role for Police: This initiative has resulted in transforming the average policeman into a member of responsible law enforcement agency which is determined to achieve the goal of social harmony and cohesiveness in an underdeveloped society. He has understood his role as an integral part of the whole process of social evolution and community development. His accountability towards the people has increased manifold after his liaison and proximity with the people has undergone a new transformation.

8. Appropriate technology: The traditional technologies and skills are being improved upon for increasing their production and productivity through cooperation from Technology institutes like IIT, Guwahati.

9. Village communication infrastructure: The remote and isolated Prahari villages are no longer isolated and inaccessible --thanks to the police public partnership effort in growth of infrastructure in these villages.

10. Preservation of the environment: The environmental programs under this initiative have brought awareness about the ecologically balanced and environment friendly development. Large scale plantation of ecologically suitable varieties and economically fast growing species in all Prahari villagers emphasize the need of preserve the nature. Fruit bearing trees are planted around their schools- thus imbibing young minds with the concept of community management of forestry. Sustainability and Project Management: The management of the Project is to be institutionalized by having a State level nodal officer to coordinate between the village level initiatives. An ADG/ IGP level official is to be made the Nodal Officer for the State and he is to be assisted by the Range Nodal Officer who are DIG ranges. The Superintendents of Police of different districts act as District Nodal Officers while

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BPR&D Best Practices and Initiatives under SMART Policing the Officers In-charge/SHO of Police Stations of the Prahari Villages are the field level contact person for the project. Some examples of tangible benefits under Project Prahari

A. Impact on Crime Scenario Besides tangible economic benefits the project has brought about a sea change in Police – Public interface. The Prahari villagers under Margherita Sub-division who had been victims of opium addiction were put in de-addiction camps under supervision of experts and they were exposed to different means of economic activities to which they can fall back upon after de-addiction. Awareness programs have been launched against social prejudices like practice of black magic and sorcery which have had significant impact on prevention of killings of innocent women in the name of “witches”. Large number of veteran dacoits and deadly criminals have given up crimes in the Prahari village of Khagail and joined the Community Management Group after public acceptance. The Project has been successful in having a significant impact on the control of extremist violence. The unemployed and educated youth who had been lured away by the extremist organization to the path of violence and criminal activities have joined the main stream of community life after economic opportunities were created by the project. The psychological operations against insurgent groups have got a new boost by the good police-public interface. Awareness campaigns for preservation of environment have resulted in reduction of environment related crimes.

B. Creation of Physical Assets and Community Security Management The local police has been playing the role of a catalytic agent in mobilizing the community members for construction and rebuilding of community assets and infrastructures which were destroyed by the violent activities of the terrorist organizations. Security of these common properties have been taken up by the community members: (i) Several bridges were constructed/ repaired by using the community resources available locally. One such effort was the construction of 200 ft. long motorable wooden bridge over river Kachua between Betbari and Charapara under Bongaigaon District providing vital link for children to reach school which was cut off at the time of monsoon as the only link was a single bamboo connecting the two banks of the river. This has also provided link for daily business activities between the villagers as well as Police forays into the inaccessible area where extremists were active earlier. Another bridge under taken at Nayakgaon was completed by mobilising resources from the community pool which allowed connectivity of several villages to district headquarter at Kokrajhar.

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Several such bridges were constructed/repaired through community participation in Thaigaguri, Islampur etc. (ii) Canal : A long abandoned Longa canal at Serfanguri was redug and repaired by members of adjoining five villages namely Kolabari, Pub-Kolabari, Serfanguri and others. A length of 4.87 Kms was thus made operational providing irrigation water to about 500 families, increasing their crop yield significantly. The Prahari Water User Committee formed with the villagers is the nodal agency for water management of this canal. Similar effort was duplicated successfully to bring several villages under irrigation under Sarupathar area of Golaghat District. (iii) Roads / School buildings : The adivasi villagers of Lauripara in Kokrajhar district constructed 1.5 Kms road linking them to the nearest town by which economic activity in the area enhanced. The traditional system of irrigation by constructing bundh was boosted in Chirukutu and Serfanguri area of Kokrajhar district by using appropriate technology through the Project.A number of schools were repaired by people’s initiative under this project.

It is advisable to earmark a minimal amount of financial grant for the project in each Police Station. Help of a member of other ongoing govt. schemes for public benefit may also be taken in Project Prahari villages.

Project Prahari : Recognised as a Unique Endeavour in Public Private Partnership:

The project Prahari has to a great extent neutralised the militants’ influence and crime situations arising out of social prejudices prevailing in these socially disadvantaged areas.. The initial success of this community policing initiative has received favourable response from other police forces in the country also. The document “Platform for Action: After 10 years” published by Ministry of Human Resources Development, Department of Women and Child Welfare, Govt. of India and presented to UNO, General Assembly meeting in 2005 has highlighted the achievement of the Project Prahari. The letter of appreciation by the Hon’ble President of India on the performance of the Project has boosted the moral of the Assam Police. The officers of the department of Administrative Reforms and Public Grievances and Pensions, Govt. of India had visited some of the Prahari villages in August, 2003 for documenting this Project as one of the good practices in governance. The SVP National Police Academy, Hyderabad has documented the Project in “Compendium on Good Practices in Community Policing” for emulation in other states. In the prominent management schools in the country and abroad the Prahari Model is being taught as important case study in ushering in changes in people friendly governance.

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In a meetingheld recently in Guwahati, several civil society organizations and social action groups along with Assam State Women Commission have resolved to work in collaboration to take forward the works under Project Prahari to more underdeveloped areas of Assam. There have been large number of media reports (both digital and printed) appreciating this endeavour bringing in changes in project villages. The Hindu, The telegraph, The Indian Express and several other newspapers have been reporting positively on the working of the project. The Micro Mission dealing with Proactive Policing under the National Police Mission has recommended Project Prahari as a viable community policing model for implementation in the Maoist violence areas.

The Project Prahari has thus emerged as a significant community policing initiative strengthening all efforts at the community’s involvement in deciding its security needs and also reorienting the policing at the cutting edge levels with command devolution.

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OPERATION SMILE A mission to recover missing children Dharmendra Singh, SSP Ghaziabad ,U.P.

“There can be no keener revelation of a society’s soul than the way in which it treats it's children” – Nelson Mandela

Children are said to be missing when they are not found by their guardians in the places they are supposed to be present. It's a massive problem that cut across all classes and cultural boundaries. A news report in The Times Of India in August 2014 quoted Ministry of Home Affairs over the issue of missing children stated that from 2011 to June 2014, a total of 3.25 lakh children went missing in India out of which 45% children remained untraceable. Parents of these missing children undergo tremendous pain and trauma visiting police stations in search of their children. Despite various directions and orders from the Hon’ble Courts and Commissions, to the police to get the missing child back home, the police is generally helpless due to its various limitations. During a special drive against child labour, Ghaziabad police launched a one day operation against child labour in Ghaziabad on 14.09.2014 and recovered 51 children. Their stories were touching, heart breaking and horrifying. This one day experience was an eye opener for police and other stakeholders involved with the issue of missing children and other child right issues. Thus, under the leadership of the SSP Ghaziabad, Mr. Dharmendra Singh, Ghaziabad police decided to take up the issue of missing children and to bring smiles on their faces. Operation smile was first conducted from 24 Sept - 25 Oct 2014. It was a huge success and we recovered and rehabilitated 227 missing children during this month long mission. Success of Operation Smile created ripples across the country and this police effort was praised by one and all. One among them was Mr.Anil Goswami , the then Home Secretary GOI. He issued instructions to Chief Secretaries of all states to launch such initiative from 1st -31st January 2015 in their respective states, keeping Operation Smile of Ghaziabad Police a role model. Subsequently, Ghaziabad Police launched phase II of Operation smile in the month of January and recovered and rehabilitated 326 children this time.

To execute such a month long task was a huge challenge. The Modes Operandi was similar in both the phases of operation smile. It included detailed planning regarding documentation, involvement of various stakeholders and their roles, personnel selection and team formation, the legalities involved in such sensitive operation and training of the involved personnel regarding such legalities, the rescue and then rehabilitation of the children and their re-union with their parents, etc. To begin with, the documentation of the missing

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BPR&D Best Practices and Initiatives under SMART Policing children in the district was updated and the information gaps were filled. For this, a drive was launched in which the present status of all the missing children of past ten years was ascertained by one child - one constable tasking. It also helped to fill the information gap with respect to missing children. After this, FIRs were registered in all the cases in which children were still missing. Then the concerned SHO arranged for a meeting with the parents of missing children and briefed them about the police’s seriousness to find their missing child. This went a long way in re-establishing the faith of public into police and ensuring their help in Operation Smile. As a result of all this exercise, we had updated information about all missing children of the district and we prepared an album of the missing children with their high resolution photo and detailed description. Simultaneously all the stakeholders involved in this Operation were identified and meeting were held with them. Meeting with other agencies like CWCs, NGOs, child right activists, media, shelter homes and other civic bodies was very informative and this led to better planning of operation smile foreseeing the problems that we may encounter during the entire exercise. It also led us to include coordination and feedback mechanism from the very beginning of operation smile. It helped us to tap help across the spectrum of society for such noble work. Also it instilled a sense of involvement and responsibility into the civic bodies ensuring better coordination and efficient conduct of operation.

Being a sensitive operation that dealt with children and related legalities, personnel selection and training was our prime concern. The personnel selected had to be sensitive and caring to a child's need. SSP Ghaziabad, Mr. Dharmendra Singh was aware of this fact when he held the first meeting of all senior police officials in the police lines. He shared the final details of operation Smile with everyone and asked to voluntarily recruit motivated policemen dedicated for the cause of missing children to be selected for teams of operation smile. These teams consisted of 1 sub-inspector and 4 constables each. 3-4 teams were prepared from each police station depending on the strength of police stations. These teams were then trained by the NGOs and senior police officials in various legal issues involved in dealing with children and sensitivity training and training in communication. These policemen were instructed to wear civvies during the entire operation and carry their officials IDs. Each team was provided with a folder containing details of NGOs, CWCs, Police stations, civic bodies of the cities where our teams were supposed to visit during the operation. This folder also contained high resolution pictures of all the missing children of the district with their description. The teams of policemen were dispatched in three phases:-

Phase I- Haridwar, Dehradun, Delhi, Gurgaon, Chandigarh, Faridabad Phase II- Jaipur, Mumbai, Kolkata, Chennai, Bengaluru, Hyderabad, Ahmedabad Phase III-Patna, Ranchi, Bhopal, Chattisgarh, Assam

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Teams stayed at a place for 7-10 days. They shared information with local NGO shelter homes and similar organizations. Railway stations, bus stands, other places of public transport, junctions, crossings, bridges and fly-over were searched. To begin with the teams contacted the NGOs in their respective districts and approached shelter homes to locate missing children. There they found some children who were missing. On interviewing the children in shelter homes the policemen got to know where they can find more missing children. They planned their search accordingly. Simultaneously, the teams also contacted local people and made them aware of our mission of finding missing children by contacting local media and civic bodies and affixing operation Smile posters at public places. The operation Smile poster mentioned our mission to find missing children and gave dedicated phone line numbers to contact if they want to give any information about any child. To begin with we targeted our operation to the recovery of children missing from Ghaziabad only. But our initial experiences of many children slumbering in shelter homes made us extend our mission to recovery of children missing from all over Uttar Pradesh. To monitor and guide the teams on daily basis a dedicated nodal office was created headed by an DySP rank officer. The children located and rescued by the teams were presented before CWC and were then taken to shelter homes on orders of CWC. Based on information from the child and documents the team members tried to locate and inform their parents. Some parents were too poor to afford travel. Help was provided to such parents to travel and reunite with their child. In cases where parents could not be located of children belonging to other districts, local authorities were informed.

Key features of Operation Smile

It was planned as a dedicated time bound mission mode operation with focus on following details- Documentation - filling the information gap. Stake Holders - coordination and synergy. Strategy - time bound and focused approach. Team Formation - motivated and dedicated. Briefing and de-briefing - sharing and learning. Legalities - acts, rules and circulars. Rescue and Rehabilitation - emotional turmoil of children. Feedback and Improvement - corrections.

At the end of every phase, other policemen were invited to listen the experience of the team members of Operation Smile. It was an emotional catharsis of pent up feelings of the team members. It inspired more policemen to opt for operation Smile in every phase. It

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BPR&D Best Practices and Initiatives under SMART Policing changed the perception of policemen towards children and towards each other. Police got new POSTER BOYS to look up to.

The Results

• 227 and 326 missing children were found in the two phases of Operation Smile from the cities of Delhi, Faridabad, Gurgaon, Haridwar, Dehradun, Nainital, Agra, Mathura, Lucknow, Allahabad, Jaipur, Mumbai, West Bengal, Jharkhand, Chattisgarh, Bihar etc. • Today out of 553 children found, only 35 are still in shelter homes. Operation smile has brought smiles on faces of more than 500 families. • Operation smile has changed the public perception of police, especially among the weaker sections of society, which felt neglected. It was ‘community policing through policing’ which led to strong bond between local population and Ghaziabad police leading to better communication and trust resulting in lesser law and order problems in the city. • Improved Self Image of policemen in Ghaziabad. • Post the conclusion of entire operation we analysed the data and information collected from this exercise and it presented some very useful observations-

2 SHELTER 37 59 HOME 43 281 RAILWAY 131 STATION

Chart depicting the places of recovery

As apparent from the above pie chart, more than half of the children rehabilitated in operation Smile were from shelter homes. It's shocking as we as policemen think that once we put lost child in shelter home our job is done and the child is rehabilitated. But in reality that child is still missing from his/her home and is not completely rehabilitated. One such incident came across when our team visited a police outpost in Goa and requested the local police to accompany them to the nearby shelter home. The local police stumbled upon a child long

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BPR&D Best Practices and Initiatives under SMART Policing missing from their area. A little bit of push from our side will go a long way in truly rehabilitating missing children. Another fact apparent from the above diagram is that one fourth of the rehabilitated children in operation smile were from railway stations. GRP and RPF can do a lot in helping such missing children.

Also it's interesting to note that nearly 90 % children recovered and rehabilitated in operation smile were missing for less than 6 months.

199 189

86 57 17 5

< 1 MONTH 1‐3 MONTHS 3‐6 MONTHS 6 MONTHS ‐ 1 1 ‐ 5 YEARS 5 ‐ 10 YEARS YEAR

This shows that the probability of finding the children decreases exponentially with increase in time. Thus we must act fast. Added to this is the fact that most of the missing children complaints are filed as missing reports which are mostly not monitored as diligently as FIRs. Thus it's a lesson for us to register FIR in every complaint of missing child and to act swiftly to recover the missing child.

Conclusion

Operation Smile was a huge success because of the motivated teams we were able to put together. Its success resonated across the country and in January 2015 a nationwide drive was launched by MHA based on operation smile which resulted in recovery of nearly 3000 children. Policemen from places like Chattisgarh, Uttarakhand and Chandigarh came to Ghaziabad to learn and benefit from our experience. Today out of total 553 children recovered and rehabilitated in Operation Smile nearly 500 have been reunited with their families across Uttar Pradesh spreading smiles on the faces of their families and creating goodwill for Uttar Pradesh Police. Also, we need to have a monitoring mechanism of a joint committee of administration and police to monitor and verify the functioning of shelter homes and placement agencies which will go a long way to check human trafficking and in rehabilitation of missing children.

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DELHI POLICE EMERGENCY SERVICES (PA-100) AND THE HIMMAT SOS APP FOR WOMEN Sundari Nanda, Spl. CP (Ops), Delhi Police

Delhi being the capital of India is a cosmopolitan city, with a population of 1.7 crore, and a floating population of more than about 06 lakhs. Education and increasing use of technology across all strata of society has also increased the number of working citizens, especially women as also the concomitant mobility of citizens outside their homes. Thus there is an increase of nuclear families staying in the megapolis who have nobody to turn to in times of distress. There is also increased “criminality” within the home in terms of crime against women, children and senior citizens.

Since no other government/department is reachable throughout the day and throughout the year, increasing number of citizens are accessing the police emergency services on No. 100. From reporting street crime like snatching and robbery, refusal of auto- rickshaw, assistance in case of sickness, missing children or any other issues. Citizens also call up for various types of information and inquiries.

The total calls received by the Delhi Police CPCR (Central Police Control Room) on No. 100 in the year 2014 are 87,66,483 and about 42,60,406 calls have been received in the year 2015 upto 24.06.2015. The daily average is about 24,000 calls. Of these calls about 6,300 calls on an average are attended by the network of 1000 PCR mobile patrolling vehicles and motorcycles on ground. The PA-100 system and network of PCR mobile patrolling vehicles on ground also function as the single largest “Ambulance Service” in Delhi. On an average around 175 injured, mainly accident victims, are taken to hospital daily.

For immediate and effective redressal of distress calls there is a facility in the software to categorize them into High, Medium and Low priority calls. The average response time of the PA-100 emergency system of Delhi Police is approximately 5 to 7 minutes for high priority, 8 to 12 minutes for medium priority and 15 minute and above for low priority calls. To further reduce the response time the PA-100 emergency system has been extended to all the 161 Police Stations of Delhi in mid-2014 so that any emergency call landing in the CPCR is dispatched in real time both to the concerned PCR-MPV and the Police Station. This enables not only the SHO and other staff of the Police Station to know about the call in real time but also enables them to reach the scene of crime faster so that the PCR MPV is relieved to attend other calls which are in queue. Real time SMS are also generated from the CPCR

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BPR&D Best Practices and Initiatives under SMART Policing and sent to the official mobile numbers of the concerned SHO, ACP and DCP of the concerned area.

Apart from No.100, women in Delhi also have recourse to the Women helpline No. 1091 and Anti-obscene helpline No.1096. All these helplines are available 24 X 7 throughout the year to citizens. Harassment of women through obscene calls is very common in Delhi. No. 1096 received the highest number of calls i.e. 51,732 in 2014.

Similarly, we have received about 734 calls from Senior Citizens, 106 calls from students, 1129 from children and 1969 on Helpline 1291. Analysis of these calls reveals significant social factors which play role in crime against women and other vulnerable groups like senior citizens. Obscene calls, domestic violence, eve-teasing, desertion of senior citizens, quarrels &problems in schools and colleges and various other problems of discrimination against citizens from north-east point to social prejudices.

In addition to the above facilities for women of Delhi, Delhi Police launched Himmat SOS App for women on 01.01.2015 which was inaugurated by Hon’ble Home Minister Shri Rajnath Singh. This app was initially launched on Android and has now been extended to i- Phones, Windows and Blackberry Phones.

The Himmat app can be downloaded free of cost from the Delhi Police website - www.delhipolice.nic.in.

Unique Features of the Himmat App:-

 Shake To Alert  Power Button Alert  Soft Button Alert  Call back by Police Control Room  Video Recording  SMS Alerts to Family and Friends  Victims details, location and time alert on phone and portal  Alert on Facebook

When to use it

Himmat application and service are to be used only when there is a threat to Life and Limb.

How to use it

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1. Users can download the app – Himmat from Delhi Police website or Google Play 2. A new user has to register with the Delhi Police website by sharing their name, mobile number and that of a minimum of two relatives/friends. 3. Once a User registers, he will get a SMS on the mobile number given at the time of registration with a download link and registration key. User has to enter this key in the registration window in the application. This is a one-time process. 4. Apart from the friends/relatives, an SMS alert relating to the distress is sent simultaneously to police control room. The CPCR takes further action 5. The SMS alert is also transmitted simultaneously by the Police Control Room to the Police Patrol Cars in the area and the local Station House Officer (SHO) through the Delhi Police Cyber Highway. 6. During an emergency, using advanced technology, the mobile app captures audio and video of the event/distress situation and transmits the same to the Police Control Room. 7. The mobile application has a help section which has details about how to use each section of the app. In case of any difficulty, users can write to Delhi Police at its email address for support. 8. Safety Tips Section for women to help in times of crisis. 9. First-aid tips to help women.

False SOS Alerts

Generating false SOS alerts/alarms, intentionally/unintentionally, will lead to cancellation of the registration after 3 such (False SOS alerts) incidents. The user has to report and request via email or call to support number, in case he wants to re-register and activate the facility.

Support number is 011-23490378.

Himmat Whatsapp and Hike Group:-

To further our mission for a safe Delhi for women, we also launched the Himmat Whats app & Hike groups on Phone No. 8800001091 on 25/2/2015. All girls & women in Delhi can now send us photos/details of the taxi/auto they are boarding and other details which will boost their confidence during travel and also be a deterrent for errant drivers. The response of the citizens on these groups has been very encouraging with more than 22,981 messages received on various issues which have been responded to by Delhi Police.

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USE OF WEB-BASED AND MOBILE APPLICATIONS BY DELHI POLICE R.S.Yadav, Jt. CP (Crime), Delhi Police

Recently, several new initiatives in tune with the ethos of SMART policing have been taken by Delhi Police. The innovations use new technologies and e-platform in police working system. Various Apps have been launched in order to simplify the processes and procedures for the convenience of the common people, and also for improving the public service delivery system of Delhi Police.

1. Lost Report App was launched on 27th February 2014. The purpose of this App is to issue a report to an individual in case of loss of important documents like passport, I-card, Ration Card, Driving License, etc., so that the issuing authority can reissue a fresh document on the basis of the lost report. Earlier, for obtaining relevant report from police station, in case of loss of a document, one had to go through the inconvenience of visiting a police station repeatedly. By entering relevant details on this mobile/web based application, one can lodge a lost report, and obtain a printable & digitally signed report of the same, and use this document for getting a fresh document reissued from the concerned authority. So far, more than thirteen lac reports have been registered on this platform.

2. Police Clearance Certificate App was launched on 8th August 2014. This document is required for the purpose of applying for visa application, admissions to several educational institutions, Job applications, etc. One can use this web App for obtaining a PCC. The basic details filled up by an applicant are automatically checked with the Crime Record Bureau. PCC is generated within seven days. So far 70,049 citizens have taken the benefit of online facility of the PCC.

3. Delhi Police Traffic App was launched on 8th May 2014 which enables the public to utilize the e-services provided by Delhi Traffic Police such as obtaining information about traffic alert and advisories to plan their journeys in advance. People can assess fare charges to be paid to auto/ taxi / radio cab drivers, calculate distance travelled and the shortest route to be taken for any journey in Delhi. Through this App complaints can be lodged against TSR/taxi drivers for misbehaviour, refusal and overcharging. Commuters can also access information about the unauthorized parked vehicles, towed away by Traffic Police for keeping in traffic pit.

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4. Delhi Police has also provided a toll free number 1064 and 9910641064 to register any complaint of corruption against a police official. Complainants can send audio or video clips to this number using Whatsapp.

5. Himmat App. has been launched on 1st January 2015, for the security of women. Through this App, women in distress can access the Police Control Room by pressing an alert SOS button provided in the App on their mobile phones. SMS alerts relating to the distress will be sent simultaneously to PCR, SHO of local Police Station and Police Patrol Vans in the areas to reach scene of crime without loss of time. SMS alert will also be sent to predefined relatives/friends of women. So far 7,990 cases have been registered with this application and 3,393 SOS received.

6. Himmat Whatsapp Group: To further the mission for a safe Delhi for women, Delhi Police has launched the Himmat Whats app group on Phone No. 8800001091. All girls & women in Delhi can now send photos/details of the taxis/autos they are boarding and other details which will boost their confidence during travel and also be a deterrent for errant driver

7. Motor Vehicle Theft Mobile & Web Applications - Motor vehicle thefts constitute almost 1/5th of the total IPC crimes reported in Delhi and are a major cause of public frustration and anger towards police. People expect early recovery of their vehicle and apprehension of the culprit because the theft of a vehicle causes not only an economic loss but also loss of mobility. However, working out percentage of auto thefts happens to be low and arrests are invariably the consequence of human or technical intelligence based operations against known or budding auto thieves. Investigation rarely proceeds from crime to criminal because no tell-tale signs are generally left at the spot.

Since most of the automobiles are insured, victims expect police to promptly register their complaint and take up investigation for early finalisation of the case. However, archaic investigation methodologies coupled with occasional reluctance to register FIR add to a victim’s woes. Overburdened IOs often delay even completion of prudent preliminary investigation processes comprising of mechanical steps like dissemination of information about the theft, keeping track of information about vehicles recovered within or outside the jurisdiction of the police station and helping the complainant in getting the vehicle released on superdari. Needless to say, situation calls for a fundamental shift in dealing with complaints of auto theft.

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In order to mitigate the pain and suffering of those who become victims of auto thefts, another path breaking initiative - an elaborate computer/cell phone based system - has been devised to ensure trouble free registration of FIRs in automobile theft cases and prompt initiation of automated investigation measures. It also incorporates processes to keep the complainant informed of the efforts made. A time bound closure of undetected cases (which happens to be the fate in about 90% of the cases) with seamless acceptance of the same by a competent Court is part of the system so that the victim can file insurance claim on timely receipt of the closure report. The Hon’ble Delhi High Court and Learned District Court were apprised and convinced about the utility of this App. Consequently, all the ACMM Courts have been designated as e-Courts to accept the Final Reports. This is perhaps the first ever FIR to Final Report system for auto thefts in the whole world.

This application consists 5 modules as mentioned below:-

(a) Public Module Any citizen can login to the application through registered email id & mobile number. Once the login is authenticated through the system, the user can register FIR, retrieve FIR, and can view the status of case as well. The login page allows user to enter his login details for accessing this Application.

(b) Duty Officer Module Duty officer plays a key role at a Police Station. The duty officer after completing the hours of duty will be relieved by the next duty officer listed as per the schedule. The off going duty officer will explain and hand over relevant data and documentation to the relieving duty officer. The Duty Officer has to perform the following activities:

(i) Register FIR (ii) Subsequent Information (iii) Retrieve FIR (iv) Earmark Investigating Officer (v) Change Investigating Officer (vi) FIR Status (vii) MIS Data

(c) Investigating Officer Module Every police officer making an investigation shall enter day-to-day proceedings in a case diary, mentioning the time at which the information reached, the time at which investigation began and closed, investigation

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place(s) visited, statement of the Witnesses, Site Plan etc. The Investigating Officer shall be provided a User ID with Password (OTP) to login to the module carrying folder(s) of FIR(s). Assigned IO shall get a system generated OTP for every FIR folder for accessing each time and for taking the following action:- (i) Contact the complainant within 24 hours. (ii) Obtain signatures on the print out copy of FIR. (iii) Visit scene of crime (iv) Conduct Enquiry/Investigation (v) Prepare Site Plan (vi) Record statement of complainant and witness(es) (vii) Collect available evidence (viii) Make efforts to identify the culprits and trace the stolen vehicle (ix) Fill information in the Application for generating case diaries (x) Update complainant with the progress from time to time

(d) Supervision Module The supervisory officers shall have the primary responsibility for analysing trends and taking steps for prevention and detection of crime. MIS Module has been provided to assist the SHO and senior supervisory officers. The supervisory officers shall motivate and lead the staff in using the technology and for making the implementation of this Application a success.

The Station House Officer enters the details of the duty officer in the Supervision Module for further processing. Once the decision is taken to refer the theft allegation for investigation, the Station house officer will appoint an Investigating Officer and instruct him/her to investigate the case and report progress.

(e) Court Module E-court needs to enter the email id provided by the system for login. After entering the email id, OTP will be sent to the given email id. Using this OTP, e-Court can login the system successfully. If e-Court accepts the untraced report then mail will be sent to SHO of local Police station, SHO of e-Police Station M.V. Theft, Complainant and Insurance Company so that the complainant can get the claim from the insurance company. If e-Court accepts cancellation report then mail will be sent to SHO local Police Station, SHO/e- Police Station M.V. Theft and the complainant.

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USE OF SOCIAL MEDIA, ONLINE SERVICES AND FIR KIOSK BY BENGALURU CITY POLICE B.Dayanand, CP, Mysore City

SOCIAL MEDIA

Bengaluru city police has adopted advanced technology towards community policing. Social Media is an organised platform, to build an environment within the public for friendly policing, so that the public can easily interact through the Social Media Channels for their grievances for quick and effective solutions.

Social Media Desk:

Social Media Desk had started in the year of 2011. It's main objective is to create community policing as well as people friendly police. Social Media Desk team works round the clock in three shifts. Major components of Social Media Desk are Twitter & Facebook.

Facebook:

Opened in the year 2011 and presently having 127k+ likes, every day we are receiving around 100 to 150 public posts/messages regarding Law & Order, Crime and Traffic issues, suggestions/complaints/appreciations, which are helping us to take immediate actions to resolve public grievances by informing to concerned Police officers through Social Media Desk, Which is located at Office of the Commissioner of Police, Bengaluru City.

Twitter:

Bengaluru City Police Twitter account opened in the year 2013 and presently has around 20k+ followers. Every day we are receiving around 300 to 500 (Including all official Twitter handles of BCP) public posts/messages on Law &Order, Crime and Traffic issues and suggestions/complaints/appreciations. To resolve public grievances concerned PIs, ACPs, DCPs, Joint CPs and Addl. CPs are informed through Social Media Desk, which is located at the Office of the Commissioner of Police, Bengaluru City.

Bengaluru City Police Commissioner's Twitter account @CPBlr opened in the 01- 09-2014 and presently has around 100k+ followers. It's a watershed in the history of public-police cooperation!! and also we have crossed milestone of 550k+ Social Media followers.

Social Media Lab:-

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Social Media Lab started functioning from Feb 2015. Basically the lab works on the platform to analyse the online Social Media for Policing, Intelligence and Investigation. It is a dedicated centre to analyse contents of various Social Media Websites in an effort to monitor provocative postings and to take preventive steps to check any negative fallout. Social Media Lab Team works round the clock in three shifts.

Note: Officers of and above the rank of DCPs are active on Social Media Channels.

PILOT PROJECT ON FILING FIR REMOTELY

Bengaluru City Police, through the year has earned a formidable reputation as a leader in innovative practices and has been at the vanguard in harnessing technology for better policing and also for initiating citizen-friendly schemes. Police cannot work in vacuum and without the co-operation of the public.

Bengaluru City Police is leaping ahead in technology-driven Citizen Services and has launched the following citizen friendly schemes:

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Bengaluru City Police has launched a pilot project on Remote FIR Center (RFC) towards a common vision of making Bengaluru a smart city where technology and applications can be used to enhance public’s experience. This is a great example of public- private partnership to develop new solutions to address some of the city’s greatest challenges.

On November 14, 2014, in a first ever live deployment in India, Bengaluru City Police (BCP) launched a Remote Expert Government Services’ (REGS) to help citizens file a First Information Report (FIR) remotely, irrespective of the location of the jurisdiction where the offence has occurred in the city.

This system is equipped with Cisco Tele-Presence System with high-definition video and high-quality audio, a touch screen, virtual keyboard and Cisco collaboration technology. The kiosk will allow citizens to launch a live collaboration session with a designated police officer based at the Traffic Management Centre - the technology nerve centre of Bangalore Traffic Police.

The complainant can sign, print and scan documents virtually as part of the experience. They will also get an opportunity to review the complaint with an expert, thus ensuring that the FIR filed is error free. Once the FIR is filed, the citizen will receive a print copy of the FIR as an instant acknowledgement.

ABSTRACT OF CASES REPORTED THROUGH REMOTE FIR KIOSK

Date FIR NCR Total 14-11-2014 to 31-12-2014 85 57 142 01-01-2015 to 18-04-2015 197 40 235 Grand total 282 97 377 Committed to a process of improving public services for the citizens of Bengaluru, the Bengaluru City Police is all set to launch 25 such Remote FIR Kiosk. The Kiosks will be accessible 24X7, from which citizens may interact face-to-face with police officers without visiting police station. This will give Bengaluru City Police a realistic view of the crime rates in the City. This Kiosk will serve as the central location for FIRs related to 105 law & order police stations and 42 traffic police stations of the city.

A citizen need not necessarily visit police station to lodge a FIR. This is a great example to showcase what future of citizen services will look like as Bengaluru City Police rolls out technology solutions that help improve public service delivery.

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Bengaluru City Police is committed to deepening its presence in the country and help transform the way citizens in a Digital India live, work, play and learn.

Complaint Registration Process-ThroughRFC

•Complainant walks into the KIOSK 1 •Initiates Video Call •SHO receives call 2 •Interacts with the complainant

•After discussions, receives the Original Complaint. 3 •FIR registered

•Print digitally signed FIR at the Kiosk, 4 •Print the original copy of the complaint

•Print digitally signed FIR at the Kiosk, obtain signatures of the complainant 5 •Complainant sends Signed Acknowledgement

•SHO receives the scanned copy of the FIR, prints it locally for the case file. 6 •End of registration process

LAUNCH OF ONLINE SERVICES

For obtaining Police Clearance and Police Verification Certificate:

Off late there is a demand for submission of application for issue of Police Verification Certificate and Police Clearance Certificate PVC/PCC for various purposes like employment, domestic servants, antecedent verification for marriage alliance, apprenticeship trainees, workers, students , labour, Airport entry pass, finger print verification, adoption, purchase of property in other states, organ transplant etc.

At present these applications are submitted in the office of the Commissioner of Police, No. 1 infantry Road, Bangalore and many companies, organisations and others are not aware about the procedure and flow of work involved in the issue of PCC/PVC.

It has also come to our notice that some of the middlemen claiming themselves to be authorised to carry out background verification are charging exorbitant fees and in some instances fake PVC/PCC have also been issued by companies regarding which cases have been registered.

To overcome all this, the entire process has now been made people friendly with the use of technology. Now any person wanting a Police Verification Certificate within the jurisdiction of Bengalure City can apply for it online on Bengaluru City Police website

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(www.bcp.gov.in) and also can get the receipt through e-mail without actually going to the Police Commissioner’s Office or any other Police Stations. It helps the public to reduce the time as well as effort required to apply in person. All the guidelines for issue of PVC/PCC, pre-requisite conditions, fee structure, documents required and how to download forms etc are available on the www.bcp.gov.in website.

STATUS ONLINE POLICE CLEARANCE AND POLICE VERFICATION CERTIFICATE YEAR RECEIVED DISPOSED PENDING 2015 1484 683 801

Launch of online services for reporting of loss of items and obtaining acknowledgement:

The Bangalore City Police is making every effort to make the lives of the public more convenient. Through its various e-Enabled services, it pro-actively helps the public to reduce the time as well as effort required in approaching the Police Department, thus making it more accessible.

People lose things every day, which are critical in their daily activities. There is typically a gap between the time an item is lost and till they realize the loss. This makes it difficult for the aggrieved person to return to the exact location and file a complaint to the nearest Police Station. This new service launched by the Bangalore Police, helps those who need an Acknowledgement from the Police for their lost item, to get acknowledgement for the same online irrespective of their location. (The service is available only for items lost in Bangalore).

The acknowledgement may be needed when applying for a replacement document/insurance etc.

 How to apply for the Acknowledgement –

Visit the Bangalore City Police website http://www.bcp.gov.in/ and click on the Report Lost Item.

Update all the required details as per the form and click on submit.

The Acknowledgement as per the details submitted will be downloaded as well as emailed to the email id as provided by applicant. Each Acknowledgement has a unique number allotted. This number can help to retrieve this Acknowledgement at a later date also.

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One can take Acknowledgement for Electronic items such as laptops, mobiles etc. and Documents such as Passport, Adhaar card etc.

This tool is only for reporting lost items – electronics and documents. The item must be lost in Bangalore. It must not be stolen.

 There will not be any enquiry etc. after lodging of the acknowledgement - This is only for the aggrieved persons use for various purposes. The Police department will not investigate on this matter. It is only for record purposes. Any person can verify the “Acknowledgement” by filling XXX No. in the search link of the application on the Bangalore Police site.

 The Acknowledgement is valid to get a duplicate document - It is digitally signed and can be verified online by the authority, which has to reissue a lost document.

 How to search for lost Item – Police has tied up with a virtual lost and found service www.lostclickfound.com. If someone want to search for his item, he will be redirected to their website when he clicks on the link made available to him. It has a database of items foundfrom various public places such as malls, public venues, as well as items handed over to various Police Stations in Bangalore. If an item has been handed over to any of these places, appplicant will be able to retrieve the item by providing all the details that are available.

STATUS ONLINE SERVICES FOR REPORTING OF LOSS OF ITEMS AND OBTAINING ACKNOWLEDGEMENT YEAR RECEIVED DISPOSED PENDING 2015 4307 4307 NIL

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WOMEN HELP POWER LINE Navniet Sekera, IG (WPL), U.P.

Women Power Line-1090: Its objective is not merely to help women but to empower them so they help themselves and become confident. The objective is to make a new society free of all evils against women, where women have self-respect & dignity. That’s why it’s not a help-line; it’s a Women Power Line.

“IGNORE” & “TOLERATE”

The roots of widespread crime against women lie deep in our society. In Indian society most girls grow up listening to these two common words “IGNORE” & “TOLERATE”. The young girls are repeatedly taught and trained not to raise their voice against wrongs whatsoever they are. They are exposed to all kinds of restrictions that their brothers don’t face. In a way these girls are regimented for many long years to first ignore and then tolerate. In fact our society systematically kills their resistance to wrong doings and she starts tolerating. She tolerates simple teasing, then serious harassment, groping, stalking, vulgar comments. When she joins work place again she tolerates, and when she gets married again she is subjected to humiliating domestic violence. And this helplessness stems from women’s lack of readiness to raise their voices – largely on account of an apathetic attitude of authorities towards such crimes. This encourages heinous crimes such as acid attacks, dowry deaths, suicides, rapes, etc.

So if we have to make a society where women have self-respect and dignity we will have to devise a methodology where we teach & train our young girls to speak up, and not to tolerate slightest of non-sense, to bring “Zero Tolerance” against Crime against Women. For this these young girls will have to speak up loud and raise concerns. But big question remains, who would listen?

WPL-1090 is an answer to that very inimical problem plaguing the Indian society: sexual harassment, and at its roots misogyny shrouded in the patriarchal mindset of our society. Legal reforms must find an echo in social reforms and they figured that one way to achieve this is by encouraging women to talk by giving them a dedicated platform that is secure, supportive, discreet, and most importantly, empowered to act. WPL-1090 became that platform.

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1090-WPL is 75 workstations based round the clock call center to take complaints from all women of Uttar Pradesh via all possible ICT channels. It is state of the art internet- telephony & cloud computing based solution, very advanced yet user-friendly solution.

It is run by the state police force, where the police use their law-enforcing function only as a last resort, and instead, help identify the perpetrator and counsel him into mending his ways. All women across the state can call 1090 or register complaint at www.1090up.in or whatsapp at 945440-1090 or 1090App for any kind of the women specific issue.

A novel concept of this initiative is the introduction of Power Angels, who are young girls and designated as Special Police Officers as per law. These power angels have been chosen from all strata of society. The objective is that every classroom, every street, village or hamlet must have at least one Power Angel who is connected to System through WPL-1090 and who could speak on behalf of those timid hesitant girls.

WPL ensures strict vigilance on identity of the complainant and that complainant always talks to a women police officer. The complainant is never called to any police station and WPL follows up her case for feedbacks for at least 2 months before its final closure. In action taken course, WPL counsels, reprimands and gives chances for behavior improvements to perpetrator. Sometimes even family members of perpetrator are summoned to give formal apology. WPL keeps sending bulk SMS, as a reminder and legal action against perpetrator remains last resort.

The objective is to reform society and not to solve individual complaints. WPL-1090 works as a vaccine to this very inimical problem. So far results of this initiative have been extremely encouraging.

Purpose & priorities of the initiative

The primary purpose of WPL is to reform the society once forever. It apparently seems unachievable target but results have been extremely encouraging and WPL team has firm belief and motivation that this unattainable target can be achieved within 5-7 years if focus is not lost. The WPL initiative has three priorities: 1. Crack down on factors that contributed to prevent women from raising their voice 2. Empowering and encouraging them to speak up 3. Build a system that allowed for counseling and reform of the offenders instead of criminalizing them for actions that are rooted in their social conditioning

Strategies adopted for bringing about the transformation and positive impact

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The team saw the idea evolve into a concept for a call centre-based service for women run by the state police force, where the police used their law-enforcing function only as a last resort, and instead, helped identify the offender and counseled him into mending his ways. Main objectives: 1. To get a phone number which was common state-wide and women could call to register a complaint of harassment. 2. Given the social stigma and also the possibility of a vendetta, the identity of the complainant is to be never disclosed anywhere at any stage. 3. Women police officers should receive the complaints so that women do not hesitate to talk freely. 4. The complainant is never to be called to the police station. 5. The WPL team should pursue the complaint until the problem is fully resolved.

The initiative approaches the problem on three different levels: 1. The identity of the perpetrators is carefully verified and recorded and cops talk to them directly; fear of action by the police is found to suffice in most cases. Intensive documentation helps maintain a profile of perpetrators. 2. If counseling doesn’t work, the WPL team reaches out to the people socially significant to the perpetrator, for example, family. The perpetrator may even be stripped of his driving license, passport, character certificate issued by the State Police, etc. 3. If none of this works, the police pursue it to its legal consequences in a court of law – the victim never has to take the trouble to do so.

The Panch Tatva (Five features) of the Strategy

• Complainant’s identity will never be disclosed. • Complainant’s call will necessarily be picked up by women police officers. • Complainant will never be called to any police station or police chowki. • WPL will remain in touch with the complainant till the problem is completely resolved. • One State, One Number 1090

Highlights of the WPL

Creative: Women Power Line is an unprecedented initiative – for it goes where even women’s own families won’t. Before WPL system, women had absolutely no means to make authorities or even their own families take their plight seriously.

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Transparency: Transparency was achieved through the use of Internet telephony instead of the usual phone lines; making it nearly impossible to tamper with the data exchanged.

Innovative: Only the sufferer herself may file a complaint – not her family members, not her guardians, enabling her to bypass possible discouragement from her family or society. The name reflects its aim: to empower women to raise their voices. It is not a help line, it is Women Power Line.

Replicability: It is a simple web-based cloud-telephony solution that can be replicated easily.

Sustainability of the initiative: The key to the initiative’s sustainability lies in its system orientation. The required Government Orders have been issued, a separate budget has been approved, and today it stands as 33rd unit of UP Police.

The WPL model’s Unique Selling Proposition is that it looks at crime from the lens of social conditioning and not just criminality. Therefore, every society facing such issues can apply the concept in a manner relevant to its practices and ethos.

Simplified procedures: Keeping the procedure simple was utmost priority of WPL Team. The objective was to make a hassle free, easy to use legitimate system that takes care of our social ethos and practices.

A needy woman can reach 1090 by almost all possible means of communication available today. She can

• Call 1090 anytime from anywhere in the state. (27x7 in entire Uttar Pradesh) • Register complaint on www.1090up.in or www.uppolice.gov.in • Send complaint at official Whatsapp number: 945440-1090 • Send SMS at: 945440-1090 • Send Email at [email protected] • Use 1090 Security App that works statewide

WPL ensures comfort and trust for women by Simplified Procedures.

• The identity of complainant is never disclosed. • Only women police officers attend the complaints. • The complainant is never called to the police station • As soon as the complaint is registered a ref-ID of is sent to the victim • The WPL team pursues the complaint until the problem is fully resolved

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• WPL team takes at least three feedbacks over a period of two months even after the resolution of complaint. • Cases of domestic violence are resolved empathetically but with firmness. WPL uses various social pressures to correct the errant behaviors. Initiating legal action remains last resort when all other efforts to improve the behavior fail. • WPL team keeps on sending bulk SMS on various occasions, to all the complainants to boost their confidence in WPL 1090. • WPL also sends bulk SMS to all perpetrators to remind and warn them to keep their conduct upright as there is one agency that is keeping an eye on them.

In every complaint made by concerned women and victims, the WPL team strictly adheres to the above principles that make the whole exercise very simple for the complainants and victims.

Obstacles: Since the initiative had Chief Minister’s support it sailed through comfortably without many hindrances.

Outcomes i.e. impact/benefits resulting from the initiative:

Before launch of WPL total number of women-harassment cases registered were as low as 1800-2100 cases in a year in entire Uttar Pradesh. (Ref. NCRB Data) After launch of WPL-1090 the number of cases registered has risen to as high as 2,00,000 cases per annum indicating almost 100 times higher registration.

So far 3.32 Lakhs (3,32,458) complaints have been resolved to the satisfaction of the complainants. All steps involved in resolving each complaint can be reviewed easily on its portal including original voice notes of all conversations.

Comparative Analysis of Women Power Line v/s Other Similar Services

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Women Power Line: 1090 Other similar services

There was no such one-window solution One point solution for any kind of crisis a before inception of WPL. WPL is the woman may face. pioneer of one point solution.

WPL with only one number '1090' deals Different numbers for different kinds of with all kinds of harassments and violence crises creating unnecessary confusion. against women.

The name 'Women Help Line' appears The name 'Women Power Line' itself very generic and to some extent shows brings a paradigm shift gender bias as if women always need help

To help a woman in particular Primary objective is to empower woman complaint

WPL awareness campaign has a smiling Most other campaigns show a confident girl, a confident girl today will be traumatized, shattered women- a confident woman tomorrow projecting a weak woman.

It was launched as a pro-active approach of Most such initiatives were launched post the state and most importantly before Nirbhaya case and in much hurry as painful Nirbhya Case reaction to the Nirbhya incidence

Simplicity: A woman in distress can reach to WPL-1090 by most of available channels of communication. e.g. call, sms, email, Different numbers for different services. whatsapp, fb, 1090 Security-App Calls made on 181,1091 or 1096 also land at 1090

Robust feedback mechanism develops a No such mechanism was available prior wonderful bond with complainant to WPL-1090

Uttar Pradesh is the first state to set up 'Women Power Line' as an independent No such initiative is in public domain unit of police

WPL: statewide campaign to connect all No such initiative is in public domain schools/colleges of UP

WPL aims: 90,000 college going girls as There is no such initiative anywhere in Power Angels- Special Police Officers- the country. every year

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Emphasis on correctional measures to There is no such initiative anywhere in change the mindset of the society. the country.

Family counseling of offenders -a very There is no such initiative anywhere in noble concept of WPL the country.

Innovative ways of connecting woman in There is no such initiative anywhere in distress in real-time with local police the country.

Bulk sms on various occasion to the Probably there is no such methodology complainants- a long term bonding adopted anywhere else. (CRM)

More than 3.32 Lakhs complaints resolved successfully, after proper feedback and to the satisfaction of complainants, in less No data available for other services than 2 years is a commendable achievement.

WPL could be the largest repository of No data available for other services social Data related to women in the world.

IIM Lucknow has published a case study No such data is available in public of highly effective functioning of Women knowledge. Power Line.

Success Indicators: Before and After

Indicators/Parameters Before WPL-1090 After WPL-1090

Average number of cases of woman harassment 1600-1700 cases per More than 1.7 Lakhs cases reported per annum in annum reported per annum UP

Where to report in None except going to the Just one call - get Ref-ID distress police stations physically

Disclosing identity of Not possible without WPL never reveals identity of victim disclosing the identity victims

General behavior at police Polite behavior full of Going to police station by thana was a major empathy encourages women deterrence girls/women to come forward

Feedback Mechanism None Robust feedback mechanism

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Could victims inform They inform WPL without police without informing Not possible any fear, no physical their parents /relatives appearance

Awareness Campaign None Massive awareness campaign

Environment for girls to Discouraging WPL has made it encouraging report a crime

Focus of police was on Detecting the crime More on preventing the crime

Methodology was Cure a patient Cure the disease

Young girls being made Power Angels to empower the Special Police Officers, No such program women and change society for known as Power Angels ever

Was punitive, register a Is primarily corrective, legal System for offenders FIR, send to jail, action remains last resort

People in general wish to WPL works in association Police remain away from the with people. police

Criminal Justice System in case of woman Worked in isolation Works in cooperation harassment

WPL can be approached by all possible means of Ways to approach the By going to police station communication, i.e. a simple police or visiting senior officials phone call, SMS, whatsapp, email, web-portal, free 1090 Security App

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USE OF WEB IN SEARCHING ACCIDENT VICTIMS (SHODH) Dr. Ravinder Kumar Singal, IGP (Training), Maharashtra

Mumbai witnesses large number of accidental deaths. Every year on an average there are about 3500 deaths and equal number of injuries because of various reasons. Number of deaths is one issue but more serious than that is the identification of these bodies. The unfortunate part was that every year around 1000 bodies remained untraced because of many reasons. As these deaths were taking place in different areas so people who wanted to trace their near and dear ones had to visit different places, mortuaries, police stations and hospitals etc. Searching for someone in a mortuary is nothing less than a trauma.

Scenario before ‘Shodh’:  Unhygienic Environment  Manual Process  Delay  Time Consuming for Public & Administration  More Paper Work  Redundant process  Malpractice

This all led to the birth of web site called shodh, www.shodh.gov.in. Shodh literally means to search.  Notwithstanding our sincere efforts to trace the accidental death victims, about 30% of the death victims in railway accidental deaths remained ‘unclaimed’.  This painful fact, gave birth to the idea “SHODH” as a portal which would enable the relatives and friends to access the database of accidental death victims without visiting each and every Police Station, Hospital and Mortuary in search of missing person.

Salient features of Shodh: 1. Unified Portal for Missing / Found / Accident death 2. “SHODH” is a paperless GREEN Public utility search engine. 3. It is easy to access and search 4. Green Project 5. In-House Development 6. Google Mapping (Affected Area Etc.) 7. Free for All 8. Maintenance free (for User and Units) 9. Web-based 10. 24 X 7 Accessibility

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11. Globally Connected and Accessible 12. Platform independent (Windows/Linux/Android, Etc.) 13. Runs on all web enabled Device i.e. Mobile, Tab, Pc , Laptops 14. Multi-Level Security 15. Centralized Database 16. Dashboard for news and events 17. Cascading search ( New Feature ) 18. Minimized search with buddy system (Innovative) 19. All kinds of Reports (National/State/District/Police Station wise Customized Reports) 20. Generates Reports Statistical / Descriptive (New Feature) 21. Less Input, Max Output 22. Picture/Article Album of victim (New Feature) 23. Online Claim 24. Many More features to fulfill requirements of Public and Police Department Appeal:

All Police Units, Government Organisations & NGOs are invited to join this Portal. If we have a common easy to use system like this in our country then the problem of missing persons will be solved permanently.

WHATSAPP HELP LINE ‘NIRBHAYA’

Crime against women is a challenge before Law enforcement agencies because of various socio cultural reasons. There has been a consistent rise in such crimes over the years. There are various reasons cited in this respect but one important fact to be taken into consideration is the awareness about law and pressure on all stakeholders in the system to perform and act. Still women are afraid of going to the Police Stations to lodge their complaints. In many cases women want action to be taken against the accused but they don’t want to come forward. They also in many cases wish to maintain anonymity. They also some time wish to avoid many uncomfortable questions asked in the police stations.

Why People do not approach LEA ?

 Police Phobia  Tedious paper work  Lengthy process  Not having faith in system  Social Stigma Etc.

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Though women have started approaching police but still there are many cases, which go unreported. What about them? This was a major question before us when we planning to start Whatsapp number.

 When People don’t reach us then we should reach to them! But How…? THROUGH:  Proactive Policing  Response  Empathy  Technology  Transparency We discussed about this and thought of Social Media which could be the key….

Today, WhatsApp users are 800,000,000.

So we inaugurated NIRBHAYA Whatsapp on 09th March 2015 with9833312222 number.

Total Interactive Message Received in over one month: 48,008

Message Received From

 Delhi, Odisha, Bihar, Tamilnadu, Karnataka, Madhya Pradesh, Assam, Uttar Pradesh, Rajasthan, Gujarat, West Bengal, Uttarakhand, Chhattisgarh, Chennai, Jharkhand, Maharashtra, Dubai, Qatar

Message Types:  Domestic Violence  Molestation  Anonymous Call  Threat through Call  Blackmailing  Suicidal Tendencies  For Missing enquiry  Counseling  Lost Articles  Abandoned Articles  Problem In Train  Suggestions etc.

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We have interlinked our mobile phones with a computer. The interaction with the help- seekers is through computer which is fast and comfortable for the victim also. We have put a team of 6 police personnel to work round the clock. Out future plan is to involve experts into this exercise so that psychological and other help can be extended to the victims.

An example of Nirbhaya Help Line:

Nagpur: Missing Person Case Dt.:13/03/2015 01:05hrs

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COMPUTERIZATION OF POLICE WORK IN KARNATAKA (POLICE IT ECOSYSTEM) Sanjay Sahay, ADGP (G & HR), Karnataka

Introduction Information and data are critical for decision making, user references and business communication not only in corporate world but also in public administration. It is also imperative that data is preserved, integrity is maintained, retrieved when needed and that it allows timely processing for service delivery and reporting. Demand for instant access, real time processing, enhanced service levels and faster turnaround is growing with increased transactions even though work-force remains limited. ICT has evolved as powerful tool to address this situation which builds service efficiency and brings transparency and accountability. KSP has been pro-active in adoption of technology driven partly by underlying organizational challenges and partly by the vision to improve its operations and service delivery capabilities. It has been a long journey of transformation from the manual paper based FIRs to end-to-end digital investigation of Crime. The Police IT Eco-system developed in Karnataka and the operational and governance structure created for this purpose has been the key to its robust functioning. All components can be replicated, inclusive of the modules of Police IT which can be replicated in any combination of modules or the whole software itself.

The diagram below outlines the composite implementation model of KSP computerization:

Figure 1: Police IT Ecosystem

It was decided to go for centralized and comprehensive software application which will cater to all functions of the Police. An ERP was the solution. Easy maintenance, real time

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BPR&D Best Practices and Initiatives under SMART Policing availability and ease of integration were some of the benefits that fuelled this vision. It was realized that any ERP system would need centralized hosting infrastructure and robust network which necessitated the setting up of KSP Data Center and KSP Wide Area Network. Special attention was given to build internal capacity so that external dependency would be kept as minimal. Internal resources were trained on professional IT skills for smooth operation and maintenance of the Police IT systems. Police IT application was rolled out across the state after putting the whole eco-system in place. These initiatives were both need based and futuristic in nature driven by ‘the then challenges’ faced by organization and foresight of future requirements and advances in technology. We look forward to scale greater heights through introduction of advanced technology such as cloud, crime analytics and mobility.

Police IT Software Karnataka State Police functions on the Police IT ERP Software. In the year 2014 every single FIR in the state was generated out of this software. Police-IT was conceptualized in the year 2000 by the Government of Karnataka for implementation of a state-wide IT solution for the Police Department. It’s roll out started in April 2010 and was completed in a year. The software is now operational at all 931 police stations, 221 circle offices, 121 sub-divisional police offices, 30 districts, 5 commissionerates and all higher police offices in the state. It is modular in nature based on centralised architecture. In the CCTNS, Karnataka was one of the advanced states and was thus permitted to continue with its own software. Thus Police IT is the front end of the CCTNS in Karnataka. Crime and Criminal Tracking Networking and Systems (CCTNS) was conceived and incorporated in the Eleventh Five Year Plan as one of the Mission Mode Project under the National eGovernance Plan. Police-IT system has been enhanced to add new capabilities envisaged under CCTNS project. The functionalities and features are broadly indicated in the following diagram:

Figure 2: Police IT Software – Functional overview

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Number of screens and reports

Table 1: Function wise details of Police IT

There are 12 modules in the software and their usage are outlined below:

1. Crime: With investigation at its core this module facilitates the collection of detailed information on crime and criminals and creation of databases to assist the name with various reports and searches. 2. Law & Order: It maintains records pertaining to various activities within the Police Stations including SHD, foreign nationals, VIP movements, activities of fundamentalist organizations, riots, agitations etc. 3. Traffic: This module covers various enforcement activities related to traffic. This module captures data related to accidents and fine collections. It generates statistical reports on various parameters related to accidents and fine collection. 4. Finance: This module captures information pertaining to annual budget and expenditure of the department, financial transactions like payables to various vendors, loans to police personnel, lent establishment collection, billing and all financial transactions of the police department. 5. Administration: The module supports personnel administration related activities starting from recruitment till retirement through maintenance of service records, transfers, leave, punishments, promotions, retirement and into pension initiation. 6. Stores: The Stores module takes care of stocks, purchases, indent, issues of all items used in Police Department and Police Properties like land, building and quarters. The details pertaining to kit articles are also maintained.

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7. Armed Reserve (AR): The details of deployment of platoons or personnel at various places for performing Law & Order tasks by State Reserve Police, City Armed Reserves and District Armed Reserves are captured in this module. 8. Motor Transport: This module maintains day-to-day activities of vehicles, drivers and fuel consumption of vehicles. It also handles all the activities related to procuring and maintenance of vehicles and purchase against condemnation. 9. Training: This module covers all the activities related to management of training courses at the various institutes and units. Also, the details related to on-the-job training provided to each person is captured in this module. 10. Wireless: This module captures the data pertaining to the operations of the wireless and control room. Operations covered under this module range from maintenance of wireless log, transmitting of approved messages, message logs, etc. 11. Forensic Science Lab: FSL is the testing laboratory of the police department, which conducts various tests on the requests coming from the police department and other Government departments. This module captures the administrative functionality of the FSL Unit as a whole. 12. MIS: Management Information System module provides the information dashboard to all senior officers in a tabular and graphical format pertaining to all modules of Police IT.

KSP Wide Area Network

KSPWAN, wide Area network was created in 2009 exclusively for connecting Police stations, Circles, SDPOs, and other offices of special units spread across length and breadth of Karnataka into one network. The basic purpose of creating such vast network is to adopt the latest technology to cater to faster and easier mode of communications within this network to achieve the day-to-day information exchange of the Karnataka state police force. KSPWAN is combination of 45 MPLS and 1465 VPNoBB connection. It is the only fully functional broadband networking owned and operated by any state police force in the country. It is fully online system and Police IT does not have an offline mode. a. NMS for complete monitoring of Network b. Automatic link failover protection c. Implementation of Fixed IP at all VPNoBB location and Router hardening to avoid unwanted traffic.

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The coverage and strength of KSPWAN

Figure 3: KSP Wide Area Network Capacity

SP Data Center and Disaster Recovery Site

Karnataka State Police has its own state of art green data-center services at KSRP 3rdBatallion, Bangalore. This is the only Data Center created and run by any state police in the country. The data-center built in 1400 Sqft. of area which includes Data Center Server room, NOC room, and Electrical & UPS room. The Data Center has the capacity of hosting 5 server rack and 3 network racks for all KSP IT requirements. Started in Jan, 2011 KSP DC is hosting the following services to department.

a. Police IT b. E-Mail c. Website d. SMS gateway e. Active Directory f. EMS g. Antivirus and Patch Management

The KSP Data Center is managed professionally by dedicated team with best practices in place such as 24/7*365 NOC operations, Proactive Monitoring, Preventive Maintenance and Backup/ Restore policy.

Disaster Recovery (DR) Site has been set up in New Delhi at National Data Center under maintenance of NIC. The DR site will provide alternate hosting facility at remote site as backup of data and application at KSP DC which will ensure uninterrupted operations in case of exigencies. Link between KSPDC and DR site is already established and data of KSP DC has been replicated to DR site. The hosting infrastructure is shown in the diagram below:

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KSP DC& DR

Figure 4: Core Infrastructure – KSPDC and KSPWAN

Training

Creation of well-trained technologically enabled human resources to create and maintain the Police IT Ecosystem critical components has been the cherished goal of capacity building in Karnataka. KSP has taken innovative approach to capacity building with initiatives like Training and Certification of Police Personnel in System Administration and Change Management Workshops for Senior Police officers etc. KSP also has established its own Training Infrastructure at regional levels. The Program involved creation of a detailed and effective training strategy, user groups and classifications, training plan and guidelines, detailed training material, training program designed for customized delivery to the target groups. The main challenges to be addressed were the geographically dispersed trainee base, wide variability in education and computer proficiency. The training program was well planned and executed as shown in the diagram below:

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Police IT Training Ecosystem

Figure 5: Capacity Building Plan

In the days of creation of the Police IT system was the innovative training of 75 selected police personnel in MCSE and CCNA which provides is at the base of complete IT functioning today also. They are known as SYSTEM ADMINSITRATORS and have done yeomen service to the computerization of Karnataka State Police. The creation of band of Police IT module trainers over a period of time has been another great accomplishment and they are spread over the state. The CCIS provided for the training of large number of police staff which was used in this project providing the linear progression of talent.

The following training programs are being run by KSP:  Basic IT Training – designed for basic IT orientation and skill development  Role-based Police IT Application Training – designed to increase user’s familiarity with software  Basic System Administrator Training - designed to build professional skills for O&M support  Train the Trainer – designed to create internal pool of skilled trainers

Each Training ends with an online Evaluation test for the trainees. KSP provides an online test tool which is installed in each training centre. All trainings are given along with the certification from the system integrator. Change Management workshops are conducted to build appreciation of change within KSP.

Following Best Practices have evolved over years of innovation and experiential learning:  Dedicated Core team for software to create SRS, Perform UAT and run police IT application and provide support to end users

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 Technical man power created to run all tracks of CCTNS  Knowledge based empowerment of manpower  Centralized architecture with complete online  Project Management: Karnataka has delivered successful Police IT Application  Centralized Helpdesk and call management software  Centralized patch management and Antivirus management  Failover Protection  Integration – With Public Services and SMS Gateway

Conclusion

Unlike any large enterprise wise IT enabled transformation program, KSP computerization project has been a herculean task that required interventions at all the organizational components; be it People, Process, Technology, Infrastructure and most importantly Governance through tireless drive of leadership and clear vision of what lies ahead. The development of comprehensive software package has been possible only through constant collaboration of police personnel across levels of hierarchy and sound project management by the Police Computer Wing. The software today allows users at all the police stations to register crime online and undertake end-to-end investigation through Police IT software. While KSP data center and private network has provide a solid backbone for 100% project coverage, presence of certified internal resources at district levels, domain champions at SCRB and thought leaders among senior ranks of KSP have been the critical success factor in the IT led transformation of the State Police. The Project is dedicated to the employees of Karnataka State Police who have envisioned, driven and adopted the change!

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COURT CASES MONITORING SYSTEM OF VIJAWADA POLICE, A.P. Ashok Kumar, DCP, Vijayawada, A.P.

Introduction/Back Ground

Information and Communication Technology is a proven resource for effecting change in the way an organization processes its functions. This project is about change management in a specific core function of policing, which usually gets the short shrift by police leaders, due to their overarching preoccupation with maintenance of order, viz. the way we handle our Court work. Successful prosecution being the final certificate of approval of a difficult job well done, it is surprising that the readymade potential of huge databases relating to court work of police stations has not been subjected to the mill of Information Technology by the police leaders in a sustained manner.

The classical system of representing the police during criminal trials is to have court constables representing the police station in the court of law. The court duty police personnel have monopoly over the court work and the system is prone to abuse. Because of territorial and functional distribution of work in different courts it is also required for each police station to have several staff on court duty. Therefore, a paradigm shift was required to improve the performance of police in the courts.

The e- monitoring of court work titled as Court Monitoring System (CMS) is a systematic approach to help Police Department optimize its underlying processes to achieve more efficient results which was introduced by Sri A.B.Venkateswara Rao IPS, Commissioner of Police in Vijayawada (A.P.) in the year 2004. In the year 2005, Sri Umesh Sharraf IPS, the then Commissioner of Police, Vijayawada City further analyzed and improved existing process to meet new goals and objectives. Prior to the introduction of this system, there were the usual problems associated with prosecution of criminal cases in the 24 courts of the Commissionerate like non-execution of process, non-attendance of witnesses and investigating officers and delay in prosecution. After the introduction of the system, there was a quantum jump in the quality of police performance in the courts which resulted in overall improvement in the conviction percentage also.

The Court Monitoring System reduced the man power utilized earlier with the introduction of this new project and ensured speedy liquidation of Pending Trial cases. The earlier monopoly of Court duty Police personnel is totally abolished and the entire court work is being monitored at all levels yielding to good results. Every day court work of each court is being monitored at CMS and whenever a lapse is noticed, it is being informed to the concerned SHO. Earlier whenever docket order was made for issuing

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BPR&D Best Practices and Initiatives under SMART Policing summons/warrants/notices to sureties under 82 and 83 Cr.P.C proceedings etc., the concerned court PC/HC/ASIs were lethargic in collecting papers from the courts and the entire process of trial in courts was affected at all stages. But with the onset of C.M.S., as and when the courts pass orders, the C.M.S. collects the same and sends them to the concerned Police for process on the same day.

Every week and month, CMS submits reports with regard to the attendance of IOs to the courts, disposal of PT cases, service of summons, execution of NBWs, and production of witnesses seeking the instructions of the Commissioner of Police. The IOs who fail to attend the courts to give their evidence are being called for explanation.

Now the C.M.S has also started monitoring the remand period of Under-Trial prisoners and giving advice to the concerned SHOs for filing Charge sheets or remand extension reports in the concerned courts 2 days before in such cases. The concerned SHOs are also advised to file charge sheet well in advance through sending SMS alerts.

Overview

The Court Monitoring System (CMS) is based on two basic premises. The first is the fundamental concept in e-Governance of distancing the case worker from the point of contact. As is well known, there are a number of pathologies in the traditional way of representing the police in Courts through the system of Court Constables. The CMS endeavours to rectify this.

The second is the Police Station based point of contact with the Courts. The CMS allows us to have a court-oriented point of contact rather than PS (Police Station) based. In fact, this is the core strength of the CMS. There is one presiding officer, one prosecutor, then why should there be a number of court constables in each court? The CMS allows us to have a single court officer (in Vijayawada this court officer was of the rank of ASI assisted by a PC. This may be a HC/ASI/SI depending upon the unit) in each Court. This court officer is backed by the ERP, known as the CMS.

Prior to CMS, traditionally every police station had to spare a minimum of one police personnel on court duty and every police station has the jurisdiction of at least seven courts like

1. Mahila court for 354/306/304B/376 IPC cases 2. II Addl.CMM for 498A IPC cases 3. Addl.CMM for 304A IPC cases 4. III MM for 338 IPC cases

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5. Spl. Courts for all 337 IPC cases 6. Session Court for 302/376 IPC cases 7. Concerned area court for all general cases. requiring 7 PCs and 1 S.I. per police station. In the Vijayawada Commissionerate, 21 police stations required 147 persons in all. But after the implementation of CMS, each court is attended by one ASI /HC along with one PC to represent the cases of all the 21 police stations requiring only 40 personnel (1 CI + 1 SI + 8 ASIs + 9 HCs + 21 +PCs/ WPCs), thus reducing manpower drastically.

Prior to CMS, the police personnel attending the courts were loaded with other regular activities which resulted in improper briefing and exposing the witnesses to the defence of the accused or repeated adjournments thus delaying the case proceedings. With CMS this lapse is overcome by dedicated and focused personnel handling the case proceedings with proper briefing of the case and protection to the witnesses resulting in quick disposal of the cases, raising the conviction rate to 62% as against to less than 24% prior to CMS. C.M.S now also provides monitoring of the remand period of remand prisoners and gives advice to the concerned SHOs for filing remand extension reports in the concerned courts. 100% bail petitions are opposed helping in reduction of crime rate. The concerned SHOs are also advised to file charge sheet well in advance.

Infrastructure:

C.M.S. is equipped with Computers, Server and supported by latest technology which helps the C.M.S in the overall execution of the software package. The software was developed by a the local software developer with SQL server as Database and using the ASP, VB as frontend. The software package now has a number of formats for easy access and retrieval of data. All the CMS staff is issued with Laptops for on line updating of court proceedings in the court premises itself.

C.M.S has facility to house P.T case files and also infrastructure to facilitate interactions. It also has necessary provisions for effective communication and exchange of information. It is located in the first floor of the Suryaraopet PS building which is adjacent to “Courts Complex”.

Functions

The role of the CMS starts after the charge sheet is taken on file assigning CC/PRC Number. The SHO will send the CD file to the CMS as soon as the charge sheet is taken on file. The court staff i.e. 1 ASI/HC and 1 PC attending the respective court looks into further

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BPR&D Best Practices and Initiatives under SMART Policing proceedings in obtaining summons, warrants, briefing the witnesses, filing petitions U/s 311 Cr.P.C. etc. in the form of a proforma. This information is promptly fed using the Laptops by the CMS staff from the court premise itself, which in turn is updated automatically into the Main Server.

Every day Court work of each Court is being monitored at CMS. Whenever any lapse is noticed, the CMS personnel promptly inform the concerned SHO. Docket orders regarding Summons / Warrants / Notices to Sureties U/s 82 and 83 Cr.P.C, Court Proceedings are promptly communicated to SHO’s concerned by C.M.S.

As and when the Court passes orders, the C.M.S. will collect the same and send to the concerned Police for process on the same day. The Summons and warrants are processed by Police Stations in liaison with C.M.S. The C.M.S. also monitors the Remand Period of remand prisoners and would advise the concerned SHOs for filing charge sheets or remand extension reports in the concerned Courts within 2 days. The concerned SHOs are also advised to file charge sheets within the stipulated time. C.M.S secures bail instruction from SHOs to oppose bails and ensures submission in the courts. C.M.S also Maintains N.B.W Statements - District, State and Inter-State wise and also necessary information for police stations - regarding Summons, N.B.Ws , 82/83 CrPC proclamation orders, and filing of 311 CrPC petitions.

The witnesses are produced by Police Station concerned in advance before the APP concerned who would brief them about facts of deposition. The facts of production of accused, witnesses, the court proceedings and all other relevant facts are submitted in CMS by the staff in a proforma, which as stated supra is promptly fed into the systems in CMS. The staff allotted to Several courts maintain a process register, duly entering the processes (NBWs and Summons). The information on the trial proceedings, once fed into the systems, is taken out in the form of Court CD and tagged to the Case files.

Close supervision from C.M.S., compels almost all the IOs to attend the courts. Previously, whenever prosecution was closed in any case, due to non-attendance of witnesses, the concerned SHO was not bothered, but now it is clearly monitored and the witnesses are produced before the courts filing 311 Cr.P.C. petition to reopen the cases for the examination of such witnesses, thus narrowing the disappearance of such cases. The attendance of IOs is also closely monitored. Whenever an IO is absent in more than two or three postings, the unit officer concerned would be promptly notified with a request to direct the IO to attend the court and depose evidence. The IOs who fail to attend the courts to give their evidence are called upon for explanation thus improving accountability and responsibility. All SHOs visit

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BPR&D Best Practices and Initiatives under SMART Policing the CMS to reconcile the figures of the processes and PT cases with their records. They would cross check the work done by the C.M.S Staff and reconcile the facts and sign the Visit. CMS would submit daily reports to all superior officers with regard to the attendance of IOs in the courts, disposal of PT cases, service of summons, execution of NBWs, production of witnesses. It would also submit weekly and monthly reports and seek the instructions of the Unit Officer.

Software Used In CMS:

The effective implementation of CMS is made possible by the software integrated with necessary hardware which helped in digitization of case proceedings reducing manual work, through number of formats for easy accessing and retrieval of data, MIS reports and SMS Alerts.

The CMS software module is able to:

1. Allow the recording of all necessary and desired data and metadata pertaining to Cases. 2. To provide functionality to track the case and proceedings at all levels beginning from FIR, Under Investigation, Charge Sheet filling, Court proceedings and Final Judgment. 3. Tracking of filling Charge sheets 4. Allow to track execution of Summons and NBWs. 5. To provide a searchable database of all past Cases, Proceedings etc. 6. Generating pending trials of cases, Summons, NBWS 7. To provide an automated channel for alerting IOS and Higher authorities about the daily cases and status of cases. 8. Various predefined and customized reports and statements Station-wise, officer- wise etc. 9. To provide a functionality to track appeals 10. SMS Alerts to SHOs regarding expiry dates for filling Charge sheets, Bail Petitions and Schedules of sessions cases. Highlights of the system :

1. Case Information Tracking Application has number of information tracking screens that are standard components. In addition, application has the ability to create as many custom screens, custom tabs and individual custom fields as necessary.

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2. Document Management / Assembly

Application includes a full featured document management system. Each document in the system is connected to an electronic library index card. All the case related documents are attached to a file and organized by document type, sub-type and version. The document library can be searched by any of these fields, as well as date of production, incoming or outgoing document and document keywords. Application also has an integrated full text indexing system that allows users to search based on key words. Users can also take advantage of Boolean search logic. This module gives users the ability to launching the specified follow- up To Do item/s and generating a time entry (if desired).

3. Know the status of any case

Provides a one-button access to the information we need the most, regardless of where it resides in the file. Application creates a report using any information we want, including the information we want to share with others. We have the option to print, e-mail or fax the report. Going to court? Print the case information and take it.

4. Assemble and manage all your documents

Eliminates the need to retype the same documents. Once a template is created it can be used again and again in different files. Conveniently stored and catalogued in the file they reference, documents are easy to retrieve. Search by name, number or type. Application also offers full text searching. With document management features, we have information at our fingertips.

5. Case Information Reporting / Management Reporting

Application has a number of standard transaction reports and/or data queries that are standard with the system. In addition to the standard transaction reports, there is a case list reporting module that allows users to generate reports based on different variables.

Courts Exisiting In Vijayawada City :

There are 8 Session Courts, 10 Magistrate Courts and 6 Special Courts functioning in Police Commissionerate Vijayawada City.

REGISTERS MAINTAINED

The CMS Court staff maintains the following Registers.

1. Court Diary 2. Register for witness summons

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3. Register for accused summons 4. Register for NBWs 5. CD receipt register (for Received and Disposed CD files from police stations ) 6. Movement register (Handing over CD files to S.H.O s for bail arguments, appeals and High court affidavits purpose)

CONVICTION PARTICULARS FROM 2004 TO 2015

Year Convicted Acquitted Comp Disc/Wi Abated Total % th 2004 1162 1835 719 15 95 3826 39%

2005 2194 1312 446 45 71 4068 62%

2006 1779 952 711 69 77 3588 65%

2007 1669 898 778 234 74 3653 65%

2008 1259 891 791 15 76 3032 59%

2009 979 1258 715 23 79 3054 44%

2010 959 1098 1344 11 70 3482 47%

2011 1716 1338 1930 62 80 5128 56%

2012 1291 1044 1350 208 66 3960 56%

2013 1433 700 1338 31 45 3547 67%

2014 1461 883 2443 27 91 4905 62%

Upto May 694 487 864 29 49 2123 59% 2015

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E-CHALLAN SYSTEM FOR PROSECUTION OF TRAFFIC VIOLATIONS IN DELHI TRAFFIC POLICE Dr. Muktesh Chander Spl. CP (Traffic), Delhi Police

Delhi Traffic Police is using an e-Challan System on hiring basis, under which handheld Devices (hereinafter referred as HHD) are used by traffic police officers to issue on- the-spot cash and court challans for various traffic violations in Delhi since November, 2013.

The e-Challan System comprises of:  Integrated compact 920 Handheld devices (HHD) with built-in camera, smart card reader, GPS, data card, credit/debit card reader, printer etc.  On-line remote connectivity for data transmission on VPN between the handheld devices and the servers at Central Data Centre.  Central Database, Application Server, Communication Router, switches & firewall installed at Traffic Police Headquarters, Dev Parkash Shastri Marg, Delhi.

The system generates various reports, periodical diaries, MIS, to monitor the functioning of field officers, study pattern of violations etc. This system consists of servers, storage devices, network devices, security devices, hand-held devices, desktop printers, UPSs and environment control systems. The system also has the necessary Operating Software, the Application Software for uploading & downloading the information to and from the Hand- Held device, backend connectivity, data storage, D.R. site, retrieval & report generation. The hiring cost of the system is Rs. 105.50/- per day per device.

The HHD machine is used by Challaning Officer to prosecute the violator. This machine helps in searching ownership of vehicle and driving license details from server. It reduces the amount of data to be entered by prosecuting officer. For any traffic violation committed by the violator, the machine helps Prosecuting Officer in finding out the suitable offence with relevant sections of law and fine amount. As soon as the registration number of the vehicle is keyed in the machine, it gives alert if the vehicle is found to be stolen one. Similarly, the machine also gives alert if the validity of permit and fitness of the vehicle had expired. It is possible to make cash payment by using this machine for compounding of pending notice issued under section 133 Motor Vehicle Act 1989.

Features/Benefits

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The Handheld device is capable for two-way communication with the Central Data Server. It is capable of retrieving relevant data relating to the violating vehicle and/or the driver and updating the prosecution information on the server. The main features/benefits of the system are as follows: i) Maintains log details pertaining to all the activities of the Traffic circles/violations/violators. ii) Previous prosecution history of the vehicle and driver can be ascertained for the purpose of enhanced fines. iii) Action against repeated violators for cancellation of driving license and suspension of permit is possible as per Repeat Offense Policy of STA. iv) Shows any pending notice issued under section 133 Motor Vehicle Act 1989 against the vehicle. v) Issue compounding challans & court challans for all type of violations in legally accepted formats. vi) Generates all types of reports and summaries required at the level of the officer issuing the challan, Traffic Circle level and Traffic HQ level for management and monitoring. vii) Alert about the status of vehicle – whether it is stolen or involved in crime or otherwise. viii) Generates and sends SMS to the supervisory officer about the daily work of prosecuting officers/circle for administrative management by senior officials. ix) Alerts are also given for validity of fitness/permit of the vehicle. x) The alert is also provided on HHD for the vehicles which have No Entry Permission. xi) Generates the MIS reports and sends automatically via e-mail to senior officers. xii) Integration of notices issued under section 133 Motor Vehicle Act 1989. All notices can be compounded in cash via e-challan system. xiii) Payment of fine amount via Debit/Credit Card is soon going to be implemented. xiv) Connectivity established with NIC server to get the information regarding ownership of vehicle and validity of permit/fitness of the vehicle. xv) The vendor has a full-fledged service center facility in all Distts. & replaces a faulty device within 3 hours. All the systems i.e servers and hand-held devices have provision for automatic back-up. xvi) Disaster Recovery Site is also maintained by vendor.

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xvii) Latest anti-virus software solution is also installed/updated in all mobile devices from time to time. xviii) All the data/records/description migrated, imported or generated during the execution of this project, shall be the sole property of Delhi Traffic Police. xix) Software has been customized as per the requirements of the Delhi Traffic Police and the vendor provides all updates, upgrades and software bug fixes free-of cost during the contract period. All new changes get updated on HHD automatically through Central Server. xx) Uninterrupted 24x7 GPRS connectivity for handheld devices, servers, central servers, IP addresses, internet connections etc. is being provided by the vendor. xxi) Cartridges for the printers of servers and handheld devices are being supplied by the vendor. xxii) Supply of paper rolls for the printers in hand-held devices is also the responsibility of the vendor. xxiii) The details of the on-the-spot prosecution are immediately updated in the central database of traffic by the hand-held device. In case of loss of connectivity, the hand-held device works in offline mode, stores the requisite data and seamlessly update the Central Database as and when the connectivity is restored. The handheld device has sufficient memory to store at least 500 challans locally. xxiv) Access to the system is allowed after authentication through user ID and password and the hand-held device/computer is capable of being used by multiple officers based on proper authentication. xxv) The whole system works in a web-based environment. xxvi) Role-based access to database and server is permitted. xxvii) The most frequent traffic offences are kept at the top of the list to select at the time of prosecution. xxviii) All the devices and equipment are procured, installed, commissioned and maintained by the vendor for the period of contract. xxix) The vendor is responsible for providing the complete working system along with general maintenance of all components of the system for a period of three years.

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AUTOMATED TRAFFIC MONITORING AND CHALLANING SYSTEM – BENGALURU Dr. M. A. Saleem Addl. CP (Traffic), Bengaluru City

The existing Traffic Enforcement System has the following shortcomings: (i) Existing system of manual booking of traffic violation cases consumes lot of time and energy. (ii) As enormous time is required for manual challaning the traffic violators, Traffic Police officers do not give adequate time for traffic regulation and clearing traffic jams. (iii) Manual system of booking of traffic violation case is not transparent. It facilitates corruptive practices. (iv) In manual system, there is no record of previous traffic violations by the drivers. Due to this, repeat offenders escape higher penalties. (v) There is a scope for pilferage and misappropriation of fine amount collected by Traffic Police. Many a times unscrupulous police officers use duplicate receipt books.

In order to bring transparency in challaning traffic offenders, Bangalore City Traffic Police started the Enforcement Automation Centre in the year 2002. In Mysore City Automated Traffic Challaning System was introduced in September 2013. In this system, violation of traffic rules by road users is captured on cameras and computerized Challans are sent to the owners of vehicles to pay up traffic fines.

This system has proved effective in enforcing traffic rules. This system has the advantage of using technology with least human intervention. This system of traffic enforcement is very effective and has gained public acceptance and support.

This system has several advantages like:  It brings transparency in enforcement of traffic rules  Avoids conflicts between police and public  Increase awareness of traffic rules and regulation  Reduction in the processing time of violation and disposal of the same  It helps in identification of repeat violation and imposing enhanced fine  It can be used as an effective tool of e-governance to manage, monitor and administration.

How does this system works? Main Automation Centre:

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The Automation Center works on the computerized process of capturing the violations through various inputs such as - reports from the police personnel, complaints by the public (SMS, E-mail, Facebook), Analysing the Live images/Videos captured by the Enforcement/Red light Camera, Field Traffic Violations noted by the Traffic Police Personnel on the field etc. All these inputs are fed into a centralized Database server accessed through the workstation by the personnel at the automation center. The data so collected and organized properly is made available to all Police Stations over the internet and can also be accessed by Blackberry enforcement Devices provided to the personnel on the Field. This facilitates the general public to go to the nearest police station or to the Traffic personnel with Blackberry enforcement device to pay fine and compound the offences attributing to the “Anywhere Anytime” Fine collection and disposal mechanism.

Basically this systems works on the inputs given by 1) Enforcement/ Red light Camera 2) Surveillance camera 3) Field Traffic Violation Reports through digital cameras 4) Public complaints through a. IVRS b. G-Mail c. Face book d. Public-Eye

1. Red light camera is a traffic camera that captures the image of a vehicle that goes through an intersection when the light is red. This continually monitors the traffic signal and the camera is triggered by any vehicle entering the intersection above the preset minimum speed and following a specified time after the signal has turned red. The image of captured vehicle’s registration number is perused and fed manually to the computer. The address of the Vehicle registered with the RTO is obtained through an interface with the RTO’s Vehicle registration Database, along with details like the owner of the vehicle, make, model and class of vehicle. Based on the address obtained, a Notice Vide Sec 133 of IMV Act is generated in an automated process, in which the details like owner of the Vehicle, date and time of violation, make model, the fine amount and location, where the volition was noted are printed and sent to the owner. 2. Surveillance camera(s) installed at junction provide live video streams/still images to the Traffic Management Center via a leased line network. The personnel at the automation look though the videos, still images and note down the violation. The Surveillance cameras are PTZ cameras and hence the personnel have flexibility of viewing the video/images in various angles, enabling them to view the images/video with clarity while noting the

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violation. Some of the violations noted are - not wearing helmet, crossing stop line, parking on zebra crossing etc. after carefully observing the violation, the same is updated into the violation database for further processing.

3. Field Traffic Violation Report: This involves the constabulary noting down the details like the Registration Number, Type of Vehicle, Color and Make in a pre-printed proforma called FTVR (Field Traffic Violation Report). The data on the FTVR is fed in computer at the police station and sent to the Automation Enforcement Center equipped with computers, software and vehicle database provided by the M.V Department. These violations are processed and 133 notice is generated.

4. Public complaints which come to the traffic police through various means are processed as mentioned earlier and 133 notices is generated.

ENFORCEMENT AUTOMATION CENTER

Surveillance FTVR Parking tags E‐mail Face book Mobile SMS camera

Enforcement IVRS Auto Camera complaints Main Server

Date of vehicle owners and pervious violators

133 notice generation

By post to the owner

In the event of non‐payment, tracing the Payment of fine by violators Charge sheeting vehicles by Blackberry and prosecuting them

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How 133 notices are served and compounded Notices are served through post and sometimes they are served through the police personnel. If the owner of the vehicle pays the fine it gets deleted in the server. If not, it comes up in the Blackberry handset of traffic officer. If the owner wants to clear the pending fine he can do so by any of the following methods; 1. Payment at any traffic police station 2. Payment through any traffic ASI, PSI, PI in the field 3. Automation enforcement Center / TMC

Implementation Strategy: In order to implement Automated Traffic Challaning System in a city with a population of one million, the following deliverables are required:- i) Database server and its connectivity with Transport Department server ii) 100 Nos. hand-held enforcement devices along with Bluetooth enabled printers iii) Back-end connectivity between handheld devices and database server through a service provider. iv) 50 Nos. surveillance cameras with connectivity to Traffic Management Center v) 4 Nos. Enforcement cameras with connectivity to Traffic Management Center vi) 200 Nos. digital cameras with online connectivity facility through a service provider to data base server. vii) Printed blank challans for generating notices under Section 133 of IMV Act. viii) 75 Nos. Traffic Police Officers of and above the rank of Assistant Sub-Inspectors of Police. ix) 250 Nos. Head Constables / Police Constables x) Computer trained Police constables to man Traffic Management Center and Automation Center

System Architecture Traffic Enforcement System Architecture  The solution enables traffic field personnel to access the backend infrastructure through a mobile handheld device with ease in a high secured manner  The handheld application will have the capability to print data from the screen on a Bluetooth/Wi-Fi enabled printer  Push technology for data transfer. ‘Always ON feature’

Network Architecture  The handheld devices with application will be using mobile packet data network (GPRS/EDGE/3G/4G) to reach the servers placed at State Data Center

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 The application sitting on the handheld enables the officers to collect fines online  In case of any network issues or server related issues, the data gets stored on the handheld and gets uploaded to the server automatically once the network connectivity is restored

Server architecture:  Redundant infrastructure with high availability  Application Servers  Data Base Servers  Mail Servers  Storage

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Features of the Enforcement Application Software: Case History

Police Notice CRR

Towing Entry Login Towing CRR

Reprint CRR Report CRR

Synchronize

Process Flow Diagram

Typical Management Information System Reports: Reports will be provided to senior officers to monitor the activities. Web reports will be provided with the login and password to protect the data from unauthorized access. A hierarchy based MIS report sub-modules can be designed as per the state police requirement.

Following are the reports that are generated for MIS purposes:  Vehicle-wise offences daily/monthly or weekly reports  Police station-wise offences

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 Station-wise case booked report  Station-wise amount collection report  Station-wise issue of police notice and ON THE SPOT FINE  Station-wise Charge sheet generation report  Officer-wise case booked and fine amount collected report  Subdivision-wise reports  Report on cases booked and fine collected report  Report of Cancellation of licenses  Suspension & revocation for permit

Financial Implication: In a city of one million population the financial implication will be as follows; Hardware / Cost Component Qty Software (Rs. in Cr.) Surveillance Camera with leased line connection (Costing for passive components not considered 50 5.00 like Poles, Civil works, UPS & Batteries / Solar system) Enforcement Cameras 4 1.00

Servers 4 0.20 Computers 60 0.30 Hardware Printers 10 0.25 Network Storage 0.30

Handheld Devices 100 0.15 Handheld Printers 100 0.28 Back-end connectivity for handheld devices for 3 1.20 years 200 Nos. Digital Cameras with back-end 0.24 connectivity for 3 years IVRS software 0.20 Software Automated Challan Generation 0.30

Printing 0.30 Others Manpower 0.50 Integration of all Equipments 0.10

TOTAL 10.32

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Conclusion:

Bangalore Traffic Police under B-Trac project has already implemented Automated Traffic Challaning System from the year 2003. Some other cities also had initiated Automated Enforcement in a limited way. On an average Bangalore Traffic Police books around 8000 traffic violation cases through cameras and another 8000 through hand held Blackberry devices. Bangalore Traffic Police have booked over 7.4 million cases against traffic violations in the year 2014 and have collected a fine amount of Rs. 65 crores during the same period. Bangalore Traffic Police is presently using 5 Enforcement Cameras, 175 Surveillance Cameras and around 500 digital cameras for online booking of cases. This system has brought dividends for Bangalore Traffic Police in the form of greater transparency and effective enforcement of traffic laws. Apart from this, the ready availability of data on past violations has enabled Bangalore Traffic Police to send 4587 driving licenses for suspension.

Since September 2013, Mysore Police has generated 4,50,000 notices against violations of traffic rules through automation enforcement. Bengaluru Traffic Police generates more than 20 lakh notices each year. Automated Traffic Challaning System can be adopted in other Indian cities and can be used as effective e-governance tool in managing and monitoring traffic related issues in various cities and towns across the country.

The Automated Traffic Challaning System is a revenue generating model. The initial investment of Rs. 10.32 Crores for a city of one million population can be recouped within one year. This is due to fine amount collected from violators of traffic rules through Automated Traffic Challaning System. Therefore, entire system is self-sustaining and does not require any funds for expansion. The State Governments should consider to provide all the fine amounts collected to police for expansion of the programme within the city.

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NAGALAND POLICE SMS BASED VEHICLE MONITORING SYSTEM (NPSVMS) Bendang Lemtur DIG (TRG/BDR), Nagaland

Introduction

Vehicular Theft is a serious concern for any society and with the rising number of vehicles on our streets, the cases of thefts have also steadily increased. The North-East also has the dubious distinction of being the place where stolen vehicles from other parts of the country are brought and used under fake credentials, often for anti-social purposes. In order to address this issue, Nagaland Police has developed an IT System with the following objectives:

(i) Maintaining a common repository of vehicular information of the following: ALL INDIA TRANSPORT DATABASE NATIONAL CRIME RECORDS BUREAU STOLEN VEHICLES RECORDS (ii) Providing an SMS Gateway to provide these information to Field Personnel cheaply and quickly (iii) Broadcast emergency messages to checkposts and patrols (i) Provide an SMS Helpline to the Public for Quick Reporting of Vehicular thefts This System is the Nagaland Police SMS Based Vehicle Monitoring System or the NPSVMS. The System will grant access for quick lookup initially to about 200 Personnel of the Police Department which will gradually extend to more users. The NPSVMS System is a cloud hosted solution which guarantees 99% uptime and availability. The system is designed such that it will learn from previous queries and grow even better with time.

NPSVMS – Public Hotline 8415 900 400

In most cases of Vehicular theft, the first 24 hours are the most crucial and failure to react within this timeframe often results in an unrecovered vehicle. The NPSVMS will provide a facility for the Public to quickly inform the Department of theft cases via SMS to a Public hotline number 8415900400.

Via this service, a registered person can simple SMS the keyword LOST to 8415900400 and the details of his vehicle would be instantly sent to all checkposts in the state.

In order to access this service, one must complete a One-time Free Registration Process.

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1. Go to their nearest Police Station and collect the NPSVMS Registration Form or download it from www.npsvms.com 2. Fill it up with the personal details of the person submitting the form and vehicular information of all the vehicles he/she would want to link with 3. Visit the nearest Police Station personally for verification with the following: (a) Original & Copy of ID Proof (Passport/ Driving License/ PAN Card/ AADHAR/ Voter ID) (b) Copy of Registration Certificates (RC) of the vehicles to be linked 4. A few days later, a confirmation SMS will be sent to the registered mobile number

To use the system, one can: 1. SMS LOST to 8415900400 (in case only one vehicle is registered) 2. SMS LOST Vehicle_Number to 8415900400 (in case more than 1 vehicle is registered)

Additionally one can type any other information at the end of the SMS that might help the Police.

Eg.messages: LOST NL104567 LOST NL104567 from Naga Bazaar at 2:00PM Tuesday LOST NL104567 from Mao Gate

Sample Queries

Some of the Queries for the Police Personnel currently supported are: • CHECK:

The CHECK keyword is used to get the details of a vehicle using a partial or full registration number. Eg. Check NL015609

Reply-> Reg No. NL015609 Model: Maruti Alto Color: White Engine No. B10IN76786 Chassis: SB30M45667IN78 from DTO Kohima, Nagaland Owner: John

The system adjusts for various errors in the input format such as

Check NL 01/5609, Check NL01-5609, Check NL 01560 (in this case partial matching will be done) • ENGINE/ CHASSIS

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The ENGINE/ CHASSIS keyword is used to get the details of a vehicle using a partial or full engine or chassis number respectively Eg. ENGINE B10IN76786 or Chassis SB30M45667IN78

Reply-> Reg No. NL015609 Model: Maruti Alto Color: White Engine No. B10IN76786 Chassis: SB30M45667IN78 from DTO Kohima, Nagaland Owner: John

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In case the vehicle has been reported stolen and is uploaded in Vahan Samanvay of the NCRB, an additional message as below will be sent:

Reg No.: NL015609 found in NCRB Records. Model: Maruti Alto Engine no. B10IN76786 from Kohima, Nagaland FIR no: NIL/2014 Status: LOST

• STOLEN

This Command can be used to report the lost vehicle of a person who has not registered with the NPSVMS system but has lost his vehicle. The details of his vehicle (Either from VAHAN Database or the Text in the SMS) will be immediately dispatched to all registered Personnel on Duty • Eg. Stolen nl01c2345 red bolero

Stolen nl01c2345 white alto from Kohima

Project Launch and Progress so far

The system was formally launched by the State Home Minister Shri. Y. Patton on April 29th 2015 at the Police Headquarters in Kohima.

6217 queries were made and 24 vehicles have been recovered till mid of July 2015.

The use of the NPSVMS has been publicly acknowledged.

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EFFECTIVE VEHICLE DATABASE MANAGEMENT PROJECT: MANDYA DISTRICT POLICE, KARNATAKA Bhushan Gulabrao Borase SP, Mandya District, Karnataka

Unclaimed vehicles with lots of dust and rust on them, is a common sight in police station premises throughout India.

These vehicles can be classified into four groups

(i) Vehicles involved in Crime and seized by police (ii) Vehicles involved in accident cases and seized by police (iii) Stolen vehicles recovered by police from thieves (iv) Vehicles abandoned by thieves or by drunkards

Many vehicles that are involved in crime and accident are not claimed back by owners because they do not have legitimate documents to prove their ownership. Often these vehicles are stolen vehicles which are purchased without any documentation and at very cheap rates.

Stolen vehicles that have been recovered by police from thieves also lie in police stations. After recovery of vehicles officers often take less interest to know whether that vehicle is returned to the owner or not. Secondly the procedure to know the owner of vehicle is that one has to send the details of the vehicles to RTO and he in turn will send the RC book details. But often this process takes lots of time and many times the vehicle must have been brought and sold by three to four owners without updating the RC book. So it becomes difficult to track the last owner.

In Mandya District’s 30 police stations there were more than 1700 unclaimed vehicles.

Three databases have been used in this project to trace the unclaimed vehicle to its owner. (a) Data of Unclaimed Vehicles lying in police stations which includes information like registration number, engine number, chassis number, make and model of the vehicle. (b) Data of all the stolen vehicles of Karnataka State. This data was taken from a program of National Crime Record Bureau called as Motor Vehicle Verification Counter that is available in each district SP office of Karnataka. (c) Data of all registered vehicles in all RTO across India. This data was accessed by getting username and password of the website vahan.nic.in.

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Software was developed with the help of three students of Computer Engineering Department of PES Engineering College, Mandya. In this software first two databases were matched for common value and we got result in format showing that the “XYZ” vehicle was stolen in which police station and it is lying unclaimed in which police station. For vehicles for which FIR could not be traced, the owner was traced with the help of website vahan.nic.in.

The results were an eye opener. Vehicle stolen in one of the Police station limits of Mandya District was lying unclaimed in another police station of same Mandya district for years. Similarly many vehicles stolen in neighbouring districts have been found lying unclaimed in Mandya District police stations.

Till now about 786 vehicles have been traced and handed over to the legitimate owner or auctioned and soon the number will cross 1000 mark. Such a good result is obtained with just one district data, if the entire state unclaimed vehicle data is fed into software the result will be even bigger. The software developed is already designed for the entire state. Now we need to work at Range level and then finally at State level. If successful, then the project can be implemented for national level too.

It results in legitimate owner getting back his vehicle and our police stations getting cleaner. It is a big step towards improving appearance of police stations and major contribution to Swachh Bharat Mission.

An android based application is developed with the help of Mysore District Police. In this mobile app, if engine number, chassis number or registration number of the vehicle is fed, it checks it in database of stolen vehicles and responds in 20 seconds if the vehicle is stolen or not. It empowers the officer in the field to check if the vehicle is stolen or not on the spot. A trial is in progress in Mandya and Mysore Districts.

This project won National Award for e-Governance 2014 in Category of Best District Level Initiative in Citizen Centric Services through use of ICT.

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PINAC – A GUJARAT INITIATIVE Deepan Bhadran DCP, crime Branch, Ahmedabad City

Program to Identify and Arrest Criminals (PINAC) was developed by DCB officials and staff after several brain storming sessions. PINAC software is a combination of two modules PINAC Data Entry module and PINAC Data Search Facility. In PINAC Data Entry Module the detail record of various identified and arrested criminals is inserted by DCB officials at Ahmedabad City Crime Branch office. The same data can be searched by various police officials from different Police Stations of Ahmedabad City with whom the PINAC data search facility is shared.

Situation before implementation of PINAC Application and need for its Digitisation: Initially, MOB department of Gujarat Police was using papers and files for preparing MCR (Master Crime Records). Each file weighs 2 to 3 kg and there may be a number of such files. The MCR files occupy a lot of space in each police station. Sometimes tons of files might occupy the entire building. Looking at the requirement to handle such files, MO Branch of Ahmedabad Crime Branch was given a dedicated room for the same. Further, when a complainant arrived at a Police station for registering a complaint of a crime, Police had to search MCR files and carry out search operations on the basis of the first-hand information provided by citizens as the comprehensive details of all the criminals of the city/state were not available with it. So, police was in need of a system which would display/show the details of various criminals as per the crime sequence described by a citizen to zero-in on the suspect and initiate the investigation process.

PINAC Software – Scope and Features:

The PINAC data search software module is being shared with 40 Police Stations of Ahmedabad City along with other zonal offices and various authorized Police officials of Gujarat Police. It has also been shared with various Investigating Officers (IO's) of other districts of Gujarat State The PINAC data search module covers the database of all the identified and arrested criminals of the State. The same criminal database is shared with multiple police stations of Ahmedabad City and other cities of Gujarat based on their request after approval of competent authority.

Utility and Features:

 PINAC helps in faster recovery of stolen goods and arrest of the accused.  The data can be searched as per the area of crime, modus operandi of criminal, name of the history-sheeter, police station and even the photograph.

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 PINAC is as simple to use. It can be operated with an English keyboard. Moreover as the system is Unicode compliant, typing 'Dhiraj' from English keyboard will directly give the name Dhiraj in Gujarati language, which makes it user-friendly for constables.  The complainant has to relate the details of the theft and, if possible, identify the accused while registering complaint at the nearby police station where the incident/crime has occurred. Using this software the details of more than 35,000 history-sheeters/criminals property of the city is digitised.  MCR data is normally kept in hard copy and is difficult to search. There are more 35 different pieces of information about an accused that are to be recorded in the MCR. For instance, apart from all his personal details, the names of his or her friends, relatives, contact details, details of the person to whom he sold the stolen articles and everything that connects to the crime are mentioned in this record.  Using PINAC software all the digitised MCRs can be searched by a police constable and within a few seconds after registration of the complaint, the police can zero-in on the suspect and decide the line of investigation.

Eklavya V

The Eklavya vehicle software is used by Gujarat Police to trace stolen vehicle and vehicle borne criminals. Also it is useful in curbing crimes like chain stanching, robbery, kidnapping, and rapes etc.

 Eklavya Vehicle application has been developed on android platform which is the latest technology for developing various mobile applications. The policeman on the spot can fetch the vehicle details within fraction of seconds from his or her mobile device and can take decisions on any suspicious vehicle very quickly. Using this application the policeman can detect and prevent the crimes related to vehicles such as theft of vehicles, chain snatching, robbery, kidnapping, rape etc.  Eklavya vehicle software has details of approximately 2 crore vehicles owned by residents of the Gujarat state of which around 1.41 crore are in digitised format.  Before implementation of Eklavya vehicle software, the police had to take the help of the RTO to get the details of the vehicles (Engine No., Chasis No., Color, Model etc.) along with the details of vehicle owners and then validate the same with vehicle being detained by the police to catch criminals who had used vehicles in committing crimes. This took a lot of time and by the time the required information was received by police, the criminals got away.

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 Eklavya vehicle software has a push-pull information exchange and dissemination strategy wherein the policeman sends a request /query from his mobile for getting details of suspected vehicle/ vehicle owner. The system responds by sending the details of the vehicle/vehicle owner.  Eklavya-V application can be accessed by registered/authorised users from their mobile phones 24*7.  After implementation of the Eklavya vehicle application the Gujarat Police department along with the Crime Branch was successful in solving cases related to vehicles used in crimes such as theft, robbery, chain snatching, kidnapping etc. in lessor duration than before. This has also led to reduction in crime in the state by 29- 34%.  From all over the state on an average 3000 searches are made through this application every day and 1 lakh searches are made every month by police from all over the State.  By using this application 613 undetected offences have been detected by Ahmedabad Crime Branch and vehicles have been recovered for the same.  Many other districts also have used this application and have detected many vehicle theft offences.

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TECHNICAL INTERFACE & USE OF SOFTWARE IN CHHATTISGARH POLICE G P Singh IGP Raipur Range, Chhattisgarh

A Budget Management System (BMS)

“Optimum utilization &deployment of scarce resources through efficient Budget planning is critical to SMART Policing for public safety.”

1. Introduction

SMART Policing requires smart financial and budget related decision-making, which in turn requires authentic historical data, for analysis and scientific reasoning for effective planning. Smart financial planning can also be used as an effective tool for rendering direction, motivation and control to the police organization. Therefore, SMART Policing will remain a distant dream without efficient Budget management and financial planning. Budget Management System (BMS) is a software tool, that has been implemented in Chhattisgarh. This software tool has acted as a force multiplier for efficient and effective Budget management decisions.

2. Challenges in budgeting: Budget planning involves complex processes and vast historical data for analysis. The challenges faced at various levels viz, DDO/BCO and Government, during planning process are as follows: • Poor Budget Planning: Requirements, releases and expenditures are not properly coordinated. • Meagre Budget allocation compounded by low utilization & inaccurate reporting. • Administrative approvals take extra ordinary time. • Ignorance, Inaction, Inability to spend money on part of BCO/DDO • Inadequate delegation of financial powers to BCO & DDO • Inadequate powers of re-appropriation at BCO level. • Surrenders due to ignorance, inaction or inability to spend money

The above budgetary constraints are further enhanced by the general avoidance of DDOs/BCOs for personal involvement in budgeting/ procurement processes due to inadequate training. Except a few police officers, many are wary of spending crores of rupees released to their units under their charge. As a result they spend the budget allocations of their unit unwisely or simply surrender as there is no metric for financial efficiency. The

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BPR&D Best Practices and Initiatives under SMART Policing result is unwise allocations/ Expenditure/Surrender at BCO/DDO level. At the time of freezing the Main budget by the finance department we are in a piquant situation when it is questioned that, "why more additional funds are required when your expenditure on Non- Salary head is very low".

3. What is Budget Management System (BMS)

Budget Management System is an efficient software tool equipped with more than 130 program modules. The highlights of this system are as follows.

The system requirements and technology used are as follows:-

3.1 System Requirements:

3.1.1 Expandable RAM capacity, at least 4 GB with expansion to 16 GB depending on the size of your working set of frequently-referenced pages and images 3.1.2 Two 200GB SATA drives 3.1.3 IIS Web server Configuration 3.1.4 Static IP 3.1.5 Net connection with up to 5 MB Bandwidth 3.1.6 Antivirus 3.1.7 Server 2008, SQL server 2008

3.2 Technology Used:

3.2.1 Microsoft ASP.Net, CSS, Photoshop for Designing (Front End) 3.2.2 SQL Server 2008 used for Database (Back end) 3.2.3 Used C# language as code behind 3.2.4 Used Report Viewer 2008 for Reporting Services

3.3 Software is enabled with following features:

3.3.1 Focuses on total automation: Its main feature is that, most of the modules like Allocation, Distribution and Expenditure are fully automated, which means it reduces the heavy burden of data entry by a process of Data fetching automatically from server of treasury. Only one trained operator with a click of a button can handle the budgeting processes effortlessly, saving on man power. 3.3.2 Auto Data Fetching from Treasury:- (a) Gets Budget Allocation from treasury – Data entry from Budget book is not required as the software can fetch the entire budget allotted by

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head-wise from treasury on just a button click. Data is as accurate as in treasury website. (b) Gets Budget Expenditure/Distribution of DDOs from treasury – It can fetch expenditure of all DDOs or a particular DDO from treasury. You just need to choose a DDO or can also select all DDOs and clicking on a single button can fetch all the expenditure done by DDOs till date. (c) Expenditure Against Treasury – Data reconciliation from treasury can be achieved by click of a button and any inconsistency detected. 3.3.3 Tracking Budget Allocation/Expenditure to BCO & DDO 3.3.4 Creation/tracking of Budget related note sheets 3.3.5 Auto generation of Budget related orders and saves time 3.3.6 SMS Portal: Auto SMS alerts to BCOs and DDOs regarding allocation or advisories 3.3.7 Auto-generation of Surrender Reports & Auto-notification of excess expenditure 3.3.8 Retrieve date-wise, bill-wise, scheme-wise, DDO-wise Expenditure/ Balance from Treasury Database on a single click. (Data fetching) 3.3.9 Facilitates preparation of Main/ Supplementary Budget proposals to the govt. 3.3.10 Facilitates Re-appropriation between schemes on a click 3.3.11 Support smart analytics to facilitate budget planning, finding financial efficiency of a unit (% of over or under expenditure), keeping track of all the intermediary budgeting processes. 3.3.12 Analytics can be represented in charts to help us understand and analyze the processes better 3.3.13 Detailed reporting System viz. Plan/Non-Plan wise reports, BCO/DDO-wise reports, Annual Report, Quarterly Reports, Bill Reports, Scheme-wise reports, Surrender Reports etc. 3.3.14 DDO-wise monthly Expenditure Reports 3.3.15 Flexi-Reporting System /Year-wise comparative budget analysis 3.3.16 Repository of historical Database to facilitate efficient budget planning. 3.3.17 Has features like DMS (Document Management System) to store and manage circular, DO letters and other documents. 3.3.18 Smart query system at the flick of a button viz., clubbing of data for one or more DDOs or Schemes. 3.3.19 Helps in Budget planning (Main/Supplementary)

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The availability of analytic data on each DDO further enabled an institutional arrangement whereby regular monthly meetings with DDOs were conducted to coordinate the units’ requirements, releases and expenditures for effective budget planning.

In nutshell, the software can be likened to an Expert System/ Decision Support System, which enables smart and quick decision making, related to complex budgeting processes.

It can be truly described as a major milestone in financial deliverance!

3.4 Analytical Tracking of Budget Flow

(a) Most or Minimum Budget Expenditure Percent Wise – By this module you can track how much percentage (%) of budget has been expended in selected month of current session. Figure below show the process. (b) Amount after Expenditure - This module generates remaining amount of DDOs after expenditure of particular scheme. See figure below (c) Most Expenditure Notification Session-wise – This module generates in which session budget has been expended the most, detail head-wise

After click on amount indicated by blinking you can see the details Scheme-wise. See figure below.

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After click on amount indicated by blinking you can see the details DDO wise. See figure below. Finally clicking on amount indicated by blinking one can see the details of Bills of particular DDO. See figure below.

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B Daily Situation Report: (For Crime/Law & Order) This is an excellent tool to keep supervisory officers updated regarding crime registrations and law & order in their jurisdiction. It gives updates on Grievous offences, Other IPC offences, Preventive actions, Actions on Minor Acts, Law & Order reports, Execution of summons/warrants etc. The features of operational aspects are as follows:

• Daily Crime Data is entered at the Control Rooms of the Districts and exported to the IG Range Office. • The data received from the different districts is automatically compiled and the DSR Reports are generated. • Data can be filtered and grouped so that each user viz.IG Range, District, SDOP, Thana etc. can generate his own reports. • Software can be scaled up for the State situation report. • It can also be scaled up to generate Monthly Analysis of Crime (MAC) or Geo- Spatial analysis of Crime, Identification of Hot Spots etc. • Decision making tool for crime related strategies.

C Dispatch/Complaint Management System Greatest Challenge in any Government Office is tracking of various letter trails and responding to them in time. How to insulate the system from whims and fancies of clerks/babus is a challenge for even a very effective administrator. The Manual Dispatch Registers for incoming and outgoing letters and files has been computerized through this software leading to paperless environment. This has led to effective supervision and

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BPR&D Best Practices and Initiatives under SMART Policing monitoring of pendency. Each inward letter Entry can be disposed of as - Seen, For Info, Reminder, Reply, Awaited, To Be Replied, Replied etc. The system generates reports for  Replies to be given by the office  Replies awaited from other offices  Status of Letters is maintained by …  Office from where received / sent  Section-wise details within the Office  Current status  Letters marked as complaints by Dispatch are transferred to the Complaint portal for further action. It has provision of Flexi – Reporting with help of various filters

D VIP Security Information System Efficient deployment, training and rotation of PSOs for protectees is always a challenge. A software has been developed that maintains detailed data pertaining to :  Category-wise details of Protectees  Details of security measures viz. Residence Guards, Mobile Security, Vehicles Allotted, PSOs etc.  Mobile nos of Protectees and PSOs  Details of PSOs allotted to various VIPs  Establishment/SR related details of PSOs  Training related details of PSOs  Flexi-Reporting using intelligent filters enables efficient management of the whole gamut of VIP security.

E Inventory Management System For efficient deployment of scarce resources, inventory management is key to SMART policing. Inventory management system maintains database on the following items. Reports in various formats can be retrieved at the click of a button by efficient use of filters.  Unit wise /State-wise Arms/Ammunition  Unit wise /State-wise Vehicles  Dead Stock like furniture, office equipment etc.  Central Store/KIT clothing  Building and other Estate related assets

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TRANSPARENT RECRUITMENT PROCESS – KARNATAKA POLICE Raghavendra Auradkar ADGP (Rect & Trg), Karnataka

Introduction

Over the years, the Karnataka State Police has taken several measures – policy, legislative and executive – aimed towards fair, transparent and objective recruitment process. The recruitment wing started in 2002 is headed by ADGP R&T and assisted by DIGP R&T with supporting staff. The recruitment wing of the Karnataka State Police is entrusted with the job of recruiting Police Constables, Sub-inspectors and Scientific Assistants of Forensic Science Lab. Apart from Cadre and Recruitment rules of a particular cadre the Karnataka State Police Services including ministerial services (recruitment) rules 1994 and General Recruitment rules 1997 – guide the recruitment process.

The appointing authority for Constables is the Superintendent of Police and IGP of the range / unit for Sub-inspector rank. However the process of notification of vacancies, coordinating the Physical Efficiency Test and Physical Standards Test, written examination etc. are centralized at state level. Major portion of the recruitment is out-sourced and it is a matter of pride that the entire process of selection and recruitment of police constables, sub- inspectors and equivalent grades is certified with ISO: 9001-2008. This has been possible because of continuum of care, responsibility and hard work in the right paradigm as the way forward in achieving this distinction. Periodically auditing of the process is carried out by BUREAU VERITAS and all observations are adhered to. The process has been certified for the first time in 2005 and renewed in the year 2008, 2011 and 2014. All the stringent parameters prescribed by the agency for certification have been fulfilled.

Method of Selection

Once the State Government gives approval for recruitment process in a particular financial year, the notification will be issued classifying the number of vacancies, prescribing the educational qualification, age limit, fee and other eligibility conditions. Experience has shown that notification is of paramount importance to avoid any future legal complications and hence lot of homework is done in this process. All the applications are received through online including the payment of fee. After the last date for submission of applications is over, the applications are sorted out application number-wise and unit-wise. The scanning of OMR application forms is done by an agency approved by the government and after scrutiny of the applications the list of eligible candidates is generated. All eligible candidates are then called for PST and PET.

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The DG & IGP appoint a 3 member sub-committee under the Chairmanship of district SP for Constables and under an officer of the rank of IGP for Sub-inspectors for conducting PST and PET. On an average, about 500 candidates per day are called for this test and every event is videographed while conducting these tests. The result sheets of these two tests are prepared in duplicate with carbon sheets and one copy is handed over to the candidate on the same day and another copy is sent to the office of the appointing authority. This process does not give any scope for manipulation at this stage and ensures fair play and transparency. All the result sheets of the candidates are scanned on daily basis by the committee and cross checked and vetted by Appointing Authority and the data is protected in computers through security measures.

The written examination is normally conducted by a 3 member committee appointed by the DG & IGP of the state. They are responsible for preparation, printing and distribution of the question papers to all the examination centers. The committee also co-ordinates with the appointing authorities and supervises the evaluation of answer sheets. The selection list is prepared based on the merit list and the reservation policy of the government using software. It is published immediately on the website. All the results are published online on the website within two days.

Best Practices During The Process Of Recruitment

Apart from publication in four leading news papers, complete information is provided in the official website viz., Notification, Brochure, instructions for filling the online application, FAQ and other details. As the website is comprehensive, less number of calls are being received on the dedicated helpline (both email and telephone services) functioning on 24x7 basis. Impersonation has been almost eliminated by use of photo identity card and biometric system during each process of the recruitment.

Body Mass Index machine is used to measure the height and weight of the candidates and both PET and PST are videographed and the copy of the result sheet is issued to the candidate on the same day.

The confidential examination materials are opened on the day of the written examination by the head of the center in the presence of all the officers and this process is also videographed. In the examination hall the multiple choice question paper printed in 5 series (A-E) is distributed. The question papers are distributed in such a manner that adjoining candidates do not get a same series question paper and while opening the sealed envelope the invigilator takes the signature of atleast 3 candidates on the sealed envelope and then opens it for distribution.

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Answer keys pertaining to objective type multiple choice questions are published and before finalizing, if any objections are received, the said objections are sent to the expert committee for opinion. After receiving the opinion final answer keys are published and then the process of scanning the OMR answer sheets is initiated. The marks obtained by the candidates in viva-voce are declared on the same day of viva-voce.

A new concept of “My Application” has been developed recently by the department in which the applicant can view his / her complete information viz., name, address, category claimed, horizontal reservation claimed, date and venue of PET and PST held, the center where the written examination was held, fee paid, signature and photo. Apart from the above, other information such as marks secured by the candidates, whether eligible for viva-voce or not, whether selected for the post or not etc. can also be seen. The information about all stages of recruitment is being provided to the candidate through SMS.

The time interval between every activity like dispatch of question papers, opening, distribution, collection and demustering is kept to the minimum and almost every activity is videographed.

Benefits:

The adoption of technology and customized software has resulted in transperancy in the entire process and expeditious completion of the entire process. The analyses based on the experience of the officers by an inhouse group of officers as revealed that the time for completion of the recruitment process has been reduced considerably by around 60%. Similarly, the extraneous influences have been reduced to almost 0-1% as all the stake holders have come to know that the process is highly objective and therefore the scope for manipulation is almost nil.

An analysis of the financial aspects of recruitment process in the financial year 2014- 15 reveals that about Rs. 11.14 crores was collected as examination fee from approximately 5.5 lakhs candidates and the expenditure incurred was Rs. 2.71 crores. In effect Rs. 8.33 crores was the net income generated by this wing and it can be safely said that the cost of nearly 8700 candidates selected in the same financial year has also been recovered from the candidates. Thus it is a financially self-sustaining process.

Scope For Improvement:

It is proposed to adopt technology for the PET also by implementing RFID (Radio Frequency Identification Device), Digital clocks and sensors but initial investment is a

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BPR&D Best Practices and Initiatives under SMART Policing challenge. Moreover an attempt was made in 2009 to adopt RFID but it was not very successful. Probably it was ahead of the time or enough home work was not done. Preparation and announcement of the merit list is a major factor and the time gap in these two process should be ideally not even one day. Efforts are being made to bridge this gap. It is matter of grade professional satisfaction that Karnataka Police has been able to achieve the distinction of fair, objective and transparent recruitment process.

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TRANSPARENT RECRUITMENT PROCESS OF DELHI POLICE Arvind Deep Spl. CP, Armed Police and Recruitment, Delhi Police

Delhi Police has strength of 84,000 personnel. The requirement of recruitment ranges from 3,000-4,000 personnel of various ranks in a year. The entire recruitment process is under close public scrutiny. Delhi Police need for transparency as well as free, fair and impartial recruitment during the whole process.

To conduct these tests detailed Standing Orders have been drafted and issued which cover the eligibility criteria, physical endurance criteria and measurements, written examination composition as well as requirement of medical examination and police verification before final selection. Nothing is left to the discretion of any officer involved in the recruitment process. The entire process of recruitment has been made objective and the element of subjectivity has been eliminated. State of the art technology has been adopted in the recruitment process like computer based processing and monitoring, biometrics, CCTVs, Digital measurement etc.

Recruitment Board

A Recruitment Board has been constituted headed by an officer of the rank of Special Commissioner or Joint Commissioner of Police. It consists of an Additional Commissioner of Police or Deputy Commissioner of Police for overall supervision of all the components / steps of the recruitment process. Different officers are made responsible for setting up of the question paper, providing logistical support, conducting the exam and for evaluation of the answer sheet (the Secrecy Officer).

ISO Certification

Recruitment Cell, Delhi Police has been conferred the ISO Certification 9001-2001 on 3rd October, 2006 by Standardization Testing & Quality Certification (STQC), Department of Electronics and Information Technology (DeitY). The ISO 9001 family is primarily concerned with “Quality Management”. The Quality policy with respect to recruitment, Quality Manual and Quality System Procedure Manual have been drafted and meticulously followed. The Quality policy emphasizes impartiality, efficiency and transparency in the recruitment process.

Process of application

The existing vacancies, anticipated vacancies and new sanctions are taken into consideration while calculating the number of vacancies to be advertized. Wide publicity is

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BPR&D Best Practices and Initiatives under SMART Policing given in the leading National Dailies, Employment News and the Official Website of Delhi Police. Resident Commissioners of all States of India are given proper intimation regarding recruitment for wider circulation. The advertisement consists of details regarding number of vacancies, eligibility criteria and procedure to be adopted for submission of application forms along with the last date of submitting applications.

E-Recruitment

E-Recruitment has been introduced to mitigate the inconvenience caused to the candidates in coming to Delhi for collecting and depositing forms. A candidate can now fill up the application form “On-Line” on the Delhi Police Recruitment Website. The candidate has also been given the choice to take the application form from the Employment News or download it from the Delhi Police Website, fill it up and send it to the designated Post Box No. 8020. Work of collection of application form “On-Line” & “Off-Line”, building of database of the applicants and scrutiny of application form is done in a specialized manner. The PO box 8020 is operated up to a week after the last date of application form submission to account for postal delays.

Process to ensure Transparency from Initial Stage of Recruitment

The online applications are added directly to the data base. The offline application along-with photographs and bank drafts are collected from Post Box No. 8020 and then added to the database after proper scrutiny. A common database is thus created of online and offline applications. Admit cards for Physical Endurance & Measurement Test (PE&MT) are sent by post to the candidates. The PE&MT Admit Card is also available on the Delhi Police Website which can be downloaded by the candidates. The photograph of the candidate affixed on the Application Form is scanned and printed along with Bar Code on the PE&MT Admit Card.

PE&MT Attendance cum Result Sheet of the candidates are prepared in a specialized manner to rule out impersonation/malpractice. For this the same photograph is scanned and printed on the result sheet too along with the scanned image of the signature of the candidate. Successful candidates are issued computerized Admission card containing roll number with date, time and venue on the day of PE&MT itself. Unsuccessful candidates are marked ‘Disqualified’ on their PE&MT card as well as the database. The entire process of issuing Admission Card etc. is done on computer in the ground itself. The complete data of the candidates is handed over to the Secrecy Officer for preparing the final result. Call letters are then sent to the selected candidates inviting them to come to the Recruitment Cell to collect their Appointment Letters.

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Document Scrutiny

All relevant documents of candidates are scrutinized at the time of PE&MT to ensure promptness and reduce inconvenience to the candidates as well as to rule out unfair practices/ discrepancies. The documents are also scrutinized before issue of appointment letters to finally selected candidates. Documents pertaining to Caste, Hill area, NCC certificates, Sports certificates etc. which are used by the candidate to avail relaxation in age, qualification, Physical Measurements etc. are verified from concerned departments prior to issue of appointment letters.

Infrastructure used in ground to ensure Transparency

The Race tracks are demarcated properly with the help of poles and ropes. Each Race Track is of 800 meters. Marshals are deployed in a strategic manner around the race tracks to prevent shortcuts by the candidates. Both PTZ as well as fixed CCTV cameras are positioned along the race tracks to cover every inch of the track. Digital Stop Watches are used to time the race event to rule out human error. For additional check both the ACP as well as the Inspector keep these Digital Stop Watches.

During the PE&MT individual chest numbers are allotted to each candidate. Tamper proof color-coded paper wrist bands are tied to the wrist and a stamp is also put on the hand of candidates after their bio metric examination in both the written as well as PE&MT. These measures ensure that impersonation does not take place

Rotation of Officers and Staff during PE&MT to ensure Transparency

The chairman and members on the ground are rotated randomly on daily basis just before the PE&MT so as to ensure that candidates as well as the board members are not known to each other. Other staff deployed on the ground during the PE&MT are also changed frequently. The staff deployed on the ground is not allowed to move in a criss-cross manner from one ground to the other. All officers and staff are issued duty slips which are to be prominently displayed during the PE&MT as well as the written examinations. All these measures ensure foolproof transparency during the recruitment process

CCTV Coverage

The Physical Endurance and Measurement Test is covered by extensive CCTV coverage (fixed and PTZ) to ensure that all candidates and their activities are covered for absolute transparency in the process of selection and elimination. The CCTV footage is kept

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BPR&D Best Practices and Initiatives under SMART Policing in archives under proper protection for future references / appeals etc. The entire written test is also covered by the CCTV in order to ensure transparency and to prevent malpractices in the Written Test. In addition to the CCTV all the events are also covered by still photography. The CCTV Control Room is monitored by a senior rank officer to detect any malpractices/ errors/omissions for remedial action/disqualification.

Bio-metric being used as an effective tool to stop impersonation

In order to eliminate any possibility of impersonation, Delhi Police uses Biometric system extensively to verify the identity at different stages of recruitment. Finger prints of all candidates who qualify in the PE&MT are captured and candidates are allowed to appear in the written test only after verification by the bio-metric system. Biometric is done at the time of issue of Appointment Letter at Recruitment Cell and before joining Basic Training at Police Training Center too. In case biometrics is not matching then such cases are examined by finger prints experts and other identification marks are also taken into account to establish the identity.

Setting up of Question Papers and Answer Sheets

Total secrecy is maintained during setting up and printing of the Question papers and evaluation of the OMR Sheets. The Questions are in the form of MCQs (Multi Choice Questions) and candidates are required to record their choices in a specially designed sheet called the OMR Sheet (Optical Mark Reader). The question paper setter, the secrecy officer, the officer in-charge conducting the written exam and the officer-in-charge for providing the logistics support are often different officers. This ensures better transparency in the written exams. The question papers are kept in a strong room by providing armed guard round the clock for proper security. For the post of Constables (Executive) the questions are of objective type and include questions on reasoning (35 marks), General Knowledge/Current Affairs (50 marks) and Numerical Ability (15 marks). The Written Test is of 100 marks and the duration of the written test is one and a half hours.

Written test Seating Plan to rule out use of unfair means

The venue of Written Test is supervised by an officer of the rank of Addl CP/ Joint CP. The venue is divided into grounds. Incharge of each ground is a DCP/ Addl DCP rank officer. Each ground has 3,120 candidates. The ground is divided into 3 sectors having 1,040 candidates in each sector supervised by an ACP rank officer. Each Sector is divided into 4 sub-sectors having 260 candidates each, supervised by an officer of Inspector rank. 260 candidates sit in 10 rows with each row supervised by an Upper Subordinate. The sitting distance between each candidate is 8 feet in all four directions so as none of the candidates is

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BPR&D Best Practices and Initiatives under SMART Policing in approachable range. The Question Paper is made in 4 series, A, B, C & D and are distributed in sequence in such a manner that no adjoining candidate gets the same series question paper.

Mobile jammers and Special Teams

Mobile jammers have been used during the written examination to contain unauthorized mobile phone use at the examination venue. In addition to the staff already deployed at the examination venue, special teams from the Vigilance Branch, Delhi Police are also deployed at the examination venues to keep a watch over both the candidates as well as staff deployed. Special Arrest Parties are constituted and deployed at both the PE&MT as well as Written Exam venues to take legal action against impersonators.

Use of DFMDs / HHMDs

For both the PE&MT and the written test candidate is allowed to enter the examination center/ground only after proper search and frisking and passing through a DFMD (Door Frame Metal Detector). Staff below the rank of ACP deployed at the test venue for both written and PE&MT are also not allowed to carry mobile phones to ensure better transparency. The candidates have to report at the examination venue at least two hours before the examination so that their bio-metric tests and proper search and frisking is done. The candidates are allowed to carry clip board, ball point pen and transparent plastic water bottle only.

Setting up of Wireless Control Room

Wireless Control Room is set up at the PE&MT as well as Written Exam venues for better communication between the officers and staff deployed. Communication is done in a manner that all the candidates irrespective of grounds and venue are being given the same time to start and finish their written exam. All candidates are being treated in the same manner.

Display of Final Result

It is ensured that once the result is ready then without losing any time it should be communicated to the candidates immediately to rule out the misuse of result for personal interest by the functionary involved. The final result is posted on the Delhi Police Website and physically displayed on the notice boards of Delhi Police Headquarter, District Headquarters, Police Training College and other Police Offices in Delhi.

Dissemination of information using modern gadgets

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In addition to sending letters to the candidates by post, all the important information is also disseminated through SMS and posted on the Delhi Police website.

Use of technology to reduce subjectivity

No marks are given for physical tests. PE&MT is only a qualifying test. In order to make the selection process totally objective, no interview is taken. The merit is prepared on the basis of computer evaluated OMR sheets.

Future plans • Pan India online written exam is planned for the post of Constable (Exe.) Male and Female • Radio Frequency Identification Devices (RFID) to be used during the Race Event in the PE&MT • Mode of payment for the Recruitment Application Fee is being changed from the present Demand Draft to a single Pan India Nationalized Bank Account number • Police Verification Reports of successful candidates are presently being taken by post Efforts are being made to obtain Police Verification Reports from the Office of respective Superintendent of Police, on e-mail using the existing NIC portal • The candidates will not be allowed to wear digital wrist watches as some watches are internet enabled now • The candidates will not be allowed to carry their own pens into the exam venue as some pens have blue-tooth scanners built inside them. Candidates will be provided pens by Delhi Police • Presently, applications are being accepted both online as well as off line by Delhi Police. In future applications will be taken online along with online upload of photograph and signatures of the candidate

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TRANSPARENT RECRUITMENT PROCESS (TRP) OF MEGHALAYA POLICE F.D.Sangma IG (TAP), Meghalaya

Meghalaya, Police in its efforts to ensure free, fair and transparent recruitments to the various posts has adopted the policy of Transparent Recruitment Process (TRP). For this purpose, the Government of Meghalaya, Home (Police) Department reconstituted a Recruitment Board Vide O.M. No. HPL.35/2011/164 dated Shillong the 7th September 2013. Tenders were floated and the company, M/S Esoft Consulting Ltd, Diamong Block, Lumbini Rockdale,6-3-570/1, Somajiguda, Hyderabad, was the successful tenderer engaged to provide all services in the ongoing recruitment of AB Group, UB Group and followers.

The State Government issued new recruitment rules for recruitment to the non- gazetted ranks of Meghalaya Police by a Recruitment Board through a transparent process adopting well codified system and procedures not susceptible to misuse or abuse vide O.M. Memo No HPL.35/2011/164 Dated 7th September 2012.

Advertisement was issued vide no PTS/TRG/RECR/2012/7394-7450 dated 8th October, 2012 to fill up various vacancies of UB Group, AB Group and Followers in the department. The last date for receipt of application forms initially fixed was 15th of November 2012 which was extended to 21st November 2012. The recruitment, using the new method started with the physical tests w.e.f. 26th November 2012 onwards.

The recruitment to fill up the existing vacancies in the rank of Constables by the transparency process is an ongoing process. A total of 42,404 applications to the various posts were received by the department. The first phase of the recruitment and the Physical Tests of the candidates were completed in December 2012. The breakup of the candidates who have qualified in the PET is as shown below: -

Mawiong Centre Goeragre Centre Posts Male Female Total Male Female Total Grand Total AB Group 4792 754 5546 4918 916 5834 11380 UB Group 2194 286 2680 714 167 881 3561 Followers 2314 132 2446 1626 98 1724 4170 Total 9300 1372 10672 7258 1181 8439 19111

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The recruitment started with data entry of the application form which was followed by preliminary scrutiny and checking of the original documents of the candidates. Checks made at this point are to determine the eligibility criteria of a candidate, viz., educational qualification, birth certificate, SC/ST certificates other documents required for the posts applied. Only those candidates who are found eligible are allowed to go for the Physical tests. The next step for the candidate is to take the finger print biometrics test. This print is linked to the candidate’s bio- data on the application form through two sets of prints taken/given in the application form. Biometrics ensures an end to impersonation.

After registering the biometrics, candidate undertakes the Physical Measurement Test (PMT) i.e height measurement which is done using state of the art technology where the height of the candidate is taken digitally and stored in the computer. Only those candidates who qualify in height measurement can proceed to another test while those who did not qualify are issued with rejection slips.

The candidates who qualify in the height measurement are sent to the Physical Efficiency Test (PET) where a male candidate has to complete 10 KM in 60 min and a female candidate has to complete 5.5 KM in 40 min. Before the start of each running, groups are informed and issued with chest numbers and Radio Frequency identification Device (RFID) is attached to one of their leg. The chest numbers help in identifying a particular person of a particular batch during recording of the event by CCTV and the RFID emits a signal which is picked up by the magnetic receivers placed at the start/finish line every time the candidate runs pasts the receivers. The combination of the Applicant number, the chest number and RFID number uniquely identifies a candidate and data is store in the computer for the particular candidate.

The department conducted trial runs on the whole system before and during the recruitment and it was found to be fool proof. The technology in the PET is linked with that of the PMT and immediately detects any candidate who has been declared under height if he appeared for the PET. A system audit was also done by the personnel of the National Informatics Centre, Meghalaya consisting of Shri. Shekhar Dey, Shri Chinmoy Bhattacharjee and Shri Benos Lyngskor all Technical Directors, NIC in the presence of Shri F. Kharlyngdoh, IAS, Secretary Home, Shri K. Umdor, Non-Official member, the Chairman and other members of the Board . They have also found the entire system from biometrics, Digital Height Machines and RFID to the CCTVs to be satisfactory. They have also made suggestions namely, separate power back up to all machines, password for databases to improve the functioning of the system and the suggestions are being implemented by the department to ensure that transparency and consistency is not compromised.

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In the first phase of the recruitment, the Company printed the applicant forms, temporary admit cards and provided its services in the conduct of the Physical Efficiency Tests (P.E.T.) which included Biometrics, Height Measurement and Running which were completed in December 2012.

The second phase of the recruitment i.e. the Written Test of AB and UB Groups were held on 15th June 2013, after the assembly elections in the state. According to the Recruitment Policy, candidates were called for the Interview (in order of merit) in the ratio 1.5 times the number of vacancies. The Final Results of the candidates were submitted to the Government for approval.

The third phase of the recruitment i.e. the conducted of the Trade Test for followers were held w.e.f. 23-10-2013 to 15-11/2013 for a period of 12 (twelve) days and the results were immediately submitted to the Government for approval on 16th November 2013.

Government vide No. HPL . 250/2012/7 dated 21st November 2012, accorded a sanction of Rs. 66,28,800/- (Rupees sixty six lakhs twenty eight thousand eight hundred) to meet the expenses in connection with the implementation of the Transparent Recruitment Process. Thus, in 2012-2013 Meghalaya Police have conducted the first recruitment to fill up 1424 posts of constables and followers through Transparent Recruitment process.

The state Government sanctioned the Meghalaya Special Task Force Battalion (MSTFB) also nicknamed as SF-10 vide HPL.3/2014/Pt/26 dated 03/02/2014. The Central Recruitment Board advertised the posts vide Memo No TAP/56/STF/1 and TAP/56/STF/2 dated 03/02/2014 by giving vide publicity in the local media website and also electronic media. The Central Recruitment Board (CRB), Meghalaya, Police was entrusted to fill up the following vacancies in the SF-10 (Commando- Battalion):-

1. ABSI - 120 2. Commando - 1200 3. Signal Operator - 18 4. Driver - 40 5. Mechanic - 08 6. Follower 60 Total - 1446 The Board received a total of 25,755 nos. of application forms out of which 9219 candidates qualified for physical endurance test (PET) and 652 qualified for personal

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BPR&D Best Practices and Initiatives under SMART Policing interview. The PMT (Physical Measurement Test) and PET was conducted in two centres ie. 1st MLP Battalion, Mawiong, Shillong and 2nd MLP Battalion Georagre, Tura in the month of July 2014. The Trade Test Cum Interview for Followers was conducted in the month of July – August 2014 while the Written Test for ABSI was conducted in the month of August 2014. The personality Test Cum Interview was completed in the month of September 2014 and the merit list was submitted to the State Government on 12th September 2014.

The government vide HPL.62/2014/177 dt. 24/2/2015 approved the merit list category wise for the posts of ABSI, Commando, Followers etc. in SF-10. The results were uploaded in the Meghalaya Police website, notice boards of all the district’s Superintendent of Police, Commandants and Police Training School. However, it may be mentioned that out of the sanctioned strength of 1446 in SF- 10 the Central Recruitment Board could recommend only 652 candidates (i.e. 93 ABSIs, 458 Commandos, 13 Signal Operators, 25 Drivers, 3 Mechanics and 60 Followers), thus having a shortfall of 794. This is due to the fact that the candidates could not come to the specified standard though the Central Recruitment Board received 25,775 application forms.

The police department in its efforts to not only conduct the recruitment in a free and fair manner but also to get the satisfaction of the people and for better governance have taken the following practices :-

(1) All out efforts to publicise the advertisements in local dailies, English papers, Notice Board of all the Police units including Police Stations and outposts, Deputy Commissioner \office and Block Development offices Radio, Local TV channels and also in the website of Meghalaya Police www.megpol.nic. (2) Commandants of the Battalions and Superintendents of Police of Districts have been made Members of the Central Recruitment Board. (3) Other police officers were Co-opted as Members of the Board and they were frequently changed to maintain transparency. (4) Recruitment Cells were set up in all the headquarters of the Districts and Battalions before any recruitment under the Central Recruitment Board with the active participation of the respective controlling officers. The Members of the Cells were given a capsule training in Police Training School, Shillong. (5) The Recruitment Cells advised, guided and provided information to all the candidates.

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(6) Candidates who cannot avail the facilities at the headquarters were advised to contact the Officers In-charge of Police Stations and In-charge of Out Post etc. who has jurisdiction in those areas. (7) Awareness campaigns to educate the candidates were organized in several areas of the state to make them familiar with the new Transparent Recruitment Process (TRP). (8) Candidates can always be in constant contact with the Member Secretary of the Board through website, telephone, Mobile, written correspondence or every physically meeting with him provided he was not pre-occupied Helpline 24X7 established through the mobiles of Member Secretary (CRB), Reserve Inspector Police Training School and Office Telephone of Police Training School. (9) Replies to queries, clarifications etc. are provided at the earliest possible through e-mail, mobile or written note. Candidates are also telephonically informed when such replies are ready for dispatch. (10) Frequent change of personnel on duty for field events to prevent vested interest. (11) Physical Measurement Test and Physical Endurance Test (PET) with videography to eliminate any element of subjectivity and also to build a record for dealing with complaints at a later stage. (12) Result of Physical Measurement Test (PMT) and PET was declared on the spot and also uploaded in the official Meghalaya Police Website on the same day. (13) After Scanning of the OMR sheet (Written examination) the marks were uploaded in the official website for the benefit of the candidates. (14) Out of the total 350 marks, only 50 marks were earmarked for interview cum personality test. Videography of the interview process was also done to maintain transparency. (15) The system of bonus marks for sports personality of national level, member of home guard and NCC ‘B’ certificate holders was introduced in the Transparent Recruitment Process. (16) Immediate medical facilities and supervision, drinking water to candidates, separate toilets/Urinals for male/ female candidates, changing tents for female candidates and public address / Control room made available.

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DEVOLUTION OF POLICE POWERS TO PANCHAYATS -BIHAR MODEL K.S.Dwivedi DG (Training), Bihar

Federal Democratic System of the country has been given a new dimension by 73rd Constitutional Amendment. With this constitutional amendment Panchayati Raj institutions have been recognized as third layer of democratic governance system. In this light the state of Bihar enacted Panchayati Raj Act 1993. Though three-layer panchayats came into existence but due to legal impediments elections of Gram Kachahari could not be held. Hence, Bihar Panchayati Raj Act-2006 was passed by the state legislature where in provision of establishment of Gram Kachahari was made and elections of Sarpanch and Panchas were conducted establishing the Gram Kachahari.

Majority of our population live in villages and most of them are poor and illiterate. Gram Kachahari under Panchayati Raj Act-2006 was established to deliver convenient and easy justice at their doorstep. Bihar Panchayati Raj Act-2006, section-90 provides for establishing Gram Kachahari. Section-91 of the act envisages provision of reservation of Schedule Caste and Schedule Tribe and other Backward classes in electing Panchas of Kachahari to make Gram Kachahari more representative, democrative and equitable to all sections of society. Provision has also been made for a secretary and law graduate Nayay Mitra to assist the sarpanch inlegal matters. Gram Kachahari has been conferred power to resolve criminal as well as civil disputes preferably by compromise, conciliation and compensation.

Section-106 and section-107 of BPR ACT provide criminal jurisdiction to Gram Kachahari. Criminal Jurisdiction of Gram Kachahari which may be summarised as bellow -

 JURISDICTION OVER A TOTAL OF 40 SECTIONS OF IPC- 140,142,143,145,147,151,153,160,172,174,178,179,269,277,283,285,286,289,290,29 4(A),332,334,336,341,352,356,357,374,403,426,428,430,447,448,502,504,506,510…

 OFFENCES COVERED STRETCH FROM RIOTING TO PUBLIC NUISANCE.

 ANIMAL CRUELITY ACT, 1887- SEC 24 AND SEC 26

 BENGAL PUBLIC NUISANCE ACT

 PENAL PROVISION (SEC 107) – MAX. FINE 1000/- DEBARRED FROM AWARDING SIMPLE/RIGOROUS IMPRISONMENT. NO POWER TO ISSUE WARRANT OF ARREST.

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 GRAM KACHAHARI NOT TO TAKE COGNIZANCE AGAINST MUKHIYA AND THE MEMBERS OF PANCHAYAT EXECUTIVE COMMITTEE.

 SARPANCH AND PANCHAS -DECISION ON ANY ISSUE BY CONSENSUS / MAJORITY OF PANCHAS.

Civil Jurisdiction of Gram Kachahari has been defined under Section 110 & 111 of Bihar Panchayati Raj Act-2006. It may be described as below:

 SEC-110 :- ALL DISPUTE EMERGING OUT OF GIVE AND TAKE ON THE BASIS OF AN AGREEMENT OR RELATING TO COLLECTION OF REVENUE / DAMAGE DUE TO CATTLE TRESPASS AND ALL MATTERS RELATED TO PARTITION OF PROPERTY EXCEPT THOSE WHERE TITLE OR PROPERTY IN DISPUTE INVOLVES COMPLEX LEGAL ISSUES AND WHOSE TOTAL COST DOES NOT EXCEEDS RS. 10000/-.

 SEC 111:– DEBARRED FROM ENTERTAINING ANY ISSUE RELATING TO PARTNERSHIP, WILL; AGAINST ANY GOVT. SERVANT, MATTERS RELATED TO IMPOSITION OF TAXES, TITLE, AND AGAINST THE MUKHIYA OF PANCHAYAT, MEMBER ITS EXECUTIVE BODY, PANCHAS & SARPANCH.

Section 101,102,103,104 &105 and Gram Kachahari Sanchalan Rules 2007 particularly rules 32 to 40 deal with the criminal procedure to be followed in the criminal proceedings before Gram Kachahari.

Functioning of the Gram Kachahari is monitored by the Department of Panchayati Raj, Govt. of Bihar. As per their report during the period of five years from June 2006 to May 2011 total No. of 59643 cases were filed before the Gram Kachahari in the State, out of which 48116 have been disposed of.

Although there are problems in the functioning as contemplated in the spirit of legislation of Gram Kachahari but this institution has potential to perform better. Efficient execution of criminal jurisdictions of Gram Kachahari would certainly enhance smooth delivery of justice at local level without bitterness among the people and also enable the Police to devote more time to investigate cases of serious nature.

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PERFORMANCE MEASUREMENT SYSTEM OF RAJASTHAN POLICE Kapil Garg ADG, SCRB, Rajasthan

1. Introduction

Performance measurement is an essential exercise in any organisation for evaluation of standards of service delivery and identification of techniques of improvement. All processes of measuring performance require use of statistical models to determine results. Various police units have experimented with different models of performance measurements intheirendeavourtomaketheexerciseasobjectiveaspossible.Anabsenceofstandardperformanc indicators of police functioning however makes the task of performance evaluation extremely difficult.

2. Present Practice It is a common complaint of police personnel that performance assessment is not carried out in a fair manner. Not only there is a lack of transparency, the present appraisal is largely trait-based.RatingofofficersonaspectrumfromOutstandingtoUnsatisfactoryis based on attributes like Work output, Leadership qualities, Analytical ability, Management ability, Decision making ability and Ability to take initiative. An inherent drawback is the absence of direct correlation between traits and performance. Further, not all aspects of police functioning are included.

3. Strategy In order to remove subjectivity from performance measurement to the extent possible, it was decided to identify certain parameters under which the outputs are quantifiable and which are common to all units being assessed in terms of their duties. It was alsodecidedtodeviseamechanismofevaluationwhichwouldtakecareoffactorsbeyond the control of assessed units so that only the likes are compared.

DGP, Rajasthan formed a committee of senior officers to devise a system for objective performance appraisal of the work of Police Stations, they being at the cutting edge level of police service delivery. A Police Station is usually the first responder in a crisis situation and the institution responsible for prevention and detection of Crime and maintenance of peace and order in the area under its jurisdiction. It is therefore extremely important that police station performs duties efficiently as per its charter.

4. The Model

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The committee submitted its report in January, 2014 and identified 14 parameters for evaluation and proposed a scoring matrix. With passage of time, the marking scheme was revised. The committee proposed a system for calculating a monthly score based on performance of a police station under the identified evaluation parameters. Care was taken to normalise the score with IPC registration of the police station for the previous year for points scored in parameters where performance varies with the size of the police station in terms of its crime registration, workforce available, etc. Under performance was also linked to negative marks. A district and state level merit list would then be prepared based on the monthly scores of all police stations. Separate merit list would be generated for GRP and Mahila PSs, while special police stations like SOG, Cyber Crime PS, Tourist PS would not be included under the system.

SCRB, Rajasthan was entrusted the task of creating a facility for effective monitoring by senior officers as per the proposed performance measurement criteria. SCRB has developed a web-based Performance Measurement System for Police Stations on the existing web-portal of Rajasthan Police.

5. Online Monitoring System In the existing design of the police website, the police stations are required to make regular entries in the FIR form at the time of registration and at various stages during course of investigation. Similarly, other modules exist for Wanted Persons (Standing Warrants/Proclaimed Offenders/ Absconders). The following scheme was approved for capturing data required for evaluation:

(i) Use data entry and updates in existing modules to minimize the need of making any new entries by Police Stations. Regular entry in existing modules would populate figures in performance evaluation tables and marks would be given as per approved marking scheme. (ii) Create new data entry forms for one-time monthly entry by Police Stations for parameters for which no related modules exist on the Police Web Portal. (iii) Entries in the FIR/ other forms on the Web Portal can be made at any time. (iv) Entries for the previous month in the online forms specially created for the purpose of Performance Measurement made only during the first 5 days of every month .On mid-night of the 5thday, the system reads the data entries/update levels in all forms and calculates marks based on the approved marking scheme. (v) In addition to entries directly made at Police Station level, certain entries are made at the level of supervisory officers.

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TNA BASED TRAINING INTERVENTIONS FOR CONSTABLE TRAINING IN M.P. POLICE Rajendra Kumar, ADGP (Training) and Vineet Kapoor, AIG, M.P. Police

The MP Police has undertaken a Constable focused initiative in strengthening the Police Training Systems, considering the vital importance and impact of Police Training, both induction and on the job training, on the capacity of the police to perform and live up to the expectations of the Law and Society. Aiming at a systemic improvement, the Police Training Branch of MP Police has initiated an approach which focuses on substantial improvements in institutional and individual development with a focus on: • Training Needs Based Policy and Practice • Institutional Development of Police Training • Individual Development of Police Training

Culture Change in Police Training and mainstreaming it with Professional Priority of Policing:

The approach has been tailored in two aspects, firstly creating space within the dominant police culture to project and highlight training as a professional need which must get its due as a professional priority in the popular conception of police professionalism. Secondly within the training establishment and training culture, highlight the constable's training as the thrust area for improvement, resource allocation and qualitative innovations and practices.

Prioritizing Police Training as a Professional Specialization in M.P.:

MP Police Training Branch has developed a well-grounded Training Needs Analysis (TNA) Programme, which looks scientifically into aspects of Training Needs and Capacity Building Needs for professional policing and then revamp the syllabi and Training Design accordingly.

TNA Based Focus on Police Training:

TNA clearly indicated that for better police professionalism, police image and police service delivery better capacity development and training efforts must be made for the base of the police human resource pyramid which is primarily constituted by the Constabulary and other lower ranking police officers. A critical evaluation of the overall police training scenario revealed that all qualitative inputs, innovations and major part of the resource allocation in terms of budget and quality personnel were going for the training of higher ranking police

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BPR&D Best Practices and Initiatives under SMART Policing officers with a systemic neglect of the basic and in-service training of the lower ranking police personnel particularly the constables.

The constable training centers particularly within the civilian police context of most of the state police services were found to be suffering from: • Lack of Infrastructure - Very dilapidated buildings and facilities with no new constructions or facility improvement coming up to cater to the infrastructural requirement of the trainees classes of 200-300 Constables happening in temporary sheds or makeshift facilities • Lack of proper living premises/hostel -Cramped barracks, tents or other makeshift arrangements for stay. Paucity of Toilets and Washroom leading them to use open spaces for daily toilet and bath, particularly in those training centers which were located in rural settings • Food and Hygiene –Low quality of food served contrary to high nutritional requirement for police trainees undergoing physical training; allegation of corruption in management • Very old and obsolete Training Syllabi - Not based on TNA; not updated to cater to the contemporary job role of constabulary. • Obsolete Culture of Outdoor Training - Too much emphasis on physical training from a civilian police constable's perspective with no qualitative improvement in his physical endurance and weaponry training; • Lack of good trainers and lesser number of trainers in the training centers - This resulted in Large class sizes in the indoor training and large squad formations in outdoor training with very little attention to individual training. • Trainer Quality and Training Management - Trainer Development and Training of Trainers not been heard of and most of the trainers were considering their posting as a punishment posting. Training Managers were also found to be equally unmotivated and uninterested finding their job as a low key. • Training Methodology was highly skewed towards lecturing or reading from the book without involvement of Trainees. • Training culture highly regressive - Fear inculcated in trainees in the name of discipline, rampant corruption, use of abusive language, total disregard to trainee needs and facilities and strict regimentation. Trainees did not get any opportunity for self-expression.

Institutional Development of Police Training:

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The TNA established a clear focus on developing Constables and SI Training Institutions in terms of Infrastructure, Logistics, Trainee Facilities, Environment and Training Culture. With this approach Constables’ Training has been a primary focus as these centers were neglected. The MP Police has developed a standardized norm for logistics and infrastructural improvement for Constables’ Training. Apart from attracting funds from the Center and the State resources, the training branch is ensuring efficient utilization of funds through a need based and grounded approach in building up of training facilities which are modern, well equipped, and suitable to the needs and context of police training.

Addressing the Financial Needs for Police Training, Particularly the Constable Training:

With the TNA this approach changed and there was a shift in the Policy. Major thrust was given by the MHA through the 13th Finance Commission Grants towards Police Training at constable level. States also realised that Constable Training must be seen as a potential area of development. The financial needs of the Police Training and particularly the Constable Training were catered by: • Major increase of fund allocation and changes in budgetary norms for the Constable Training Centers with major increase in allocation of budget in different heads and creation of new Training Related Heads of Police Budget. • Attraction of central government funds through MHA, by systematic placement of demands for higher allocation or facility improvement. Proposals of Madhya Pradesh circulated to other States/UTs by the BPR&D and MHA.

Improvements in Infrastructure:

State as well as the Central Government Grants through the 13th Finance Commission greatly contributed towards building required infrastructure within the police. The infrastructural improvements: • New Training, Residential and Administrative Buildings and Outdoor Training Facilities at the Constable Training School at Indore which has now been upgraded as a Training College. The capacity of the Training Center has been raised from 250 trainees to 1500 trainees, with a major component of women trainees. • New Training, Residential and Administrative Buildings and Outdoor Training Facilities at PTS Gwalior and Rewa, with fully furnished and well equipped training premises. Status of the Police Training School, Gwalior raised to Training College. The capacity of the Training Center has been raised from 250 trainees to 1200 in Gwalior and to 800 trainees in Rewa.

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• Upgradation of Buildings and Residential facilities of the older Training Centers at PTS Pachmarhi and Umaria and adding new complexes to the existing infrastructure. The capacity of trainees has been raised from 250 to 500 in both the centres. • Upgrading the existing Academy and opening new Training Center at Sagar with new building and converting the existing Battalion Headquarter into a Training Center. • New Academy Building at Bhopal and raising an Integrated Training Complex there. • Specialized Centers like Telecommunication Training Center at Indore and Armed Police Training Center at Indore with upgradation and new infrastructure.

Major Components of Infrastructure:

The major components of infrastructure are: • State of art Building Components, with standardized norms for Training Rooms, Administrative Blocks, Outdoor Training Facilities and Hostel and Mess Facilities. • Economies of scale used to integrate several components into larger structures so that facilities get integrated in one building, thereby reducing the cost and maximizing the utility. • Computer Labs for Trainee Constables apart from those for other senior ranks as computer training is made essential for all police recruits. • Weapon Simulators for each Training Center right upto the level of Constable Training Center. • Mess facilities have been mechanised with fully automated kitchens:roti-making machines, vegetable-cutters, boilers, mechanized washing and cleaning facilities and tabled dining facilities for the entire constabulary. • Sports facilities for all levels of trainees right from the constables to the DSPs.

Human Resource Development of Police Training- A Focused Approach for Constable Training Centers:

Madhya Pradesh Police has followed a two dimensional policy to strengthen the Police Training through Human Resource Development by targeting the Training Leadership and Management at one level and by targeting Trainers' attitude, skills and knowledge dimension at the other. Since the Constable Training Centers were often seen as place of 'Punishment Posting' a change in culture and attitude was required to make the Training Centers a place of pride to contribute.

Quality Human Resource at the Constable Training Centers:

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The Trainer-Trainee ratio was reviewed and new posts were created. A proper Policy for transfers and postings was framed under which officers with good record were posted and newly promoted officers were placed in training centers to serve a mandatory period.

Training Managers and Trainer Orientation Program:

Training Managers and Trainer Orientation Program is aimed at developing attitude, skills and knowledge of the Trainers and Training Managers to build their capacity to accept and perform police training as a professional specialization and ensure their appreciation of building a motivated learning environment based on a progressive police training culture. The objective is to develop their capacity and willingness to contribute to the Police Training with a positive attitude. It is also aimed at creating opportunities to develop their understanding of professional concepts of Training in general and Police Training in particular.

The Madhya Pradesh Police has embarked upon a twofold strategy to achieve this aim:

(a) Training Leaders’ and Managers’ Attitude Orientation and Competency Development (b) Trainers' Attitude, Skills and Competency Development

Training Leaders' and Managers' Attitude Orientation and Competency Development:

Improvement in Training cannot be achieved without the active support and involvement of the top leadership and top management of training, both at headquarter and institutional level. In order to achieve a holistic development of the police training this group of leaders and Training Managers who are heading Training institutions and various disciplines within the training institutions need to be targeted. The approach is to have a focused workshop on Training Concepts and Approached which deal with Training as a specialization and how Attitudes, Skills, Knowledge and Competencies of Leaders and Managers can impact the strengthening the Police Training and its sustainability.

A series of workshops, focused discussions, distinguished lectures and training programs have been designed for the Training Leaders and Training Managers have to help them understand the training needs and demands of the field. The Leaders and Managers have also realised that their contribution is vital for the success and effectiveness of the entire program.

Trainers' Attitude, Skill and Competency Development:

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Most of the Trainers come from active police service and so their field exposure and experience is a vital asset but their training skills need to be developed. A series of Training of Trainers Program mainly focused on the Attitude and Skill Development of the Trainers have been accordingly designed.

Trainer Development:

Organizing Training of Trainers' Programs (TOT) with a focus on:  Comprehensive approach to Faculty Development  Most of the Trainers posted in the training institutions are trained in Training of Trainers programme  Orientation training in interactive learning methodologies and adult learning principles.  Interactive and motivational learning environment.

Promoting Trainer Skill Development and Use of Training Resources:

This is achieved through the following efforts:  Development of low cost training resources to cope up with higher number of trainees  Development of Low Cost Obstacle Course through discarded materials  Development of open air class sheds with higher seating capacity  Development of Simulation Rooms with innovative use of resources

Change in Syllabus- The TNA Based Targeted Training of Constable and other SIs:

Police Reform Documents have mentioned that the Police Training has been more traditional, slow in inclusion of changes in training philosophy, content and pedagogy, required with changing realities of policing functions.It is interesting to note that the TNA exercise revealed a lot of issues already pointed out by theGore Committee Report.

The TNA Based Syllabus Change for Constables and Other Ranks:

The Training Needs Analysis started since 2010 has first focused on modules of Constable Basic Training, SI and DSP Basic Training. In-service courses and pre-promotion courses have been planned in the second phase considering the enormity of the task. The TNA exercise included:  Syllabus Change for Training of Constables  Separate TNA exercise done for SI and DSP.

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 Careful consideration of various stakeholders views through questionnaire, focus group discussions and interviews. The stakeholders included PS level leadership, senior Police Officers, trainers, members of civil administration, members of public and experienced SI and DSP themselves.  New Syllabus for DSP training launched in 2010 which is operational. New Syllabus for SI training was launched in January 2012

TNA project for SI has included all SI level specializations and separate TNAs have been done where these issues were not very well covered  Inclusion of Psychology and Behavioural Science as major module  Inclusion of Cyber Crime and Computers as a compulsory subject  Inclusion of a module on Personality Development  Inclusion of Practical in each subject under which the trainee has to prepare a project and appear before a panel of examiners through a Power Point Presentation; Aimed at building confidence and public speaking skills amongst the trainees.  The Syllabus includes practical exercises, learning through doing, simulations, group exercises, mock exercises, public speaking skills and other interactive techniques based on the nature of each subject.

Basic Features of TNA of Constable Training:

The Training Needs Analysis based training innovations are based on the survey based analysis of the needs of the field where the police trainees have to ultimately perform. Therefore the syllabi and training design is based on Practical Orientation in Training which is nearer to the realities in the field and caters to the preparation of trainees for the actualjob they have to perform. Various innovations, content and methodological changes have now been incorporated in the existing syllabi such as:  Experience Sharing Exercises - Speakers from the field coming every week and interacting with the trainees  Moot Court arranged regularly  Investigation Audit Training with experienced police officers  Mock Exercises on various police duties, bandobast and security duties  Case Studies related to day to day policing at the PS level which suited to civilian police job roles  Simulation Exercises related to crime investigation, law and order duties and routine beat and surveillance duties

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 Exposure visits and critical evaluation sessions on the field visits with experienced trainers and invited guest officers

Culture Change in Police Training:

Outside agencies and experts have also been involved in changing the culture of Police Training in MP. This has not only helped in developing better expertise and resources but also pooling of resources and funds. It has also added to better exposure of the police trainees to real world and greater assimilation of ideas and perspectives of the society where they have to ultimately serve. Some of the efforts made by Madhya Pradesh Police in this direction include:  Specialized training is organized with outside support  Linkages with Universities and their active involvement with police training in terms of faculty and training resources and reading material. MOU with Universities like Tata Institute of Social Sciences Mumbai, National Law Institute University Bhopal; Indore University; IIM Indore etc.

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 Linkages with NGOs and think-tanks working in the area of Criminal Justice and other related fields in terms of faculty and training resources and reading material  Collaboration with UNICEF for Training in Child Protection  Collaboration with Women and Child Development Department for Violence Against Women and DV Training  Collaboration with NHRC, SHRC for Training in Human Rights  Collaboration with Disaster Management Institute for Training in Disaster Management  Collaboration with Ministry of Social Justice for Training in Gender Sensitization

Police Training needs aggressive mainstreaming efforts in police organizational culture. The job skills and attitudes learnt during basic training have a deep impact on the police personnel and their capacity to perform and deliver. A Training Needs Based Training design and syllabus implemented through a well-structured training program by expert Training Managers and delivered through the TOT trained Training faculty can go a long way in bringing about the desired changes for improvement of police performance and service delivery. The Madhya Pradesh Police has started certain initiatives in line with this training philosophy based on Training Needs Analysis where focused on development of Training Institutions and Trainers and Training Managers has been given priority.

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DEFRAYING INVESTIGATION RELATED EXPENDITURE – KARNATAKA EXPERIENCE R. Hithendra IGP (HQ), Karnataka Introduction:

The investigating officer (herein after IO) in the police station has to meet the expenditure towards an investigation. The experience shows that the entire expenditure towards this is not met from the budget provided for this purpose. In the year 2008, the Karnataka Police department had sent a proposal to the State government for claiming reimbursement of investigation expenses by the IO.

2. The reasons cited in the proposal which was sent to the government are as under:  The present investigation expenditure was met under the budget heads namely; police station charges, office expenses, TA/DA and others. Hence, the actual expenditure reimbursed was not even 25% of the actual expenditure.  The IOs were seeking investigation expenditure from the public.  The expenditure incurred on witnesses, accused and charges of photo copying of chargesheet etc. could not be paid under any existing budget heads.  Because of the above circumstances, honest officers were reluctant to work as IOs. 3. The request was made to the Government to create separate budget head for the investigating expenses and Rs.11 crore was sought under this head for the first year. The Government accepted this demand in the 2009-10 budget, created a separate budget Head and initially allotted Rs. 20 crore. There were no guidelines to spend under this Head issued by the Government. The DG& IGP office finally issued guidelines to spend the money under this Head.

4. The guidelines issued from the DG & IGP office on 11-5-2009 are as follows:  An average monthly amount fixed as Rs. 7000 for Rural Police stations, Rs. 10,000 for Town Police Station, Circle Police Stations and DySP office, Rs. 15,000 for City Police Stations and for SPs of CID office.  If a district consisting 3 sub divisions, 5 circle station, 5 city stations and 5 rural stations, an annual amount of Rs. 33 lakhs is being allotted on quarter basis to that district.  District officers shall obtain duly attested bills from the IOs and prepare the bill. Thereafter obtain cheques from the treasury in name of the IO.

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 If accused/witnesses were brought from one place to another place for the purpose of investigation, the amount shall be met out by grant released in respect of investigation of the case.  Under inevitable circumstances, IOs had to stay outside the state and bills could not be obtained. Hence, necessary certificate may be obtained from the IOs and reimburse the expense.  All bills pertaining to the expenses made for shifting of siezed articles, hire charges of vehicles, preservation expense of dead bodies, video or photography expense, technicians expense, telephone/ mobile expense, stationery, stay expense, dining expense shall be shown to the supervisory officers during inspection.  The district officer shall sanction the spent amount subject to production of bills. In case of non-production of bills, unit officer shall obtain certificate from the IOs regarding the expenses made.  Senior officer of the Police Station/ Sub division/ SP Railways office/ CID office shall certify the bill by putting his signature along with office seal. This work should not be transferred to any sub ordinate officers.  District officers are entitled to sanction the investigation charges.  Amount shall be sanctioned only for the issues cited in this circular. Under any circumstance, amount should not be spent on other issues.  A statement showing the grant released and incurred shall be sent to DGP & IGP office after verification with the treasury accounts.  This amount shall only be spent on FIR cases (Missing and Unnatural cases) in Police stations. This amount shall not be spent on petition enquiry, non- cognizable cases.  To update daily expenses, a register shall be maintained as per the statement given below: Sl Date Purpose To Case Bill Amount Signature No. whom No./ No. of the paid section sanctioning officer

 Bills/vouchers shall be kept preserved till it gets audited from the DG&IGP office audit wing.  Office seal shall be in the model prescribed as under for investigation expenses. Verified voucher Sanctioned Rs. . . . . Signature Name and Designation Page | 135

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 DGP& IGP office audit squad shall audit minimum 3 Police stations (1 Rural, 1 Town, 1 City), 2 Circle Inspector office, 1 Sub-Division, all SPs office/CID/ Hubli-Dharwad, Mysore City.  In respect of Bangalore City, audit squad shall audit minimum 8 Police stations and any 3 sub-divisions.  This circular applies to CCB (ACP level), Forest Cell, Traffic Police Stations/ Women Police Station including Railway Police Stations.

5. The amount spent for the last 5 years is as follows: All figures in crores HEAD YEAR-WISE PROVISION AND EXPENDITURE OF INVESTIGATION CHARGES Sl.no. YEAR PROVISION EXPENDITURE 1. 2009-10 20 8.6931 2. 2010-11 20 10.4363 3. 2011-12 20.8 10.0069 4. 2012-13 20.8 9.5554 5. 2013-14 21.7 9.4014 6. 2014-15 13.8 12.9647 7. Total 117.1 61.0579

6. Many officers felt that original guidelines were stringent and thereby money could not be spent fully. The DGP& IGP office issued revised simplified guidelines on 10-06- 2014, which resulted in increased usage of funds.

7. The major objections from audit are as follows:  DGP& IGP office in its circular had fixed monthly limits on investigation charges. On verification of the bills, it is revealed that unit officers are drawing more money than prescribed.  Bills shall be obtained to claim the following charges from the concerned agencies:  Bills in respect of amount given to the owners of the vehicles in respect of lifting of accident vehicles, searching of missing persons, vehicles hired during raid on matka, betting spots/ bringing witnesses/ during investigation of cases.  Bills of photography charges in connection with mahazar, dead body, accident vehicles.  Bills of photocopying charges in connection with cases.

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 Bills of amount given to informants.  Bills of pamphlets printed in connection with identification of dead bodies.  Bills of payment given to men who took out drowned dead bodies from water.  Bills of purchasing clothes to wrap up dead bodies and other articles.  Bills of amount given to investigating team.  Bills of food provided to accused, witnesses and informants.  Bills of amount spent on other issues.  Amount has been claimed which was spent on photography, photocopying and typing, even though Digital Cameras and PhotoCopier are provided to Police stations.  Though the grant has been released under Secret Services, amount has been drawn by submitting bills claiming amount given to informants.  Amount has been drawn for purchase of stationery items even though OPS charges are given.  No entries made in station register about the vehicles hired for searching of missing persons.  Amount has been drawn claiming of travelling 2500 k.m. But on verification from TA bills, it is found that only 250 k.m. has been travelled.  While hiring private vehicles for investigation of cases, prior permission to hire the vehicle from higher authority has not been obtained and entries have not been made in station diary.  It is found that bills are not being obtained from authorized travel agents.  Rules are not followed while purchasing stationery items and claiming photography charges above Rs.500/-.  Neither three competitive quotations were obtained nor purchase was done from a government organization in respect of stationery; stock register was not maintained.  If photocopy charges are to be claimed, bill should be obtained as per page rate. SHO/Police Inspectors should certify the bill on the backside of the bill by mentioning the crime number and also certify that copier machine is not provided to the Police station.  If food is provided to the accused/ witnesses, bills pertaining to that date shall be obtained from the hotel and submit the same at the end of the month. There is no provision to provide food to the accused/ witnesses exceeding 24 hours.  Since officers get DA for travelling outside, they are not entitled to spend the amount for food which was meant for investigating charges.

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 If IOs has to travel by air, prior permission shall be obtained subject to Government fixed rate.

8. The feedback from the officers regarding this is as under:  The money under this Head is useful when one could not claim money under any other Budget Head.  The paper work demanded by the audit is difficult to manage in field situations. For example; to get 3 quotations from the market to shift the dead bodies is difficult.  After the removal of monthly expenditure ceilings in the revised circular in 2014, the expenditure under this Head is showing increase.  There is demand that this expenditure should not be subjected to audit and Right to Information Act.

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DEFRAYING INVESTIGATION RELATED EXPENDITURE - BIHAR POLICE K. S. Dwivedi DG (Training), Bihar

Police Station is basic nozzle point for delivery of police functions to the common masses. It works at the cutting edge level and may a citizen approach police station for either service facilitation related to police or for their various grievances redressal. There are various statutory legal functions, which a police station carries out almost round the clock. Some of the mandatory functions of police station are enlisted below (the list merely indicative and by no means complete or exhaustive): (i) Registration of FIR and providing a free copy to the complainant especially facilitation of poor complainants in reducing their complaint in written form (ii) Making an enquiry and submitting reports there of (iii) Investigation: Inquest/ post-mortem/ Dead body disposal (iv) Attachment and brining the attached goods to Police station (v) Prisoner escort (vi) Bandobast duties ( law and order deployments) (vii) Organizing various events at Police Station

For execution of all the above and many other such functions, certain resources are needed at police station such as (i) Stationery (ii) Disposal of unknown dead body needs arrangement of vehicles, labour charges etc. (iii) Need of vehicles for bringing attached goods to police station (iv) Providing all assistance especially to poor people to help reduce their oral complaint in written form and providing a free copy (v) Arrangement of vehicles /food for prisoners (vi) Sundry expenditures on account of bandobast duties (vii) Many events /camps /peace committee meetings etc. are organized at Police station level

Execution of all such functions involves cost on day to day basis. Sadly, unlike other offices SHO of a Police station doesn’t have the financial head of Office Expenditure. Nor they are provided with any kind of contingency to execute such functions on their own. Since the times of British, SHO has been understood by everyone as the person who doesn’t need government assistance in these matters; rather he supposedly has so much clout in his area that he would get things done by some corrupt, unfair or improper means.

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Now, think of it: (i) A victim is asked to purchase paper and stationery first to get his complaint registered. (ii) IO asks a victim to provide a vehicle or at least fuel in police vehicle to reach any place of occurrence. (iii) Free copies of FIR never given for want of funds (iv) Prisoners are kept hungry or given poor food managed from somewhere, which at times leads to health hazards leading even to custodial death or critical illness (v) A citizen’s vehicle is suddenly wrongfully seized to transport a recovered dead body (vi) A villager’s tractor or vehicles is seized by local Police to transport the attached goods to police station

It was a grave problem that almost every police station faced throughout the State

Course Correction: Defraying of Expediture  Govt. of Bihar categorized all police stations in three categories A, B, & C  Category A includes all urban police stations, B naxal affected and C all others  The scheme was aimed to make police stations independent in their day to day functioning by defraying all such expenditure.  Advance of Rs. 25,000, 15000 and 10000 were made available to police stations of A,B and C category respectively.  The scheme specifically talked about providing: (i) Stationery (ii) Prisoner diet (iii) Photography of place of occurrence (iv) Prisoner escort (v) Conveyance for carrying dead bodies for post-mortem (vi) Provision for performing last rituals of a dead body (vii) And, any such expenditure  A separate minor sub-head was created for this purpose  The amount has been made replenishable. Once advance drawn is exhausted it can be demanded.  SHO has to maintain petty cash book in this regard and if amount spent on any above activity comes more than Rs. 1000(one thousand) a committee at Police Station level has to decide. SHO has to form such committee comprising three persons.

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 Original Vouchers are adjusted against advance drawn by the SHO of a police station.  Impact of the scheme was as follows: (i) No harassment of common people for mere stationery or in the name of it (ii) SHO can hire vehicles for dead body disposal, prisoner escort etc. (iii) Police station’s day to day financial needs are well taken care of (iv) All this helps SHO in independent and effective functioning (v) Even senior officers can genuinely ask them to perform such duties without being helped by any extraneous element outside police station (vi) Improves the morale of Police officers (vii) Human Rights of prisoners are taken care of (viii) Image of the Police department and government has improved in the eyes of public

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GOLDEN HOUR TRAUMA CARE - SALEM CITY MODEL K.C. Mahali Addl. DGP (Welfare), Tamil Nadu

Salem City was created in the year 1997 carving out of erstwhile Salem district of Tamilnadu. It is situated 360km away from State headquarters Chennai in the Western Zone. Road accident was posing a serious threat to the life of the road-users in Salem city. Hence, a plan was prepared to implement Golden Hour Trauma Care service in the Salem city to reduce deaths due to road accidents.

2. Vision: (i) To render the medical assistance to the road accident victim. (ii) To involve the people on road safety and Trauma Care as Community Police initiative. (iii) To reduce the gap between police and public and save the precious life of the road accident victims. (iv) To involve the people of grass root level and provide trauma care. (v) To create a synergy among the all stakeholders to face the emerging challenge of road accident.

3. Objective: (i) Objective of Golden Hour Trauma Care is to provide quickest medical treatment to the road accident victims by involving Public – Private –Participation (PPP). (ii) Co-ordinated approach to face the emerging challenge of road accident by involving the Government hospital, Private hospital, Police, Auto driver and general public.

4. Purpose of Golden Hour Trauma Care: (i) To improve the safety of the people on road and in the event of any road accident by providing quickest medical assistant (Golden Hour Trauma Care) in terms of first-aid/pre-hospital care. (ii) To study the accident prone zone (black spots) where accidents are frequently occurring and station the Private / Government ambulance for rescuing the accident victim and shifting them to the nearest hospital for further treatment. (iii) To reduce the response time by increasing the number of ambulance in the accident prone zone.

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(iv) To train the Auto drivers of Salem City on first aid who are available on the road round the clock to provide medical aid to the accident victim and shift them to the nearest hospital. (v) To train Salem City Police on first aid/ Pre-hospital trauma care. (vi) To eliminate the gap between accident victims and medical assistance by involving voluntary service of the people as an aspect of Community Policing initiative. (vii) To provide the first-aid and ambulance service to the accident victim without cost. (viii) To improve the esprit-de-corps by co-ordinating all concerned departments and stakeholders. (ix) To enlist the support and goodwill of the people through Golden Hour Trauma Care, this helps in maintenance of Law and Order. (x) To improve the image of the police by projecting them as good Samaritans by rescuing the accident victims.

5. Golden Hour: Golden Hour is the first one hour after the occurrence of an accident/injury in which/during which the victim has to be given Pre-hospital Trauma Care and transported to the nearest medical facility to provide life-saving treatment.

6. Golden Hour Treatment: The concept of “Golden Hour” still holds good in present day situation. Whenever any accident occurs on the road, the victim has to be provided immediate Pre-hospital Trauma Care (First-Aid) and transported to the nearest medical facility within one hour to save his / her life. The delay caused in the process may cost his / her life. Moreover, it is the need of the hour that there has to be a system of transporting an accident victim immediately to provide life-saving treatment.

7. Public-Private-Participation (PPP): The emerging challenge of road accident can be tackled by the active participation of members of public and the Government Authorities. Hence, considering the accident scenario in the City, Golden Hour Trauma Care was launched in Salem City on 14th January, 2012. Apart from the Government EMRI-108- Ambulances as many as 12 heads of the Private Hospitals and Private Ambulance Owners voluntarily resolved to provide Golden Hour Trauma Care by engaging their ambulance to pick up the accident victims from the place of accident after giving Pre-hospital Trauma Care and transport the victim to nearest hospital free of cost for further treatment. All their Ambulances have been integrated with Police Communication Network and Police Control Room for exchange of information so as to facilitate the Golden Hour Treatment.

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8. Methodology: Highly pragmatic, lucidly designed, people-friendly participatory methodology has been adopted for Golden Hour Trauma Care in Salem City. Well defined objectives were framed, things systematically organized and precisely executed on the ground. Periodically, practical difficulties in the system were assessed and critically reviewed. Lacunae in the system or any operational difficulties experienced by the stakeholders were thoroughly analyzed, remedial measures recommended and difficulties were rectified immediately.

9. Golden Hour Register: Golden Hour register is being maintained in the Police Control Room. When an accident occurs on road, the information is being communicated to the Police Control Room through VHF/ Wireless communication channel or through Police Control Room Phone No.100 and Ph. 0427-2210002. The time of accident and place of accident is being recorded and nearest ambulance is directed to pick up the victim. The Police Control Room is maintaining the Phone numbers and Cell Phone numbers of Hospitals as well as Ambulance Drivers. Immediately, on receipt of information, Police Control Room will direct the Ambulance Driver to move to the place of accident and render Pre-hospital Trauma Care to the victim and transport him to the nearest hospital for further treatment and save life. If “Golden Hour” treatment is given to the road accident victim, there is every possibility of his/her survival.

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10. Mean Response Time: The response time is calculated from the time of information received in the Police Control Room till the Ambulance Driver and Paramedical staff pick-up the accident victim. Later on, at the end of the month, Mean Response Time is calculated taking all response times into consideration.

In the year, 2012 the mean response time was 5 minutes 15 seconds, whereas in the year 2013, mean response time has gone down to 5 minutes only. The reduction in mean response time is attributed to the increase in the number of ambulances and active participation by Auto Drivers, Public and Police.

11. Golden Hour Review Meeting: Golden Hour review meeting is being conducted every month in the City Police Office in which Heads of the Private hospitals or their representatives and Owners of Private Ambulances are invited to review the Mean Response Time (MRT) along with the Police and Govt. Hospital doctors. All problems faced by them are discussed, their suggestions are recorded and immediately action is initiated to improve the system.

12. Pre-Hospital Trauma Care Training for Auto-Drivers: Auto-drivers are the first Responders in the event of any accident besides the bystanders. In Salem City, out of 6,000 Auto-drivers, 900-Auto-drivers were imparted Pre-hospital Trauma Care Training by Manipal Hospital, Salem in the year 2012. Whenever they come across any accident, they rescue the accident victims, give them Pre-hospital Trauma Care and admit them in the Government Hospital or nearest Private Hospital. The Auto-drivers rescued as many as 118 accident victims out of 922 accident victims in the year 2012 in Salem City. In the year 2013 as many as 788 Auto drivers were imparted Pre-hospital Trauma Care training and they rescued 349 accident victims out of 910 accident victims and admitted them in the nearest hospital.

13. Pre-Hospital Trauma Care Training for Police Officers: In the year 2012 as many as 370 Police personnel were trained on the First Aid, whereas in the year 2013 as many as 445 Police personnel were trained on First Aid. They have been assisting paramedical staff of Govt. EMRI-108 Ambulance, Private Ambulance and Auto-drivers for rescuing the Accident Victims.

14. Experimentation: In the year 2012, Police Control Room received 401 calls related to accident information through VHF-set/Wireless-set and 575 victims were rescued. Break up: Government Ambulances 366, Private Ambulances 93, Auto-drivers 98, and other vehicles 18. In addition Government Ambulance EMRI-108 and Private Ambulances have also received some calls directly from the public. On the whole, 922 victims were picked up, of

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BPR&D Best Practices and Initiatives under SMART Policing which 516 by GovtEMRI-108 Ambulance, 238 by Private Ambulances, 118 by Autos and 50 by private vehicles. In the year 2013, as many as 910 accident victims were picked up, of which 340 by Govt.EMRI-108 Ambulance, 105 by Private Ambulances, 349 by Autos and 116 private vehicles.

15. Accident Mapping: Accident mapping is one of the most important techniques which is being done to find out the accident prone zone. A map of the City / District has to be prepared, clearly indicating the major and minor roads. One year fatality data may be taken from the City / District based on the case diary file. A thorough study has to be done on accident pattern, road condition, type of vehicle, time of occurrence, health condition of driver, mechanical worthiness of the vehicle etc. Whenever, accident takes place on the road that spot may be visited and yellow circle may be drawn which would be indication to road users to be careful while driving. Secondly, on the spot study is conducted to find out remedial measures to prevent accidents in future. Later on, a black spot is put on the map corresponding to the ground. Once all the black spots are marked on the map, a particular pattern will emerge which will indicate the accident prone zone. Ambulance has to be stationed at the stretch of accident prone zone to reduce response time.

Accident Mapping

4 Govt. EMRI-108 Ambulances and 12 Private Ambulances were available for rescuing the accident victims in the year 2012. In the year 2013, 1 Govt.EMRI-108 Ambulance and 10 Private Ambulances additionally joined. As a result, by the end of the year, Salem City has as many as 5-EMRI-108 Ambulances, and 22 Private Ambulances. With the increase in number of Ambulances the accident deaths have decreased. In the year 2012, as many as 145 persons

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BPR&D Best Practices and Initiatives under SMART Policing died due to road accidents in Salem city which reduced to 140 in 2013. So, there was a decrease of 5 deaths due to the increase in number of Ambulances.

16. Analysis: While analyzing the percentage of accident victims picked-up by the various Ambulances in the year 2012, it is important to note that 56% of accident victims have been rescued by the Govt. EMRI-108 Ambulances, 26% rescued by the Private Ambulances, 13% victims have been rescued by the Auto-drivers and 5% by Private vehicles. Altogether, the percentage of participation of Private vehicles/ Private Ambulances / Autos is 44%, whereas, the Government EMRI-108 Ambulance is 56%.

While analyzing the percentage of accident victims picked-up by the various Ambulances in the year 2013, it is important to note that 37% of accident victims have been rescued by the Govt. EMRI-108 Ambulances, 12% rescued by the Private Ambulances, 38% victims have been rescued by the Auto-drivers and 13% by Private vehicles. Altogether, the percentage of participation of Private vehicles / Private Ambulances / Autos is 63% while the Government Ambulance is 37 %.

2012 2013 Kind of Vehicle No. of Persons Percentage No. of Persons Percentage Rescued Rescued EMRI 108Ambulance 516 56% 340 37% Private Ambulance 238 26% 105 12% Autos 118 13% 349 38% Private Vehicle 50 5% 116 13% Total 922 100% 910 100%

The “Golden Hour Trauma Care” has completed two-years in Salem City. People of Salem City have positively responded and actively participated in the Golden Hour Trauma Care. The Public-Private-Participation (PPP) has increased the number of ambulances and reduced the Mean Response Time. This has also built up the confidence among the public that in the event of any accident, there is a system which will take care of the accident victims. Moreover, it is a very good example of Capacity building exercise by associating the Public, Police, Private Ambulances and Auto-drivers along with the Government EMRI-108 Ambulances for Golden Hour treatment. Public-Private-Participation in providing the “Golden Hour” treatment to the road accident victims has created an environment of “Win- Win” situation for all. Therefore, the “Golden Hour Trauma Care” concept of “Salem City Model” may be implemented in any City / District in the State to save the life of the accident victims.

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INITIATIVES OF GUJARAT POLICE Neeraj Kumar Badgujar SP, Narmada, Gujarat

SMART policing concept was first introduced by Hon’ble Prime Minister at the 49th Directors General/ Inspectors General Annual Conference at Guwahati on 30 November 2014. SMART Policing includes modern policing along with Smart Police stations.

1. Best Practices – Strict and Sensitive

For strict and disciplined police force, there must be no tolerance for indiscipline in the police force for this we have many mechanisms and checks and balances in the system itself. For observing behaviour of the police staff in police station, we have CCTV installed in Police Station at PSO table and Lockup room for the accused.

Police vehicles do patrolling in their jurisdictional area and in order to log their movements, Gujarat Police has installed, Automatic Vehicle Locator System in Police Vehicles with Geo- fencing features in the software.

Suraksha Setu is Community Policing Initiative by the Home Department, Govt. of Gujarat to bridge the gap between the public and police. Suraksha Setu covers women empowerment, children interaction with police, traffic awareness and helping senior citizens. Gujarat is successfully implementing the Student Police Cadet program in all the districts. In all the districts Counsellors from Gender Resource Centre are working for Victim counselling and especially where the women are the victim of a crime.

2. Best Practices - Modern and Mobile

In Ahmedabad, Surat City and many other districts, e-Beat Patrolling has been implemented to ensure effective patrolling with supervision. This project has helped in reducing the housebreakings and other criminal offences, as the presence of Khakhi has increased. In Ahmedabad City, PoliceHeart (www.policeheart.com) is implemented to provide safety helpline for women.

2.1 Aerial Surveillance

Gujarat Police is having 6 Unmanned Aerial Vehicles (UAV).The device sends continuous real time video of every movement on the ground within a 5-km radius. It can fly up to 2.5 km distance from the take-off point. It is used for Surveillance, Intelligence Collection and Crowd Management.

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2.2 Gujarat Police – Aviation Wing

Gujarat Police will soon have an Aviation Wing for augmenting surveillance and coastal monitoring capabilities. Rs. 32 Crore has been sanctioned in the first stage. One 5 seated helicopter is approved for this purpose. It will have all the latest devices like infrared camera.

2.3 eGujCop

This project is a home department initiative to digitize the crime data and connect all the police stations and concerned offices e.g. FSL, Prisons for having better coordination. This project was launched by then Hon’ble Chief Minister Sh. Narendra Modi on 19th September 2013. This is a unique system that integrates IT into the working of the Home Department. eGujCop project will help in crime detection as it would enable police officials to easily obtain entire case histories to nail the habitual offenders as it links over a 1,000 entities like police stations, forensic science labs, jails, anti-corruption bureau, databank of criminals and details of missing persons and stolen vehicles. eGujCop project’s vision is to create a dynamic, world-class model police organization by providing innovative IT solutions that would not only facilitate law enforcement for community safety but would also aim to build crime and criminal information database for effective crime control and deliver quality citizen centric services in a proactive and efficient manner. The integrated system also enables organisations which gather intelligence separately — such as Intelligence Bureau, CID — to share vital information, strengthening the intelligence-gathering mechanism. The project will later progress towards converting FIRs into online eFIRs, enabling policemen to feed complaints directly on the software and begin investigation. Its features include,

- Centralized Crime and Criminal Database for all agencies of Home Department - Exhaustive criminal search using body parameters and or biometric images - Complete case tracking feature from FIR Creation till Charge-Sheet or Final Report - Detailed MIS including Trend Analysis based on the type of crime, method of crime (modus operandi) and area of crime - Standardization and uniformity of Processes across all Offices - End-To-End Integration of Human Resource Management Processes for Employee’s Entire Life Cycle in the Organization - Integrated Inventory Management System for Asset Management - Online Citizen Centric Services like Complaint Registration, Application for various Licenses/Permits, Police Clearance Certificates, etc. - Capable to Interface with external agencies likes NCRB, Courts, RPO, RTO, etc. - Bilingual Interface to support Local Language

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- Email & SMS based alerts/notifications on various events

The projects will enable improved transparency and better efficiency. It will eliminate duplicate records, which will save a lot of time. It will enable fingerprint identification. The initiative will give several benefits to the citizens. Through ‘Citizen Portal Service’ citizens can request police services online as well. Citizens can access details of missing persons as well as details of stolen vehicles. They can view the progress of their applications/cases online and download important forms and certificates. Citizens can also apply for various permissions like verification, licenses and view progress of their applications online. The CCTNS project is limited to only criminals and investigation. But the eGujCop project operates in a broader area that integrates court proceedings, police stations, FSL, home guards, prison, Intelligence bureau, anti-corruption bureau. It will also incorporate details of vehicle checking procedures and items seized. CCTNS is an offhand application that has been introduced on a national level. However, state governments have been asked to keep adding on to it as per their requirement. eGujCop is exhaustively detailed and includes even minutest details. For e.g. names of jail officials who accompanied an accused to the court for proceedings, administrative issues pertaining to home guards and police department, and details of vehicle checking procedure. This is also integrated with Automated Fingerprint Identification System that stores over 25 lakh fingerprints of criminals and suspects.

2.4 Dial 100

All the Police Control Rooms have Dial 100 application. CAD (Computer Aided Dispatch) system manages and records the police action on a complaint. Police Gypsies (PCR Vans) are fitted with AVLS that can be seen on the GIS map on the screen.

3. Best Practices – Alert and Accountable

For having alert and vigilant police, we have a watchful system in Gujarat Police. For accountability, we have system of internal and external checks and balances where the defaulter can be held responsible for the lapse. New types and methods of committing crime are increasing and for this we have equipping our policemen and officers with latest knowledge by holding regular trainings. As the use of technology is increasing for committing crime, we have opened cyber cells in districts. In the time of vigilant print and electronic media, public demand reduced response time for detecting the crime from police. Their expectations from police have increased. For this police officers and policemen are given regular training especially in behaviour oriented training.

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4. Best Practices – Reliable and Responsive

Dial 100 system with CAD and GIS software in all the Police Control Rooms of the state. We have many functional Helplines e.g. Traffic 1095, Child line1098, Women 1091, Senior Citizens 1096, Anti-Corruption Bureau 1800 2334 4444

5. Best Practices – Tech-savvy and well Trained

5.1 Online Complaint KIOSKS

For better response of police, we have installed Online Complaint Kiosks (e.g. Ahmedabad Rural, Rajkot Rural) in many districts. This has reduced citizens’ complaint of police misbehaviour and given them the confidence of reaching senior police officers in case of any complaint against any policemen.

5.2 Cyber Cell at District level

We have cyber cell at the district level for registering and solving cybercrimes. In the past few years there is an increase in cybercrimes and we need specially trained police officers to understand and deal in these types of crimes. We are also offering free online certificate diploma courses to Police Officers in Cyber Security, Cyber Crime Investigation and Computer Forensics in collaboration with Gujarat Forensics Science University. We are also providing Cyber Crime investigation training at the District and Range level to train new officers and give refresher training to the trained ones.

5.3 Setu – Smartphone App

SETU application is currently working in many cities and districts including Surat City, Junagarh and Jamnagar. “SETU – Lets Bridge the Gap” is an application to bridge gap between people and police to build Safer Communities at the tap on a smart phone. SETU is an unprecedented application designed to guard the user. It can be used for reporting crime and distress situation. Citizen can use this application to know women’s rights and laws related to them and to know about traffic rules.

SETU stands for Social Empowerment with Technology Use. The vision behind developing such application is to provide the citizens of the city with a tool which can empower them in terms of reducing crime and to have two ways communication between Police and Public, basically the application is for bridging the gap. People have appreciated the application. The feedback and results both have been very positive till now, which proves the success of this application.

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Application has been acknowledged as an innovative way of reporting crimes to authorities and sending automated emergency distress messages to family and friends. SETU is a handy tool and each section of society including Police department is expected to get benefited with the use of this application.

Setu Application Consists of the following Features:

 AGENT MENU  EMERGENCY MENU  POLICE OFFICER MENU  TRAFFIC MENU  WOMEN MENU  SAFETY BOX  OTHERS ( FAQ , INTIATIVE BY POLICE )  QUERIES & COMPLAINTS  ISPY ( WANTED & MISSING PERSON )  DISTRESS MESSAGING – SLIDE TO PANIC  LIVE UPDATES – NEWS SCROLL

5.4 Cyber Suraksha Kavach

We have many facilities in CID Crime, Crime Branches in cities to deal with cybercrimes. But we lack professional manpower as we have only policemen and officers working on solving the cases. Lack of dedicated infrastructure and technology also is a challenge. To overcome this, a unique project Cyber Suraksha Kavach was launched by Hon’ble CM of Gujarat. This is an independent organization within Government framework having full autonomy. It is headed by ADGP level officer and to be manned by experienced and expert consultants in this field through outsourcing. It has a focused approach of becoming self-sufficient within 5 years.

Cyber Suraksha Team will consist of Policing team having experience in digital intelligence, digital crime investigation andforensics and Technical team with master programmers, master strategist, security experts, cyber law experts, communication & international relation experts and trainers from non-policing background. There will be an Investigation Wing and separate Technology Wing.

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Cyber Security Awareness Human & Trainings Cell Legal Resour Cell ces Cell

Information Technology Cyber IT Assets Cell Suraksha Security (Including Kavach Cell R&D)

Cyber CLT –CSK Terrorism Leadership Cell Cyber Team Crime Investigati on Cell

Structure of Cyber Suraksha Kavach

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INITITAIVES OF CHANDIGARH POLICE We Care For You S.S. Gill, SSP, U.T. Chandigarh

 Community policing is collaboration between the Police and Community which emphasizes organizational transformation, proactive collaboration, problem solving, and building active allies to enhance the safety and quality of life of the neighbourhood.  Community policing demands that police officers function as community organizers and problem solvers to help reduce apprehensions among citizens and create a healthy environment for all.  Police officers, as public servants interact with citizens on daily basis, have a unique opportunity to demonstrate the importance of citizen involvement in the community. In turn, they realize that their authority and effectiveness are linked directly to the support they receive from citizens. When fully embraced, community policing is democracy at its best.

Chandigarh Police is driven by community-oriented policing philosophy which is demonstrated in the numerous

 Citizen education and engagement drives (Drug Awareness week, Cyber Suraksha week),  Youth initiatives (Gully Cricket, Self Defense Training),  Special events such as Know Your Case,  Availability of GO during night,  Public hearing by Senior Officers,  Single Window for complaints redressal,  Visit of Senior Officers to Schools and Colleges,  Mobile Police Stations,  Visit of school children to Police Stations,  Safe City Programme,  Uploading of FIR on Chandigarh Police Website,  Celebration of Police Week,  Rape Crisis Intervention Centre,  Women Helpline (1091),  Women PCR, Late Night dropping of ladies etc.

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Community requires various types of police services which can be broadly divided into the following two categories:  Emergency service  Generally telephone calls are made to the police control room or directly to the concerned police station. In Chandigarh the response time to calls made to ‘100’ number is 3 to 5 minutes.

 Non-emergency service  Passport verification, redressal of grievances, verification of arms license, service verification, marriage verification, license verification, permission for use of loud speakers, NOC for crackers licenses, registration of foreigners, visa extension and exits permits, information about the foreigners in hotels and guest houses in form “C”, booking of police band etc.

Chandigarh Police (Community Interaction Initiatives)  Community Relation Unit (CRU)  Single Window For Community Interface  Tourism Police  Mobile Police Stations  Know Your Case  I-Clik (Instant Complaint Logging Internet Kiosk)  SMART 24x7 Citizen Safety App  Police Control Room  Feed-Back Mechanism  Senior Citizens  Beat system at police station level  Community Liaison Groups  Special Initiatives

Community Relation Unit (CRU)

For redressal of grievances of public a Community Relations Unit (CRU) is setup at the Police Head Quarters which is the nodal office in implementing and monitoring Community Policing projects. The Inspector Incharge CRU is working under the supervision of Senior Superintendent of Police, U.T Chandigarh.

Its duties include:-  Monitoring the effectiveness of police public interactions.

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 Monitoring special measures taken for the senior citizens.  Redressal of public grievances.  To deal with the public visiting before W/SSP U.T Chandigarh.  Monitoring/follow-up of complaints submitted to senior officers by the public.  Supervision of Tourist Police.  Supervision of Mobile Police Stations I & II.  Monitoring public meeting/Senior Citizens and liaison with C.L.G members.  Sensitization of the general public regarding awareness.  Monitoring of “Know Your Case”.  Monitoring/follow-up of complaints received through email of W/IGP.

Single Window for Community Interface

A single window at the police headquarters is created for the public to enable them to get the desired police service. The following services are being provided at the public window system.  Providing computerized complaint number to all complaints received at public window including those received through e-mails.  Handling queries regarding status of the complaint.  Issue of NOC for stolen vehicles using NCRB data Bank.

Other services being offered at the Public Window Sr. No. Window Service provided

1 Passport window Passport verification. Issue of PCC Passport enquires. 2 Verification Service verification Window Arms license verification NOC for crackers license Permission for dharnas/rallies/procession etc. Permission for loud speakers etc. Marriage Verifications Verification of liquor license etc. Booking of Police Band Money Lending

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3 Foreigner window Registration of foreigners Visa Extensions and Exit Departure permissions Return/Re-entry Visa Information about the Foreigners in Hotels and Guest houses in form “C PCC for Foreigners

Tourist Police

Presently 25 police personnel (Constable 20, L/C 5) duly trained from Bhim Rao Ambedkar Hotel Management Institute, Sector-42, Chandigarh are performing duties in Tourism Police for the safety and security of tourists visiting city beautiful Chandigarh. They are deployed at different places of tourist interest. Special uniform and jackets with logo of Chandigarh tourism police have been provided for easy identity.

The Chandigarh Tourist Police personnel are also aware about the words of few foreign languages which are used in daily routine.

Moreover, almost all the tourist police personnel are graduates and above and well versed in spoken English which is quiet helpful in conversation with the tourists.

The Tourist Police Personnel maintain a visitor’s book to maintain the record of visitors attended by them. For the smooth and effective communication, a wireless set has been provided to each location.

Mobile Police Stations

To increase the interaction of Chandigarh police with the public, especially economically weaker section residing in colonies and rural areas, the Chandigarh administration has launched two Mobile Police Stations on 21.02.2012. The monitoring of work of mobile police station is being supervised by Community Relation Unit of Chandigarh Police. The duty roster of MPS I and II are being prepared by CRU on monthly basis and uploaded on the website of Chandigarh police.

It is a specially designed fully A.C vehicle with a seating capacity of twelve. It is equipped with wireless set, armoury, a small pantry and toilet for the convenience of police staff. Seven police personnel consisting Head constable, constables, and lady constables are deputed at each Mobile Police Station.

Know Your Case

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A unique scheme under the title “Know Your Case” was launched on 01.06.2013 in all the police stations and other units with an objective to bring transparency and accountability in police functioning.

Under this scheme a complainant can visit the concerned unit to know the status of investigation/inquiries of his case.

 The Session is held on 3rd Saturday of every month.  All I/Os, SHOs and I/C Units are present in their respective units on this day.  DSPs of the concerned unit personally supervise the unit under them.  Till date, 16 Sessions of “Know Your Case” have been held attended by 1716 people.

I-Clik (Instant Complaint Logging Internet Kiosk)

I-Clik kiosk is an innovative grievance registering system similar to an ATM machine wherein a complaint can be filed in three modes (Online filing, Voice recording & Document scanning) and also has a special feature of video conferencing in cases of emergency.

I-Clik Kiosk was inaugurated by Sh. Vijay Kumar Dev, IAS Advisor to Administrator on dated 06/02/20015 at ATM premises of HDFC Bank Sector-22-B, Chandigarh.

Concept behind this is to enable people to lodge their complaints 24 x7 through a touch screen system offering multiple ways to lodge complaint thus enabling a virtual platform between the citizen and police.

After a complaint is lodged using any of the three modes (type, speak & scan) it gives an acknowledgement slip with a number to the complainant for further reference. An automatic SMS is also sent to the complainant if she/he gives a mobile number while registering.

I-Clik kiosk also has a special feature of Emergency button, which connects the user to the Police Control Room via video conference and the Control Room Operator can direct the PCR van and inform the concerned police station.

Complaints received from I-Clik are forwarded to SSP/UT for required action through I/C CRU after registering the same with Public Window Number for maintenance of proper record. 184 complaints have been received on I-Clik kiosk till date.

SMART 24x7 Citizen Safety App

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Smart 24x7 app was launched in Chandigarh City by Chandigarh police on 6th January 2015. It aims at safety and security to the residents of the city especially women and senior citizens.It is a tool to enable residents remain connected to police and their family members.This app is available for all the mobile platforms like Android, I-phone, Blackberry and Windows phones. Citizens have to get themselves registered once for this app and verify their phone number after receiving the OTP (one time password) on their registered mobile number.

This app has the following features:

After installing the app and registering oneself, a citizen can use it in distress. The app has panic button on pressing of which the name, address, phone number, blood group, one minute audio recording of victims phone, snapshot of camera along with the GPS location of the victim is received in the Police Control Room Chandigarh within 15 seconds. The primary contacts of victim, which have been pre-feeded while installing the app like parents, relatives or friends are also alerted simultaneously along with Police Control Room Chandigarh.

Chandigarh Police has also introducedCAD (Computer Aided Dispatch) in which PCR vehicles fitted with tablet devices are automatically alerted on receiving a distress call. The victim’s name, mobile number and GPS location of the person is displayed. As soon as the PCR vehicle accepts the alert, the victim can see on her/his smart-phone the PCR vehicle approaching towards her/him on the map.

When a person is not able to open the app and press the panic button she/he can just press power button 5 times on which the alert will be received in the control room as well as the nearest PCR vehicle automatically.

Total downloads of this app in the City till 30th April-2015 is 4500. Chandigarh Police has also organized awareness campaigns in various Schools/Colleges as well as public places in the city.

Police Control Room

 46 Maruti Gypsies, 13 newly inducted Ertiga vehicles and 03 Trauma vehicles remain available in the City to help the public.  27 Motor Cycles are working as Cheetah Squad during night hours from 05:00 PM to 12:00 Midnight.  From 01-01-2015 to 30-04-2015, a total of 21,081 spots were attended by PCR. Majority cases were of Quarrel (i.e. 10,046) and Accident (i.e. 5,380).

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 2503 injured persons lifted to the nearest hospital till 30th April 2015.  655 injured persons lifted to the hospital in the current month up to 30th April 2015

Feed-Back Mechanism

Under this mechanism, each and every callerwho approached Police Control Room through Dial 100 is called back the next day to get his feedback on:

 response time/behaviour of PCR  action taken by EO etc.

Suggestions/Complaints are then examined to bring further improvement in the service delivery of the Chandigarh Police.

 A total of 28,138 calls were recorded on Dial 100 number from 01.01.15 to 30.04.15.  25,533 persons were cross-checked to know their views about the service render by PCR and EO/Police Stations staff.  25,282 persons i.e. 99.02% were satisfied with police working  252 persons i.e. 0.98% were not satisfied.  9.26 % spots remained un-checked because of no response from caller/switch off condition.

Senior Citizens

A special security cell for the safety of senior citizens has been setup in CRU. To take several innovative measures for a more effective policing, the pamphlets mentioned below have been printed:  Safety and security of senior citizens (booklet).  Happy Birthday Card.  Card for International Day of senior citizens.  Safety tips for senior citizens.  Pamphlet regarding awareness.

A total no. of 2935 senior citizens were identified at police station level. Directions were also issued to the beat staff to visit senior citizens based on:

Category “A” (444) Senior Citizens who are residing Should be visited once in alone. week

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Category “B” (675) Senior citizens who are living with Should be visited once in spouse fortnight

Category “C” (1816) Senior citizens who are living with Remain in contact through family. telephone

Beat System at Police Station Level

Chandigarh is divided into 146 beats who perform various policing functions. Each beat is manned by a Head Constable and one/two Constables. A divisional officer, ASI and above ranks supervises the work of beats in each Police Station.

Community Liaison Groups

One Community Liaison Group (CLG) is set up in each police station that:  Comprises of representatives from all sections of society - intellectuals, businessmen, retired defence/civilian officers, elected representatives etc.  The number of members in CLG is as per the population of the area but does not exceed 30.  The SHOs hold meetings with CLG on monthly basis, SDPOs interact on quarterly basis and the senior officers once a year.

Special Initiatives:

Visit of senior officers to schools and colleges.

W/IGP, DIGP, SSP/UT and other senior officers visit different schools and colleges to interact with students and sensitize them about law & crime prevention of crime and to instil in them the confidence to face issues.

Awareness Programs regarding Women safety, Smart App “Smart 24X7”, I-Click, General awareness, cyber crime, facebook etc. have been organized in various schools and colleges in which 3200 students have participated.

Self Defence Programmes Anti-Human Trafficking Unit (AHTU) of Chandigarh Police has been conducting self-defence training at various Schools, Colleges and Institutes for students & working women. During the 49 sessions, 2722 students and women have received training in UT.

Drugs Awareness Week:

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To stop the spread of drug menace in and around Chandigarh, Chandigarh Police in collaboration with NCB & PGI organised Drug Awareness Week from 12 May to 22 May 2015 under the slogan “Just Say No To Drugs”.

During the week, a special campaign was organized in 7 schools in villages and colonies of Chandigarh. 2500 school students, teachers and parents have been sensitized.

Workshop on Cyber crime awareness:

Cyber Suraksha Week has been organized by Cyber Crime Investigation Cell of Chandigarh Police in coordination with Cyber Experts in the campuses of various schools and colleges from 19 May to 21 May 2015 for increasing awareness on cyber crime among students.

Rally on Women Safety:

Rally on Women Safety was organized during the 5th Chandigarh Police Week by Women and Child Support Unit. The rally had started from Plaza Sector-17. About 300 girls participated in the Rally.

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INITIATIVES OF PUNJAB POLICE Punjab Police

Punjab Police Non-Emergency & Grievances RedressalPlatform - ‘181’

The Punjab government took the initiative of setting up one-of-its kind toll free Punjab Police Helpline ‘Dial 181’, which was launched on August 22, 2013 in Mohali with its commitment to improve the delivery of services to the citizens of the State.

Dial 181 Punjab Police Helpline is both a helpline as well as a statewide grievance redressal platform, which provides round-the-clock assistance to women, children, senior citizens, NRIs and other citizens, who are in need of police response, support and assistance. It provides a free and easy way for the citizens to share various police-related concerns and grievances, follow-up on their complaints made to different police units and offices, and provide valuable feedback on the functioning of the Police to District Police Chief, senior police officers.

The Police Helpline is a multi-channel, non-emergency platform, which can be accessed through multiple communication channels - Phone (181), SMS (7696 181 181), Fax (0172-6626-181), email ([email protected]) and web portal (www.181pph.com). It aims at facilitating citizen-police interactions through a 3 digit easy-to-remember number 181 which is accessible 24x7 from all landline and cellular networks. All existing Police Helplines, such as the Women Helpline (#1091), Traffic Helpline (#1073) have now been integrated on a single toll-free number.

The Helpline is specifically targeted at vulnerable sections of society, such as women, senior citizens, children and NRIs who often find it difficult make to physical visits to the police stations and police offices to report their problems & issues and get them redressed.

One of the most significant features of the Helpline is that it removes the need for physical contact of the citizens with the police in most situations. Time-bound response to various types of public complaints has been built into the process, and assured through persistent follow-up of complaints reported at the Contact Centre by Case Co-ordinators based at the Centre.

A non-police layer has been introduced into police-citizen interactions by outsourcing the operation of the Citizen Contact Centre to a professional company, which has engaged trained Call Takers, Professional counsellors, Clinical psychologists, and Case co-ordinators for providing a 24X7 communication, counselling and grievance redressal platform to the citizens of the State. The non-police layer helps in capturing the ‘voice of the citizen’ in a friendly and confidential environment. Since the calls coming to

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BPR&D Best Practices and Initiatives under SMART Policing the Centre are being handled by non-police call-takers, the citizens are often more willing to share their concerns and grievances in a confidential environment.

A very elaborate and robust recording and reporting mechanism has been put in place to share information about the calls and complaints received at the Contact Centre, and to obtain feedback from officers based in the field as well as at the Headquarters.

The process being followed at 181 Helpline, in brief, is as follows: Step 1: Caller dials 181 Step 2: Call Counsellor attends the call and takes all relevant details Step 3: Case number is generated and sent to the Caller via SMS/email Step 4: Cases requiring counseling are attended by Clinical Psychologists Step 5: Other cases are passed on to Case Co-ordinators for further processing Step 6: Case Co-ordinator convey the details of the case to the relevant police unit Step 7: Case Co-ordinator follows up the case regularly tillit is closed by the relevant Police district/unit Step 8: Once closed, the Case Coordinator shall inform theCaller about the closure of the case and obtain citizen feedback

District Police Chiefs and other field officers are being alerted on a real-time basis through email and SMS (if the matter is emergent and urgent) about sensitive cases and complaints to ensure a prompt and proper response. And the complaints are monitored on a daily basis by senior officers. Serious cases are escalated to highest levels, including DGP and ADGP Law & Order.

All the calls received at the Contact Centre are being recorded for record purposes. A unique feature of the grievance redressal mechanism is that the independent call counselors and co-ordinators must obtain feedback from the callers/complainants who should be satisfied before a case can be closed. The District Police Chiefs must meet all dis-satisfied callers in his office at a designated time and day of the week.

Since the launch of the Police Helpline by the Punjab Police on August 22, 2013, over 6,40,331 calls have been received at the Contact Centre from citizens of Punjab and NRIs regarding to report child labour, child marriage, drug peddling and abuse, economic offences, cases of police misbehaviour, police misconduct, police corruption, non-registration of FIR and other cases of police inaction. Out of the above calls, over 3,46,813 calls related to various police related inquiries and suggestions, and about 1,33,789 calls were feedback and follow-up calls.

Over 1,10,817 complaints have been received on the Helpline since its launch, which were promptly conveyed to the concerned district police authorities for necessary action. All

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BPR&D Best Practices and Initiatives under SMART Policing the complaints were acted upon in a time-bound manner, after being categorized as either Red (to be resolved within 24 hours), Amber (7 Days), Yellow (15 days), or Blue (30 days) on the basis of urgency and importance.

About 51% of the complainants on the Helpline (56844) were women, who called to report Domestic violence (10774 cases), dowry related harassment (4766 cases), obscene calls/SMS (3111 cases), rape and rape attempt (1081), eve-teasing (830) and sexual harassment (328), and obscene calls/SMS and stalking. All these cases were given top priority, and were dealt with due sensitivity and care. Efforts are being made that women related cases are handled mostly by women police officers. About 82% women callers have reported their satisfaction with the working of the helpline. More than 1237 women have already availed counselling services till now.

Neglected and socially abused senior citizens who called the helpline were given prompt assistance. Over 4387 senior citizens were provided relief through active intervention of the police, as well as through counselling by Clinical psychologist based at the helpline 24x7. Many of them (2191) were facing harassment, humiliation, and even cruelty at the hands of their sons, daughters, and relatives over property and other issues.

Many issues that affect Quality of Life were also reported on the helpline, such as noise/sound pollution and physical stalking of young school and college going girls. In an outreach effort, Punjab Police requested the citizens to provide feedback on traffic accidents, jams/hold-ups, obstructions on highways and roads, overturned vehicles etc. from November 15, 2013 onwards to ensure safe and smooth flow of traffic on the highways and roads of the State. About 2520 inputs were received out of which 2132 callers (84%) reported their complete satisfaction with the police response in such traffic related cases.

The Helpline also generated valuable TIPS (Source Information) for the police from across the State, which were promptly acted upon while maintaining complete confidentiality of the callers. These 4208 TIPS, which were mostly regarding drug abuse and supply, prostitution etc. were acted upon swiftly and effectively by the police.

Since its launch on August 22, 2013 the helpline has maintained a high level of satisfaction among citizens - 83%in July 2014, 80% in August 2014, 80% in September 2014, 79% in October ,78% in November 2014, 78% in December 2014, 80% in January 2015, 80% in February 2015, 80% in March 2015, and 80% in April 2015. 96% of the cases/complaints received on the Helpline till date were closed within the given timeframe (turnaround time), which was a maximum of 30 days. 88% of the callers in emergencies, crises or distress situations expressed their satisfaction with the police response. The helpline has emerged as a useful tool for prompt grievance redressal of the

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BPR&D Best Practices and Initiatives under SMART Policing citizens on a 24x7 basis. The helpline has also resulted in increased trust on the police and in generating valuable feedback and suggestions.

Night Policing Scheme

Concept

To ensure the security and safety of the citizens of the State, particularly during night, it was decided to launch the Night Policing Scheme in all the Police Districts and Police Commissionerates of Punjab. The charter of duties of the force deployed for Night Policing was to: 1. Provide visible police presence at important vantage points in the state, including highways, important intersections/road junctions, vulnerable points, main entry & exit points of cities and towns. 2. Respond promptly to any crime/law & order situation by rushing in police forces at the spot. 3. To deter criminal and anti-social elements. 4. Inspect guards deployed at vulnerable points, and at vital installations. 5. Enforcing/imposing closure times of liquor vends, eating places, hotels, restaurants, etc. 6. To conduct vehicle checking.

Integrated approach

The Night Policing Scheme has been implemented in a uniform manner in all the 24 police districts and 3 police commissionerates of the State, and with a uniform pattern of deployment, nature of duties and level of supervision so as to provide an integrated and uniform pattern of night policing in the state. Special emphasis was laid on the urban areas and the National and State highways.

Efforts were made to ensure integration of deployment by utilizing the manpower posted in all the Police Stations, Police Posts and the Police Control Rooms, alongwith the manpower and resources of highway patrol and ambulances. There were two kinds of deployment of police personnel for the night policing scheme, namely, i) Static deployment – Night Points (NP) ii) Mobile patrols – Night Mobiles (NM)

The timings of Night Policing Scheme duties were 10.00 pm to 6.00 am everyday. An officer of the rank of Superintendent of Police (SP) in each district/commissionerate is

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BPR&D Best Practices and Initiatives under SMART Policing deputed as the NPS Officer for implementation of the Night Policing Scheme in each district/ commissionerate.

The deployment of police under the Night Policing Scheme is supervised by concerned officers of the districts/commissionerates as under: - At least one Gazetted Officer in each districts/commissionerates is out at night time from 10.00 pm to 6.00 am for supervision of deployment under the Night Policing Scheme - One Incharge unit (Inspector/SI) is out at night time from 10.00 pm to 6.00 am for supervision of the Night Points (NPs) & Night Mobiles (NMs) in each district/commissionerate

Supervision The name, rank and mobile number of the gazetted officer and the unit in-charge is communicated on a daily basis to the IGP/Law & Order.

IGP Law & Order is also tasked with preparing a list of officers from the rank of SP to IGP who perform checks of NPS duties of the state. These higher rank officers conduct surprise checks of NPS duties and submit their inputs which are compiled and remedial measures undertaken to further improve the Night Policing Scheme.

Manpower Deployment

A minimum 13%of the posted strength of all the police stations, police posts and the PCRs in the state is deployed on the Night Policing Scheme every day. A rotation system of duties has been worked out by the concerned SSP/CP for ensuring rest to the force and equitable division of duties.

Benefits

- There has been a sharp decline in the number of incidents of crime during night time ever since the introduction of NPS in the state in July 2013 - With the overall security scenario improving, business and trade has also improved as the fear of robbery during night time has subsided due to the increased police presence on highways during night time - The scheme has brought uniformity in the duties and the deployment has become systematic. Every personnel knows the timing of duty well in advance and thereafter gives his best to ensure that NPS is a success and effective. Rapid Rural Police Response System (RRPRS)

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Need & Introduction

At present, Police Control Room is mostly an urban and semi-urban phenomenon. It is proposed to establish a Rapid Rural Police Response System in the State of Punjab for reducing the police response time to distress calls from citizens based in rural areas by providing a state-of-art network with fully equipped and manned vehicle connected with the District Control Rooms (DCR). The aim is to provide police assistance to all areas of the state within a maximum response time of 20 minutes. Modern and well-equipped Police Control Rooms have become functional in six corporation towns of Ludhiana, Jalandhar, Amritsar, Mohali, Bathinda & Patiala. Even the smaller districts and towns have some kind of an operational PCR. It is felt that a similar kind of quick police response system needs to be established in the rural areas of the State to provide an efficient, effective and prompt response to calls for police response, assistance and support.

Objectives

The main objectives of the Rapid Rural Police Response System include among others:- I. Immediate and timely response of police to any situation, especially crime or law & order and ensuring timely police response through dispatch of RRPRS vehicles. II. Maintaining high visibility/presence of police force for inspiring confidence among the citizens and to act as effective deterrent to activities of criminals/anti-social elements. III. Providing comprehensive and round the clock security cover in rural areas by strengthening area security. IV. Maintaining an efficient system of communication between district PCR and different police stations with adjoining districts and with state headquarters. V. Ensuring effective implementation of area sealing, red alert and contingency plans. VI. Acting as information centres for the district police. VII. Effective handling of day-to-day emergency situations through usage of latest advancements in Information and Communication Technology. VIII. Coordination of relief and rescue efforts through timely and effective communication in case of a disaster. Concept RRPRS has been envisaged to be operational through 27 District Police Control Rooms (DPCRs) of Punjab spread across 24 districts and 3 Commissionerates. In order to start the scheme, additional 220 four-wheeler and 400 motorcycles are being purchased. These 400 new motorcycles and 220 four wheelers are apart from the existing resources of 1411 motorcycles and 67 four-wheelers on PCR duty in the State. The duty points of RRPRS

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BPR&D Best Practices and Initiatives under SMART Policing vehicles shall be co-terminus with the vehicle locations of Night Policing Scheme vehicles, Highway Patrol vehicles, PCR vehicles and vehicles of Police Stations/Police Posts. This will ensure that there is no over-lapping of duties and police access is occurred to the remotest of locations.

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INITIATIVES OF RAJASTHAN POLICE Govind Gupta IGP L&O, Jaipur

Over the years there has been a paradigm shift in police from being a ‘force’, mainly to maintain law and order, to ‘service’ for protecting the citizens of the nation. In furtherance to the service orientation of the police, concept of SMART police has emerged.

In Rajasthan, we have tried to implement SMART Policing by way of improvement in Police Service delivery system. It is felt that the concept of SMART Policing is directly related to the Police service delivery system (i.e. improved service delivery system results into improvement in citizen satisfaction and smartness of Police.)

For better Police service delivery the following initiatives have been taken in the state of Rajasthan:-

1. Improving First Interface : A citizen comes in contact with the Police when he visits the Police Station (A few years ago, any person visiting the police station used to meet the person on guard duty and was either sent away from police station or was not given proper response due to non- responsive attitude of the guard.) It was observed that there was high level of dissatisfaction in public due to the poor response that they got from the first responders i.e. the police station. People were either shunned away from the police station gate itself or they were not given response by the duty officer. Further there was no place where complainant could sit and explain about his problem or write his complaint. In order to improve upon this situation reception counters were set up at the entry points of the police stations where properly trained policemen were deployed to look into the problems of the people. Proper seating arrangements were also made. It also gave a platform for writing their grievances and getting their complaints registered in the police station.

This initiative has resulted in reduction in response time, quick redressal of citizen’s complaint and greater public satisfaction.

Some police personnel from the police station were trained in soft skills and handling the reception counters in the police stations. This led to behavioural changes in the traditional attitude of policeman in addressing the problems of the citizens turning him into SMART policeman.

2. Acknowledgement Receipts Another problem observed at the police station level was non-registration of complaints. This led to high level of public dissatisfaction reflected in the increase in the

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BPR&D Best Practices and Initiatives under SMART Policing number of cases referred by courts under section 156 (3) CrPC and public outrage against police during law & order situations. In order to counter this situation a system of “Acknowledgement Receipts” was introduced in police stations. In this system every complainant who comes to a police station is given a receipt for his complaint whether cognizable or not. Theyare also given “feedback post cards” through which feedback can be sent to SP office.

This system has helped in reduction in burking of crime and reduction in false allegations by public that their complaints were not registered.

This system of acknowledgment receipts and feedback post cards has not only ensured change in behaviour of police personnel dealing with public but also increased responsiveness of the police. It has also helped in effective monitoring and improved police service delivery system.

3. MIT Poverty Action Lab Experiment: In relation to above mentioned initiatives a study was conducted in collaboration with MIT. In this study the front desks at police stations were exposed to external audit in the form of ‘community observers.’ These community observers were selected from different sections of society. They were assigned the task of sitting near the reception of the police station and observing the manner in which the police personnel dealt with the public. During this study volunteers were sent to police stations to get their complaints / FIRs registered.

After the study it was observed that there was a marked improvement in the behaviour of police personnel where community observers were appointed. There was no burking of crime and police was more responsive in these police stations. It was concluded that police performed better when subjected to external audits. Based on this study, to ensure better performance and service delivery, Government of Rajasthan has sanctioned budget for installing CCTV cameras at strategic locations in the police stations in far flung areas.

4. Information Desk and FIR E-Status: Another problem observed was that after the registration of FIR/ complaint in the police station the complainant used to again visit the police station to find out the progress of his case which was very difficult to get due to non-availability of the investigating officer. This led to high level of frustration among the public. To deal with this situation the reception in the police station was also converted into ‘information desk’. All investigating officers were bound to mention progress of their cases in the information register which was always

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BPR&D Best Practices and Initiatives under SMART Policing available at the reception for a complainant to know progress in his case. This system was found very useful and with the development of web-based police portals in the state, a system of ‘FIR e-status’ was launched in February 2015 through which any complainant can see the progress in his case.

5. Other Initiatives:

5.1 Case Officer Scheme: To achieve the primary goal of crime control, a system was introduced for taking a FIR upto its logical conclusion in a court. This was named Case Officer Scheme. In this scheme all cases which were sensational or impacted public were selected and then allotted the investigating officers. Every Investigating Officer in Rajasthan has been appointed as case officer in at least one case under trial in court. It is the duty of the Case Officer to ensure the presence of witness on due date and liaison with prosecution branch in briefing of witnesses.

5.2 Hardcore Scheme: In this scheme hardcore criminals are identified and efforts are made to keep them behind bars as far as possible. Close monitoring on a daily basis helps in keeping maximum number of known criminals in jail and breaking their nexus with other criminals.

5.3 Empowerment Of Constabulary: It has been realized that the beat system could be made effective only if the constabulary identifies itself with the system. This cannot be achieved if a beat constable is not entrusted with the responsibility of all the activities going on in his beat area. In Rajasthan beat constables are conducting enquiries related to preventive sections of CrPC. This has made them more responsible and accountable. It also reduced the burden on the investigating officers.

5.4 Community Policing: Various initiatives have been taken on this front such as Community Liaisoning Groups, Community Police Officers Scheme, Jan Sahbhagita, Mahila Paramarsh Kendra, Interaction with school students etc. All these programs have helped in bringing police closer to community and ensure community participation in policing.

Rajasthan police is continuously working to improve the police service delivery system and hence turning the traditional police into SMART Police.

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INITIATIVES OF KERALA POLICE H. Venkatesh CP, Thiruvananthapuram City

Clean Campus Safe Campus Project

CLEAN CAMPUS SAFE CAMPUS is a prestigious program launched by Kerala Government with the co-operation of various other departments. Since children spend most of their time in formative years in schools and other education institutions, it is highly imperative that they are provided with Safe and Clean Campuses. The objective of Clean Campus Safe Campus Project is to provide protective environment to our children and strengthen them. It also ensures that our children grow up in an environment that builds in them confidence, friendship, security and happiness.

In Kerala, for the effective implementation of the program the Government has constituted a three-tier committee structure as follows:

School Level Monitoring Committee District Level Monitoring Committee State Level Monitoring Committee

The School Level Committee does the following function

 Monitor and report anti-social activities in the vicinity of schools and keep a watchful eye on any illegal activities  Initiate action with the Police and school authorities to prevent such illegal acts.  Conduct awareness classes for students, teachers and parents.  Insisting on Police patrol during school hours and presence of Police at the school gates at the time of conveying and during breaks.  Random checking of the belongings of the students with the help and permission of parents/guardians.  Collecting information about availability and sale of illegal material in internet café and CD shops near school.  Provide a caring, safe, nurturing environment in school for their overall development.

The statistics are as follows.

Number of raids conducted – 738 Number of Cases registered – 537 Number of Persons arrested – 658

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This project has shown promising results as follows:  Reduced Crime rates in Campus (Ragging, Hurt, Cyber Crimes, Mobile abuse).  Increased participation of the student community.  Increased social commitment of the student’s community.  Greater sensitization of the Students, Teachers and Public and Police Force.  Increased self-confidence and determination of students.  The tendency of using drugs and tobacco products reduced considerably.  The drug peddlers were booked under relevant laws including the GOONDA Act ( KAAPA)

Safe and Secure Thiruvananthapuram

The Thiruvananthapuram City Police has taken the following initiatives:

Booster Patrol

Each Police Station is facilitated with booster patrols with two Police Constables or Head Constables with wireless set. The main objective of the Patrol is to prevent cases of chain snatching. Patrolling is done from morning 7 AM to night 8 PM. They provide quick response by reaching the scene of offence within 5 to 10 minutes. They do surprise check by interchanging from Mufti to Uniform. Patrol is maintained at a slow speed of 40 km/hr. Checking is done covering of all areas including small routes and remote areas. They also conduct vehicle checking. Analysis reveals that most of the chain snatchers use stolen vehicles for chain snatching.

75 chain snatching cases reported during January to April 2014 of which 32% were detected. During January to April 2015 55 chain snatching cases were reported of which 54% were detected. Thus, booster patrol has resulted in a significant decrease in chain snatching cases.

Control Room

Thiruvananthapuram City Control Room is equipped with modern applications and equipment for effective policing. Real time application is installed in the Police Control Room to track location of all the Control Room Vehicles plying in Thiruvananthapuram City. Entire Thiruvananthapuram City has been covered by CCTV surveillance network with 223 cameras installed at prime locations. All Cameras are monitored by Control Room round the clock. Control room also has a Call Monitoring System that monitors calls received in the Control Room and addresses of the called number.

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Technology Based Initiatives Of Kerala Police

New and emerging technologies are playing an increasingly crucial role in the daily work of frontline police officers, equipping them with enforcement and investigative tools that have the potential to make them better informed and more effective.

Mobile Application

Thiruvananthapuram City Police (TCP) app is an innovative initiative of Thiruvananthapuram City Police to improve service delivery. This app provides information and interface to the public for various traffic rules, penalties, reporting violations, emergency services and directions to the nearest police station from their current location. iSafe

The iSafe feature of the TCP app empowers the elderly and the vulnerable, especially women, to get quick help from the police just by a long press of the volume rocker (down) key of their mobile phones.

The police control room receives an alert along with information of the location through the subscriber ID and the IMEI number of the mobile. The police then immediately dispatches help via the police CRV (Control Room Vehicle) which is nearest to the distress location. Once iSafe sends an alert to the control room, its position can be tracked till the situation is resolved. The position is visible to the police at the control room and also on tablets that the police force carries.

In addition to the powerful iSafe feature, the Thiruvananthapuram City Police Mobile Appis benefiting citizens in many other ways: o Finding out the nearest police station based on one’s current location and directions to reach o Reporting violations along with photographs o Whatsapp with Senior Police Officers o Information on fines and violations o Directly dialing emergency services o Safety Tips

The iSafe feature of the Thiruvananthapuram City Police Mobile App was launched by Shri. Ramesh Chennithala, Honourable Minister for Home & Vigilance, Government of Kerala on the 6th of Mar 2015, ahead of the International Women’s Day (on 8th Mar).

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Whatsapp Platform can help the public to report an Offence of register or a Complaint directly to Senior City Police Officers - Superintendent of Police,Inspector General of Police, Commissioner of Police, etc.

FEM Patrol:

This is set up for preventing crimes against women. To start with, volunteers from colleges who use public transport system will be enlisted in the project. In case, Volunteers witness any incident of eve teasing, volunteers of “FEM Patrol” can alert the police on toll free phone numbers.

Self Defence Training To Women (Krav Maga)

Krav Maga is a self-defence and physical training technique first developed by the Israeli army, based on reflexive responses to threatening situations. City police has conducted Training in Various Colleges, Schools, Resident associations, Technopark Campus, etc.

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SMART POLICING IN COUNTER-INSURGENCY SCENARIO Hiren Nath IGP, Special Branch, Assam

Assam is fighting insurgency for more than last three decades. Apart from the ULFA and the NDFB there are several other extremist outfits who are very active in this state and many of them are based on ethnic identity. Presence of religious fundamentalist groups / Islamic militants and Left Wing Extremism (LWE) in parts of Assam has given a new dimension to the internal security scenario of the state. The ULFA has itself committed more than 3500 incidents in which 1324 civilians and 390 security force personnel were killed. On the other hand SFs have also killed 1433 ULFA extremists and arrested more than 6500 militants. There is a huge deployment of Security Forces to fight militancy. Apart from the strong 6000+ Assam Police personnel and different units of Army atleast 200 Coys of CRPF and other CPMFs have been deployed in Assam.

The idea of Smart Policing as enunciated by the Hon’ble Prime Minister of India envisages sensitivity, accountability, professionalism and good behaviour on the part of police force. But in a counter insurgency scenario like in Assam many time allegations are raised against SFs for lack of accountability, human rights violation, lack of co-ordination etc. There is dichotomy mainly in three fields: i) Killing of own boys v/s police image. ii) Presence of huge number of security forces v/s co-ordination. iii) Human rights violation v/s co-operation from civil society.

Inspite of long years of counter insurgency operation performance of Assam police is one of the best in the country. They have not faced frequent allegations of blatant violation of human rights. No officers or man has been convicted by any higher courts. It is to be mentioned here that unlike the neighbouring states there is no such loud demand from the public for withdrawal of Armed Forces Special Power Act (AFSPA).

To ensure co-ordination and co-operation among the huge number of security forces there is a system of Unified Command Structure. Under the Unified Command Structure there are two groups viz:- i) Strategy Group. ii) Ops. Group.

This arrangement may be working in other extremism affected States of India, but in Assam it is working very smoothly for the last 3 decades.

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For bringing the Civil Society nearer to police, Assam police has adopted many strategies. One is the institution of “Village Defence Party” (VDP) and the other is “Gaon Burha” (Village headman). In recent years the state govt. has recognised both the institutions. A fixed amount is paid to each of the VDPs and Gaon Burhas as “Honorarium”. Most of the police stations of the state have a Circle Organiser, VDP. The DGP, Assam is the chairman of the state level Village Defence Organisation (VDO). These two organisations have tremendously helped the local police in its fights against insurgency and guarding vital installations like oil and railway installations, big bridges and culverts.

Apart from these, Assam police has two projects namely, “Project Prohori” and “Project AASHWAS”. “Project Prohori” works in the crime infested and terrorist prone areas. It acts as a bridge between police and public. “Project AASHWAS” is a social mobilisation campaign and extends special help to children who are victim of terrorism. Under this scheme which is run in collaboration with UNICEF and National Foundation for communal harmony, many such children have reached higher posts in their career and couple of them are doing MBBS. With these innovations Assam police has gathered a very good reputation among the public. Inspite of hostile situation, it has been able to maintain its good image among the public.

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INITIATIVES OF ANDHRA PRADESH POLICE Senthil Kumar Group Commander, Greyhounds, A.P.

Project ‘Safe and Secure Tirupathi’- An Intelligent And Integrated Traffic Management System

Key Features of the project: • The entire city is covered with CCTV surveillance and installation of New Traffic signals with State of the Art Command and control centre. • Project is designed for general surveillance, crime prevention and detection, post incident forensic examination, traffic regulation and enforcement and for providing disaster management support. • It also helps in monitoring the high volume of traffic and to enforce traffic rules through non-intrusive methods. This will also enable the police to maintain law and order, to manage and monitor the movement of VIP/VVIPs and large public gatherings and processions.

The Video wall camera can be popped up by just a click on the map. The system can also facilitate Integrated Traffic Management System (ITMS) when integrated with traffic signals for finding smart solution to traffic problem in the city. The cameras can be operated with a mouse click from the Command and Control Centre.

E-Challaning: Booking of Traffic violations through Surveillance Cameras and imposing fines for traffic offenders.

Special Forces:

 Organisation for Counter Terrorist Operations (OCTOPUS) is the elite counter terrorism unit of the state of Andhra Pradesh in India. It has successfully neutralized two Islamic militants holed up in Puttur of Chittore district.

 Greyhounds is one organization which uses latest advancements in technology to tackle the menace of Naxalism successfully.

Use of Global Information System for Efficient Deployment of Resources and Real Time Reporting

Police Live Tracking System of Guntur town

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1. Global Positioning System based Police Live Tracking System is being implemented in selective urban areas of the State of Andhra Pradesh to ensure effective and optimum utilization of men and resources.

2. The System is helpful in live tracking of all police vehicles, which are on patrolling duties.

3. The essential features of this system are as follows:  100 dial call monitoring  Check point monitoring  Area in out report  Roll based access for authorities.  Options to find nearest police station or any point on map with real road distance.  E-mail and SMS based alert on patrolling vehicle approaching or leaving a land mark.

4. The system also provides for monitoring of the following:  Fuel levels in Vehicles  Remote Listening of Vehicles  Speed limits  Emergency alert system

Criminal Intelligence System (CIS)

 CIS is an Analytical Business Intelligence Tool to assist police investigators in identifying and listing most probable offenders with their personal details, photographs, associates, pending NBWs etc. from the data base of M.O. offenders of entire state under all heads of professional crime.

 The System aids Investigators in identifying whether a criminal is in jail or outside at any given point of time by capturing database of prisoners (both under-trail and convict) including their photographs from all prisons across the state. This information helps investigators for mounting surveillance over movement of offenders and in detecting crime early by eliminating the names of those in jail from probable offenders list.

 An Investigating Officer can access database from crime scene itself using laptop connected on Internet data card, search for previous M.O offenders / within Police Station limits where crime has taken place or neighboring Police Stations limits, or

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entire District or neighboring Districts or entire State and list out most probable offenders with their details.

 It also aids in analysis and retrieval of data of Missing persons, unidentified dead bodies, lost mobile phones, lost vehicles and released prisoners.

Investigation Support Centre

• This is an online tool for investigators that aids I.O. in adopting a methodological approach to investigation.

• It enumerates the steps to be adopted for each classification of crime and ensures a systematized and standardized form of investigation.

3rd Eye: An Investigative Tool

• This is an online tool for investigators that provides facility for • Telephone Tracking • Vehicle Tracking • Voter ID and Ration Card Search • Driving License Search • CIS Search

DG Dial 100 Command and Control Centre

• This system ensures time bound and effective response to crisis call made by public across the state. • The call and caller details are forwarded to concerned jurisdiction Police Stations for responding to the call. • The System also includes a Feedback Monitoring System. • The purpose of this process is to ensure that the Single Point of Contact (SPOC) at the police station receives/attends the Police Emergency dispatch all from the DG – Dial 100 Command and Control Centre, assesses the situation, informs the Emergency to the SHO, to ensure police response team attends to the Emergency.

FPB (Fingerprint Bureau): Web Application

• This is an online tool for investigators and SHOs to know stage of a case in which FP Expert/Clues team visited the scene.

• This facilitates to obtain information on identification of fingerprints and helps in detection of cases.

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ICLICK

• I Click project has been taken up on a trial basis in the port town of Visakhapatnam, which will be expanded to all other major towns of the state shortly. • Abhayam, a mobile based application for women safety is also being implemented on a trial basis.

Child And Police (CAP) Project Of Nellore District Police

• A unique and nationally acclaimed model on rehabilitation of deprived childrenliving in urban areas initiated by Nellore district police. • 82 children of different age groups from a squalid grave locality are given accommodation, education and all basic amenities. • Brought under Rajiv Vidya Mission. • Aimed at turning prospective delinquents into present day achievers.

Whatsapp based monitoring ofPolice Station Duties

A WhatsApp based monitoring and supervision system is being implemented in the districts of Ananthpur and Nellore.The Station House officer and above rank officers are brought under WhatsApp user groups at various hierarchical levels. Daily, weekly and monthly routine prescribed by the police manual are being closely monitored at the Police Control Room (PCR) through these groups.

A separate DTRB group (District Traffic Records Bureau) was formed to ensure the following things.

 Immediate visit to a scene of offence and documentation of crime scene.  Identifying and rectifying the causative factors.  Geo-tagging and black spot analysis using Google Earth Software.

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BIHAR EXPERIMENT IN PROSECUTION (SPEEDY TRIAL) Kumar Rajesh Chandra ADGP (Mod), Bihar

The right to speedy trial is first mentioned in the landmark document of English law, the Magna Carta. The constitutional philosophy propounded as right to speedy trial seeks to ensure the constitutional guarantee of speedy trial as an important safeguard to prevent undue and oppressive incarceration prior to trial; to minimize concern of accompanying public accusation and to limit the possibilities that delays will impair the ability of an accused to defend himself.

It is a concept that deals with speedy disposal of cases to make the judiciary more effective and to impart justice as fast as possible. Article 21 declares “no person shall be deprived of his life or personal liberty except according to the procedure laid by law.” Speedy justice is a component of social justice since the community, as a whole, is concerned in the criminal being finally punished within a reasonable time and the innocent being absolved from the inordinate ordeal of criminal proceedings. In Sheela Barse v. Union of India court reaffirmed that speedy trial is a fundamental right. Right to speedy trial is a concept gaining recognition and importance day by day.

Factors For Pendency Of Cases: Delay in cases can be of two types:

1. Court system delay which accounts for the period of entering the cause till it is taken up for trial. 2. Delay due to professional courtesy of lawyers towards each other and lawyer’s vis-à- vis the court.

However, the main reasons for delays in trial of criminal cases can be enumerated as follows: 1. The judge – criminal case ratio taking into consideration the population of the country and pendency of the cases, is very low. 2. The judiciary is concerned with whole gamut of cases and criminal cases are only a subset of these total numbers of cases. 3. The functioning of the judiciary is independent in nature and it is under no obligation to listen to our request of speedy trial of criminal cases. 4. Provision for adjournment: The main reason for delay in the cases is the adjournment granted by a court on flimsy grounds. Section 309 of Code of Criminal Procedure

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(CrPC) and Rule 1, Order XVII of Code of Civil Procedure (CPC) deals with adjournments and power of courts to postpone hearings. 5. Vacation of the court: Providing courts with a vacation period is being debated as pendency of cases is huge in India.

Right to speedy trial is the right of the all concerned parties - victim, accused and the government - and it encompasses all stages, namely investigation, inquiry, trial, appeal, revision and retrial. Effective speedy trial resulting in conviction will be possible only when there is good quality investigation within a stipulated time-frame. If the case is based on scientific evidence as opposed to mere reliance on oral evidence the trial is bound to be speedier.

The strategy that has been adopted to ensure speedy trial of those cases which are of great relevance to government for maintenance of Public Order can be enumerated as follows:

1. Effective management of the courts and this is possible only when problems faced by the litigants, lawyers and judges are discussed at frequent periodicity. Active co-operation of judiciary was obtained with proper time scheduling so that there is effective management of time leading to effective management of judicial system. The cases that are to enter into cause can be decided on two counts:

a) The criminals who have a large number of cases pending against them can be first tried for the offences of Arms Act/ Explosive Act if they have been caught with arms/explosives. These are the cases that can be conducted very easily and expeditiously. b) Those cases that have seriousimplication on public order such as communal riot cases, caste strife cases etc.

2. Witness management: Witnesses can be divided into various categories such as public witnesses (police officers, doctors, scientific experts etc.) and private witnesses; witnesses within the district and those from outside the district; and interested witnesses and compromised witnesses. There should be concerted effort to produce witnesses and government officers should be summoned in such a manner that they are able to complete their deposition in various cases in one go.

3. Jail management: There should be proper co-ordination with jail authorities and jail doctors so that the accused does not take illness to delay the process.

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4. Bail management: there are two categories of accused persons namely the accused who are seeking bail while at large and those seeking bail while remaining inside the jail. The trial will be greatly expedited if the accused are in judicial custody so that their production is done without any delay and there is no danger of witnesses getting intimidated. Hence, all efforts should be made to oppose bail and if bail is granted proper verification of bailer and the surety should be done.

5. Proper monitoring format: A system of regular and effective monitoring of trial has to be done so that pruning of witnesses can be done if a point has already been proved. Similarly, monitoring of the delay caused by defence could also be done.

6. Cases may be assigned according to specialized area of judges. Assigning cases without taking into consideration the specialization leads to delay. Moreover, special tribunal should be set up for some specialized fields of which cases come on a regular large scale basis.

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INITIATIVES OF TAMILNADU POLICE H.M.Jayaram IGP (Welfare), Tamilnadu

Visible Policing

 Permanent beat system  LED lights on patrol vehicles  Out posts  Reception officers in police stations  Liasion with media  Police – public orientation  Neighbourhood policing

Friends of Police Movement

 The Friends of Police is a holistic and pro-active concept. Any member of the public, male or female who is not involved in civil or criminal case can become a member of FOP.

 Role of FOP:  Beats and Night Patrols  Assistance in traffic  Crime prevention  Information collection  Assistance in Maintenance of Law and Order

Highway Patrol Vehicle Tracking System

At present there are 260 Highway Patrols.  Fitted with Global Positioning System (GPS)  Locations can be monitored at the Highway Patrol Control Room in the State Traffic Planning Cell office at the Police Headquarters.

Unmanned Aerial Vehicle (UAV)

 3 Unmanned Aerial Vehicles  The UAV can hover at a particular height for a period of 20 minutes capturing real time videos.

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 Used in major Law and Order bandobust duties, such as, Thevar Jayanthi and Immanual Sekaran Memorial Day at Ramanathapuram.  The UAV was also used during the Karthigai Deepam Festival in Tiruvannamalai for crowd control management.  The UAV was also used as an investigation aid for detecting a sensational crime at Siruseri in Kancheepuram District by deploying it at the scene of crime to locate evidence. Tamil Nadu Commando Force (TNCF)

 Headed by ADGP, Operations.  3 dedicated well trained Commando teams viz., RED Team, GREEEN Team and BLUE Team.  Each team headed by SP rank officers from CPMFs.  They are trained in room intervention, urban operations and any type of external attacks.  Conducting mock drills with NSG.

Tamil Nadu Commando School (TNCS)

 Premier Training Institution of the country.  Faculty from the Police, Army and Para-Military Organisations.  Imparting specialized training in Commando Operations, Sniper Course, Sophisticated Fire Arms, Bomb Detection and Disposal techniques, Defensive Driving, Tactics Course etc.

Special Task Force (STF)

 Presently concentrating vigil over Tamil Nadu – Kerala border.  Anti-Maoists operations.  Imparting training to Police and Forest teams on night ops and night firing etc.

Costal Security Group (CSG)

 Tamil Nadu has a coastline of 1,076 kms covering 591 fishing villages in 13 coastal districts. The Coastal Security Group was formed in 1994.  They are working in liaison with the Navy, Coast Guard, Local Police, Fisheries Department, Customs and Revenue Authorities in gathering intelligence on coastal security.

All Terrain Vehicles (ATVS) : The Government has sanctioned 24 All Terrain Vehicles at a cost of Rs.2.67 crores to Coastal Security Group (CSG).

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Women Police

 First All Women Police Station was set up in 1992.  Specifically cater to the complaints and grievances of women  199 All Women Police Stations in all sub-division headquarters.  40% of the All Women Police Stations in the Country are located in Tamil Nadu.  Every Police Station with one Woman Sub-Inspector and two Women Police Constables.  30% of the Finger Print staff in Tamil Nadu Police are women.  Tamil Nadu has one-fourth of all Women Sub-Inspectors in the Country.  Women Police Force in the State perform duties on par with men.

Youth Brigade

 The Tamil Nadu Special Police Youth Brigade Act of 2013  Performs duties such as driving vehicles, delivery of tappals, data entry, maintenance of Police quarters and also assists the Police Force in the prevention of loss of life of accident victims.  9079 Youth Brigades  Police Personnel will focus on core policing functions.

All India Police Commando Competition

 The 4th All India Police Commando Competition was held from 22.01.2014 to 27.01.2014 at the Tamil Nadu Police Academy, Oonamancherry, Chennai.  23 teams from 16 states and 7 Central Police Organisations participated.  the Tamil Nadu Police Commando team won three trophies viz.,  Overall championship for the best all India Commando Team,  Best police commando team among the states and  Best police commando team in obstacle events.

Achievements Of Tamil Nadu Police Teams In Duty Meet

 Overall Best Performance in  The 56th All India Police Duty Meet held in the year 2013 at Bhopal  The 57th All India Police Duty Meet in the year 2014, at Madhuban, Haryana  The 58th All India Police Duty Meet in the year 2015, at Phillaur, Punjab

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Welfare Schemes

 Master Medical Health check above 40 years  Free of cost treatment in government hospitals compulsory  BSNL-CUG facility extended to police families

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INITIATIVES OF SIKKIM POLICE Akshaya Kumar Sachdeva IGP (Law & Order), Sikkim Introduction With around 607,000 inhabitants (census 2011), Sikkim is the least populous state in India and the second-smallest state after Goa in total area, covering approximately 7,096 sq km (2,740 sq miles). Sikkim is nonetheless geographically diverse and strategically important as it shares borders with China, Nepal and Bhutan. Sikkim is a popular tourist destination, owing to its culture, scenery and biodiversity. It has one of the least crime rates in the country.

Sikkim Police –Inception and Growth Since the first police establishment in 1897 when 1 Head Constable and 5 constables were deployed in Eastern Part of Sikkim, the police has increased manifold in its staffing strength2, organizational capability and the quality of service by its members.

A glimpse of successful initiations by Sikkim Police would avouch for the above claims. 1. 30% reservation for women 2. One of the highest paid police in the country 3. One of the first states to deploy women sentries for night duties 4. One of the first states in the North-East to introduce e-challan (2012) 5. One of the first states in the North-East to introduce GPS based communication system 6. Check-Post police at the highest altitude 7. One of the first states in the North-East to adopt State Police Act (2008)

Some of the best practices followed by Sikkim Police

Professionalisation and Improvement in Legislative Framework & Organisational Capability  Out of 26 Police stations in the state, 13 (50%) are model police stations/MPS with state-of-art infrastructure and facilities for preventive policing and investigation effectiveness and efficiency.  Sikkim Police Act (2008) and Sikkim Police Manual (2013) are one of the first in the country as standard operating guidelines for police functioning.  Free and fair registration of cases leading to enhanced public confidence.

2 Civil Police – 2167 Armed Police ‐ 2616

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 In the maintenance of public order the state police has emphasized on non-lethal means in crowd control and bringing public order with a human rights approach.  Traffic policing • Huge investment in enforcement and education component of the 3 Es of traffic policing (Engineering, Enforcement and Education) • Enforcement through e-challan, speed radar guns with printer and camera (one each in every district) • Breath Analyzer with printer sets  Integrated planning • Early warning system by engaging with the public at district level through Panchayats. • District police plan consolidating into perspective plan developed in consultation with the panchayats and presented to the State Police Board under the chair of the State CM.Annual report on implementation of the perspective plan

 Specialized policing • Anti-Human Trafficking Unit - multi disciplinary with holistic approach to rescue, investigation and rehabilitation. • Standard Operating Procedure for finding Missing children. • Training – two model police training centers, one for armed police and another for civil police. • Excellent infrastructure, tactical equipment (firing simulator)and integration of uniform syllabus including components on gender sensitivity and mainstreaming, missing children and transnational organized crimes, human rights and information technology.

Modernisation and Integration with Advanced Technology  State-of-the-art common integrated control room for police and fire & emergency services with video conferencing and high speed internet.  Communication and Technological integration  Automatic Finger Printing Identification system  Remarkable achievement in implementation of CCTNS with 100 percent digitization of all records. The project is now under last stages of implementation. • GPS tracking facility in real time of the digital sets both mounted in vehicles and handheld • Bulk messaging system across the state • Police-citizen interactive website

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• Media/facebook/whatsapp/twitter  Use of information technology based management system for developing • Personnel management information system • Fleet management system • weapon management system  Police Modernization inventory system

Community policing approaches  Sensitization on social issues affecting peace and security, drug trafficking, child labour, human trafficking, drug abuse, HIV and suicide.  Sensitization against PONZI schemes ( duping the investors) and cyber-crime ( email frauds) • Tourism Police – Mansarovar Yatra via Sikkim (Nathula) • Indo-Chinese Border Trade • Armed police and reserve battalions accredited as impressive, disciplined and client oriented force on election duty • Sikkim Disaster Response Force • Harmonization with the local traditional authority (371F, Dzumasas’/Pipon of Lachen and Lachung North Sikkim)

Future Plans  Geo-Mapping of trouble spots for disaster preparedness and alert and responsive security apparatus.  CCTV monitored system in the capital from traffic and public order management perspective.  Equipping the state RFSL with modern equipment  Unmanned aerial vehicles for surveillance and disaster management

Sikkim Police continues to strive to integrate the SMART dimension of policing with project management style of functioning and delivery for greater impact in crime prevention and social cohesion.

Challenges Growing expectations of the population within the broader perspective of human security continues to be a challenge on limited resources and ever growing need of technically skilled staff to cater to wide range of expectations. Coordination between various development focused bodies and its linkage with peace and security institutions continues to be far from being optimum.

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INITIATIVES OF H.P. POLICE Rakesh Aggarwal IG, CID, Himachal Pradesh Synopsis:

Developing tactics and strategies that are effective, efficient, and economical and lead to reduced crime and higher case closure rates, would be of great benefit to law enforcement agencies in view of resource constraints. The goal of the Smart Policing Initiative is to identify those tactics, practices, and strategies.

The details of best practices being adopted by the Himachal Pradesh Police are as under:-

The World Bank Funded Road Accident Data Management System (RADMS)

Himachal Pradesh has conceived, planed and implemented an ultra-modern Road Accident System. The programme is funded by the World Bank. The basic idea is to scientifically analyze road accidents and work towards reducing their numbers. Around 3000 road accidents occur in the state annually in which 1100 persons lose their lives.

The scheme involves all stakeholders viz.

(i) PWD (ii) Transport Department (iii) Department of Health (iv) Department of State IT (v) Himachal Road Transport Corporation

The salient features of the system are:

 Mobile tablets have been issued to all Police Stations and Police Posts to capture all accidents data. 44 drop down fields and 2 description fields are captured including road conditions, vehicle condition, etc.  The accident data is transferred via internet to a server established in the Police HQ where an Accident Data Management Cell has been set up. The system analyses the captured data and makes it available to all the stakeholders across HP.  As the analysis of the data is easier, more effective measures can be taken to improve the response and decrease the incidence of accidents.  The system interfaces with other IT Systems including HP Kanoon Vyavastha, CCTNS, VAHAN and SARTHI.  Specific Programmes for utilizing the accident data to develop and implement road safety countermeasures have been devised.

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 Based on the data, a state-wide Black Spots treatment program has been undertaken. By better road engineering, spread of awareness and more effective enforcement.

Benefits  Better Data management and data access to all stakeholders has resulted in improved decision making and better strategies to improve road safety

The system has been tested in two districts. The final roll out is scheduled for June 2015.

Eklavya Kala Manch:_

In order to spread awareness about issues related to various laws and procedures followed by the police, a cultural group ‘Eklavya Kala Manch’ has been created by Himachal Pradesh Police. The group spreads awareness through street plays, cultural programmes and theater shows in different locations of the State.

Through this powerful medium the group targets issues like drug abuse prevention, precautions to be taken while driving on the road, atrocities against women and other weaker sections, etc. The group also aims to make the citizens more responsible and aware of their rights and duties.

The group consists of 12 members supported by other members of police force. They have successfully participated in several events in association with local NGOs. Their work has been greatly appreciated by the public at large.

Women safety:

The following initiatives have been taken by the HP Police for the safety of women: (i) Establishment of Women Police Stations: Three women police stations, one in each range i.e. Shimla, Mandi and Dharamshala have been established for reporting and investigation of crimes against women. (ii) Creation of Anti-Human Trafficking Units: Four Anti-Human Trafficking Units in Shimla, Kangra, Sirmour and Kullu districts have been established. Two Anti-Human Trafficking Units are proposed to be established in Solan and Chamba Districts. (iii) Women and Child support Units in District HQrs: Special Women’s Cells comprising of lady investigation officers have been established in all the Districts. (iv) Postings of women police in Police Stations: In order to instill a sense of confidence among female victims of crime and to encourage them to

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unhesitatingly express their grievances in the Police Stations, 5 to 6 women police officials have been posted in each police station of the State. (v) SOP for the cases of Sexual Assault: A Standard Operating Procedure (SOP) for investigation of cases of sexual assault has been issued by the PHQ. (vii) SMS Service: HP Police department has launched an SMS service for the convenience of the general public through mobile No.94591-00100. The objective of the scheme is to render prompt assistance to general public and to properly act upon the specific complaints/information received through SMSs. This scheme is proactive in nature and helps a great extent to prevent crimes against women. Women who are subject to obscene SMS and phone calls have tremendously benefited from this scheme. (viii) Women training under Rashtriya Madhyamik Shiksha Abhiyan: HP Police is providing ‘Self Defence Training” to girl students of all Govt. Senior Secondary/High Schools in the State with financial assistance by the Education Department under a national project “Rashtriya Madhyamik Shiksha Abhiyan” with the idea of safety and security of girls and to empower them to deal effectively the anti-social elements. We have succeeded in providing self-defence training to more than 85500 girl students during the financial year 2014-15 across the state.

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INITIATIVES FOR WOMEN SECURITY BY M.P. POLICE

Aruna Mohan Rao ADGP, Madhya Pradesh Objectives:

 Adoption of Zero tolerance policy.  Ensuring free registration of all crimes against women.  Ensure immediate and speedy action against complaints of crime against women.  Issue guidelines regarding investigation of cases of crime against women.  Supervision of heinous cases of crime against women.  Analysis and review of human trafficking cases.  Monitoring of women helpline.

Monitoring Of Crime:

 Ensuring all cognizable offences reported by women are registered, investigated and taken to their logical conclusion.  Ensuring putting up of charge sheet within 15 days in rape offences.  After Supreme Court directions, F.I.R. registration is mandatory in cases of missing minors and cases of untraceable four months and above are transferred to Anti- human trafficking units or Dy.S.P.  Ensuring registration of cases under The Sexual Harassment of Women at Workplace Act 2013.  Fast track courts are being established in Madhya Pradesh for rape cases and other heinous crimes.  Notifications are issued by the High Court for hearing of rape cases by Additional District and Session Judge and hearing of other cases related to crime against women by J.M.F.C. court.

Session Trials

Conviction In Year 2012  Death sentence - 02 cases  Life imprisonment - 137 cases  Imprisonment for 10 years or more - 137cases  Imprisonment for 05 years to 10 years - 241 cases  Imprisonment less than 5 years - 291 cases Total - 808 cases

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Conviction In Year 2013  Death sentence - 14 cases  Life imprisonment - 286 cases  Imprisonment for 10 years or more - 404 cases  Imprisonment for 05 years to 10 years - 398 cases  Imprisonment less than 5 years - 2054 cases Total - 3156 cases

Conviction In Year 2014  Death sentence - 03 case  Life imprisonment - 251 cases  Imprisonment for 10 years or more - 286 cases  Imprisonment for 05 years to 10 years - 281 cases  Imprisonment less than 5 years - 1937 cases Total - 2758 cases

New Initiatives  Establishment of women cells in all districts of M.P.  The state of Madhya Pradesh has established 09 Women Police Stations at Bhopal, Indore, Gwalior, Ujjain, Satna, Sagar, Jabalpur, Rewa and Ratlam. These police stations cater to women complainants and investigate serious crimes against women.

Helpline State level Women Helpline 1090 was started on 1st Jan 2013 where women from all over the state can register their complaints. Disposal of the compliants is assured as escalation levels have been fixed and response from districts has to be received within 24 hours to the Help line.

Year wise complaints received and their disposal- year complaints disposal Reg. crime

2013 14962 14962 500

2014 23340 23340 876

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8096 complaints have been received till April 2015.

Women Desk

 141 Women Desks have been sanctioned by Government for immediate action and hearing of complaints filed by women complainants 01 S.I., 02 Head constable and 04 constables are posted in each desk.

 In the year 2013, 3725 complaints and in 2014, 4135complaints were received in women desks.

Family Councelling Centers

 At present 212 Family Counselling Centers are working at various police stations to solve family disputes. Trained counsellors, psychiatrists and psychologists discuss the problem with both sides and find a solution. Feedback and follow-up action are also taken.

Year Complaints

2013 8331

2014 11978

Anti-Human Trafficking

 24 A.H.T.Us are established in 3 stages in the state, resources are also provided to these units for their active policing.  Addl.S.Ps of all districts are nominated as nodal officers for anti-human trafficking.  Total 445 persons rescued so far.  Total 565 offenders have been arrested in human trafficking cases in 115 rescue operations from 2011 to 2014.  Special sensitization and training programmes are held regularly.

Nirbhaya Patrolling

 Nirbhaya Patrolling is a new patrolling system established in all district headquarters. It consists of a mobile vehicle with women police officers who patrol across all women

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colleges, schools, parks, markets and other crowded areas and prompt action are taken when informed to patrolling units.

Training

 To sensitize police officers and other stakeholders  Sensitization programmes are conducted by the branch and also in coordination with MHA, UNICEF, UNFP, UNODC & WCD etc.

SELF DEFENCE

 To train girl students in self defence, judo-karate training camps are organized with the help of colleges for 30 days. More than 6000 girls have been trained so far.

SELF DEFENCE FOR BLIND GIRLS

Self-defence Training Programme was also conducted for blind girls in collaboration with N.G.O. Sight Savers.

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INITIATIVES OF UTTARAKHAND POLICE Dr. Sadanand Date AIGP (Prov & Mod), Uttarakhand

Existing Initiatives.

1. Uttarakhand City Patrol Unit (CPU) 2. State Disaster Response Force (SDRF) 3. Cyber Crime Police Station (CCPS) 4. Special Task Force (STF) 5. Homicide Investigation Cells (HIC) 6. Tourist Police

Uttarakhand City Patrol Unit

1. Willing and trained Police Personnel are selected for CPU 2. They are provided with smart uniform and equipment and specially fabricated smart bikes 3. Objectives: Traffic Enforcement, response to incidents of road accidents, Intervention in road crimes- Immediate Responders 4. Every activity is video recorded

Constitution and Deployment

1. First Stage constituted in Dehradun (handpicked and trained personnel) 2. One Unit- 1 Sub- Inspector (armed), 1 Constable (with video camera and wireless set), 1 Motorcycle 3. Continuous logging of activities in control room 4. 10 teams deployed in 1 shift 5. 1 light vehicle with appropriate force as backup 6. Also introduced in Haridwar, Nainital and Udham Singh Nagar 7. SOPs made for units

Training

1. Induction training for 3 months followed by regular refresher trainings 2. Trained in proper behavior in their interaction with public 3. Traffic enforcement (Vs Traffic regulation) 4. 4 hour duty/4 hour off.

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SDRF

Role of SDRF and Training

1. Compact force specially trained to provide immediate response, help and relief in case of disasters 2. State specific customised training was given ( e.g. for mountainous region) 3. NDRF trained 4. Self sustaining with respect to shelter, equipment, ration, clothes 5. First responders to disaster, to assist district police and administration in case of any disaster, to fill the gap before arrival of NDRF and other national response 6. To coordinate with different agencies

Establishment of SDRF

• State Disaster Response Force(SDRF) battalion was created in 2013 post Kedarnath disaster • Raised in a phased manner • Deployed on the yatra routes and various disaster prone areas • SOP have been developed • Mock drills are conducted for effective response during disasters • Training is given to SDRF on various aspects of rescue operations • Rescue equipment were provided • Helicopter support from State Government as and when required

Cyber Crime Police Station

1. State of the art CCPS inaugurated by Hon’ble CM Uttarakhand 2. Since Cyber Crime is specific subject, suitable personnel were identified and trained in Cyber Crime 3. Investigates Cyber Crime cases that have state wide ramifications and gives technical. support to districts 4. It has a Cyber Lab with necessary software and kits

Special Task Force

1. Special Cell to deal with organised crime 2. Assists investigation by providing technical Intelligence through Legal Interception and Monitoring System- LIMS, Server based CDR analysis, Portable Field Cyber Forensic Kit etc. 3. Also prevents organised crime by apprehending notorious criminals

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4. Special allowance @ 30% is given for STF personnel 5. Gives intelligence (tech/human) support to district SOGs

Homicide Investigation Cel1.

1. Responsible for investigating homicide cases scientifically; aims at prosecution 1. Constituted in Dehradun, Haridwar, Nainital and Udham Singh Nagar Districts with dedicated staff 2. Each unit consists of 1 Inspector, 4 Sub- Inspectors and 8 Constables 3. Field Unit, Crime Kit Box, Camera, Laptop and dedicated vehicle

Tourist Police

• Apart from normal policing duties , specially trained police personnel deployed at various tourist places in Uttarakhand • Friendly approach towards tourists • Smartly dressed and trained in communication skills, good manners and etiquettes with good knowledge of local geography • Also trained in life saving skills e.g. riverine (jal) police at the rivers • Deployed during Chardham Yatras to assist pilgrims

Proposed Action Plan

1. State Crime Data Center 2. Mobile Forensic Labs in hill districts 3. Aerial Surveillance Units consisting Drones and Handlers for mass religious events 4. Smart Phone App. for Tourists/Citizens

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TECHNOLOGY AND HUMAN INTERFACE IN ANTI - NAXAL OPERATIONS D.C. Sagar IGP, Balaghat, M.P.

The use of Tablet as a handy android operated device with relevant softwares like ORUX etc is an effective tool which can be of utmost significance in planning, organising and executing Anti-Naxal Operations by the Forces. Adoption of Technology with adept Human Interface inspired by the word SMART Police is the need of the hour for successful Anti - Naxal Operations.

The rigorous application of technology and its training imparted to the fighting force engaged in Anti-Naxal Operations has tactical importance. The usage of Tablets with software ORUX on Google Earth Map and the Survey of India (SOI) sheets is effective in getting the coordinates, chasing route with way points andway point photographs and in exchange of data information both the Operational Team and the Base Units or Headquarters. It can house data of both fugitive Naxals for cross verification of antecedents and references. With its help the Forces may become self-sufficient in navigating through the Jungle without Public involvement who tend to disclose the location.

The force needs to be trained in appropriate usage of Modern Tablets as per their Operational requirements. For any operations against the Naxals who can cause damage to the Police Forces through Guerrilla Warfare Tactics, our force needs to respond with a meticulous and scrupulous plan to the inputs which are Reliable and thoroughly and physically verified.

In the Anti-Naxal Operations Police Personnel tend to use vehicles for quick mobility which makes them more vulnerable to Naxal attacks. So, the Mobility for the Anti-Naxal Operations should be swift, quick and SMART but on foot through the terrain for which they should be rigorously Trained on regular basis in difficult terrains.

The key letter of Smart word which stands for Strict and Sensitive is also practically constructive. From the tactical point of view the Force needs to be Strict in its discipline and strictly adhere to the SOPs for Anti- Naxal Operations. At the same time, the Sensitivity should be maintained at two levels. The force while on the cordon and search operations, tends to become insensitive to the inconvenience caused to the Public whom they happen to talk to or interrogate for unearthing information about the Naxals. Such acts of Police Force have the propensity to sharply alienate the public away from the Forces and give them the reason to be on the side of the Naxals. So, the Force must be sensitive, polite and considerate to the Public for winning over their valuable support.

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The Technology and Human Interface reinforce each other to deliver results for the victory of the Jawans in any Anti-Naxal Operations.The limitations of the existing system are enunciated as follows:

 Non-availability of SOI maps and frequent change in area of deployment  Delay in finding own position on map, detouring, alternate planning which affect speed/mobility of troops  The data base created/maintained at the base cannot be used during operations  Non-availability of satellite imagery while planning/detouring during navigation.

With the help of Technology in the form of usage of software on Tablets following benefits can be reaped: Offline satellite imagery can be created. Once map is created, the same data can be duplicated in as many tablets as required without additional data charges.3D view of the satellite images can be created for Terrain Analysis. Different maps (Google Terrain, SOI etc.) of the particular area can be viewed. It facilitates efficient and obstacle free Navigation. Data bank and identified landmarks/referral points can be seen during operation. This is made possible through the inbuilt GPS which indicates its own position on the SOI/Satellite Map. It help in better co-ordination, command and control in the entire Anti-Naxal Operation. It caters to an effective contingency plan as well.

In this manner, the usage of Modern Technology with a Human Interface is crucially instrumental in delivering success for Jawans in Anti Naxal Operations.

Use of Improvised Mobile Morchas

It can work as an effective mobile cover for giving the Jawans. Even during sport activity or exercising or training, Jawans can move the Mobile Morchas as per their immediate strategic requirement, Thus, the call to adopt the expression SMART in letter and spirit assumes significance professionally as well as strategically even in Anti Naxal Operations. The Jawans should be equipped with the upgraded Technology and its Training as it has the potential to save the precious lives of our Jawans who act sincerely beyond the call of their duty for the Country.

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