february 2016
Volume 7 issue 5
editor-in-chief
I
ndia has a vast network of Central Armed Police Forces and it is growing exponentially. So much so that it seems empire building is the norm rather than an exception. Over the years various governments have allowed CAPFs the luxury of expanding their numbers without taking stock of what is rational, what is required and how much is necessary. So much so that the various CAPFs are multiplying to such an extent that they now seem to be duplicating roles and some even triplicating as well. So now there is the sight of some BSF battalions during duty on Delhi roads. And the ITBP proudly displaying its dog squad. How guarding borders brings troops to manning Delhi roads is a mystery and what use do expensive and well trained sniffer dogs have on the cold mountains of the Indian-Tibetan border is even more baffling. The ITBP displayed even greater muscle by declaring an all women battalion operational for duty on the Arunachal border. Granted gender equality and opportunity is the order of the day, but being practical is far more important than earning brownie points for this display. The ITBP shares border duties with the Army on the Line of Actual Control and this move is certain to create more nightmares than any Chinese soldiers could possibly hope to have achieved. There is a need to have an Indian sense to doing things since we have to operate in this environment rather than what the United Nations or various NGOs would like to see happen. Therefore it is important to inculcate an Indianness to policing rather than continuing the imperial model created for a colonised India by British masters. Police management, therefore, has to improve. For a young and growing India this model cannot sustain its ambitions. The policing model for India has to be based on a democratic structure that it is now rather than the colonised society it was when the Indian Police was raised by the British authorities. The requirement then was to observe troublemakers, prevent them being a nuisance and enforce the power and authority of the Viceroy on behalf of the King or Queen. There was no sense or need to provide justice as a first step to governance, rather the preservation of imperial interests. And so structure was modelled on those lines in every district under British rule in India. Native states followed a somewhat similar model. India despite becoming a republic has continued the same model of policing. Where preservation of interests of the state are paramount and those of the individual seem to be of lesser value. In a democracy this is an unacceptable scheme of things. And unless steps are taken now and urgently the time may pass when steps can be taken at all. India is in the midst of a global challenge posed by transnational terrorism that is funded by a seamless financial network, travelling on technologies that would seem benign at first glance and which is able to raise foot soldiers at the click of a cursor. International terrorism is the greatest threat of the 21st century. But the policing structures of India are still stuck in the 19th century. Unless it is realised that the most important link in the vast chain that is required to tackle terrorism is in fact the police, this monster cannot be adequately tackled. Police management, therefore, is critical to managing the national security challenges. And this management exercise has to start from the shape and structure of policing in the district, which is where the majority of India continues to live. Once the local police station is modernised, in terms of manpower and equipment, as is the district structure, a coordination cell needs to be set up that works at sharing information and other resources with the CAPFs. Both have critical roles to play in national security and both must be held accountable for it. Wastage of resources is a sin as unacceptable as is negligence. For that to be enforced an overall police management strategy needs to be worked out, from the national level and in consultation with all stakeholders, primarily the citizenry of India. For it is on their enterprise that this country will grow economically, so they have to be kept secure, which is, after all, the primary responsibility of the police.
Manvendra Singh February 2016
Defence AND security alert
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publisher’s view
Police Management
A Crying Need For reforms and modernisation
An ISO 9001:2008 Certified Magazine
Volume 7 | Issue 5 | February 2016 Chairman Shyam Sunder Publisher and ceo Pawan Agrawal President Urvashi J Agrawal Director Shishir Bhushan Editor-in-chief Manvendra Singh Corporate consultant KJ Singh Corporate communication Mamta Jain Natasha Sales Anup Kumar Sinha Creative Amit Kumar Gaur Representative (J&K) Salil Sharma Correspondent (Europe) Dominika Cosic Production Dilshad and Dabeer Webmaster Sundar Rawat IT operations Ankit Kumar Photographer Subhash Circulation and distribution Ashok Gupta E-mail: (first name)@dsalert.org info: info@dsalert.org articles: articles@dsalert.org subscription: subscription@dsalert.org online edition: online@dsalert.org advertisement: advt@dsalert.org Editorial and corporate office Prabhat Prakashan Tower 4/19 Asaf Ali Road New Delhi-110002 (India) +91-011-23243999, 23287999, 9958382999 info@dsalert.org | www.dsalert.org Disclaimer All rights reserved. Reproduction and translation in any language in whole or in part by any means without permission from Defence and Security Alert is prohibited. Opinions expressed are those of the individual writers and do not necessarily reflect those of the publisher and/or editors. All disputes are subject to jurisdiction of Delhi Courts. Defence and Security Alert is printed, published and owned by Pawan Agrawal and printed at Graphic World, 1686, Kucha Dakhini Rai, Daryaganj, New Delhi-110002 and published at 4/19 Asaf Ali Road, New Delhi (India). Editor: Manvendra Singh
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February 2016
T
he world has now recognised the power of management and the consequences of mismanagement. In an era where the complexities of warfare are changing rapidly from conventional to the ‘war by proxy’ modus, India is learning its lessons the hard way … as the attack on the Pathankot airbase by Pakistani terrorists has recently demonstrated. India needs to apply both ‘micro’ and ‘macro’ management techniques to improve and amalgamate the respective qualities of its armed forces, the paramilitary forces collectively called the Central Armed Police Forces (CAPFs) and the State police to set up a flexible but impregnable shield against foreign inspired terrorism, smuggling, arms transfers, counterfeit currency and organised crime. The spectrum of conflict is wide and unnerving and is fast becoming worse confounded by a spate of internal security incidents in the form of militant strikes, foreign inspired insurgencies, Left Wing Extremism and communal riots that have conspired to inflame Centre-State relations because of the compartmentalisation of control and command. Within the architecture of internal security, the Central Armed Police Forces administered by the Ministry of Home Affairs play a stellar role in controlling conflict situations. In today’s world, nothing is possible without proper management. Every activity is required to be well planned with great precision and managed with available resources for outstanding performance and effective results. If just one link malfunctions, the whole chain of management and the entire process is defeated and thus we are unable to attain what we intend. The engineering fraternity underscores the importance of the concept of Business Process Reengineering (BPR) and I believe that the same applies to our Police, both Central and State along with security forces too. I came across this phrase while visualising the February edition of DSA on Police Management – Role of Central Armed Police Forces (CAPFs) and State Police Forces in National Security. I think that it is the need of the hour to have workshops, conferences, seminars on training, management and deployment procedures of the Police and Security Forces immediately. I remember how the first lady IPS Officer, Dr Kiran Bedi introduced some very effective management activities during her tenure as the Director General of Tihar Jail, which actually brought a drastic change in the mindset and perceptions of jailors and inmates alike at Tihar. If this metamorphosis can be accepted as a welcome change by jail inmates, then I am sure the same can most certainly be replicated with the Police and security personnel in India! The level of threats and challenges being faced by our police and security personnel today have multiplied several times during the last two decades, but unfortunately, we are still running our security apparatus on the British vintage parameters. It is now mandatory that the government craft a strict management system where the performance of each individual is enhanced along with accountability and answerability. Calls for reforms in security architecture, especially in the Indian Police have resulted in the installation of umpteen committees which have given valuable suggestions that have floundered on the shoal of political indecision and inordinate delays. During the first decade of the 21st century alone, India has witnessed setting up of committees to reform the police and criminal justice system at the rate of one per year, indicating an urgency of reforms and simultaneously attracting the spotlight on the political inability to take the bull by its horns and implement the suggested reforms. That law and order is a ‘State subject’ is the unconcealed barrier against which these reforms have crashed. I feel, a ‘Manual of Police Management’ at the earliest can ensure efficient and effective handling of challenges and threats, creating a much safer and secure environment. Substantial results may take some time but if done in a planned manner it will definitely be a value addition to India’s national security apparatus.
Jai Hind!
Defence AND security alert
Pawan Agrawal
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February 2016
Defence AND security alert
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Contents
An ISO 9001:2008 Certified Magazine
4
Sneak Peek
03
DSA Interview Commissioner Of Police, Mumbai
06
Role And Challenges In Securing International Border With Pakistan And Bangladesh DK Pathak IPS
09
Police Reforms Senguttuvan Balasubramanian
12
Smart Policing India’s Growth Imperative Prakash Singh IPS
15
Theme Of The Month
20
Know The Chief Commissioner Of Police, Delhi
21
Community Policing Challenges And Recommendations Satyajit Mohanty IPS
22
Effective Internal Security Need For Police Reforms Kamal Kumar IPS
28
Is That A Way To Stop International Terrorism? V Balachandran
32
February 2016 Defence AND security alert
CRPF’s Role In Internal Security Prakash Mishra IPS
35
Valour Under Fire Meemansa
39
Synergy Between People And The Police Arun Bhagat IPS
40
Creating Ethics And Integrity Framework For Police Rohit Choudhary IPS
42
Police Impunity And Police Reforms Indian Experience KS Subramanian
45
Smart Policing And Public Safety Shelly Bhasin
48
Community Policing Experiment Gopal P Choudhary
50
Role Of ITBP In National Security Krishna Chaudhary IPS
53
State Of The CBI Problems And Prospects Dr RK Raghavan IPS
56
Permeable Borders Scourge Of Perimeter Security Cecil Victor
58
Time To Implement New Procurement Procedures Col KV Kuber (Retd)
62
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