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Akshee group cpm
1. A C A S E S T U D Y
Community Policing Model
Submitted by:
Aditi Chawla
Adhiraj Rawat
Akshee Jain
Mayank Arora
Parul Madaan
Tushar Mishra
2. Problem
Trichy had a high crime rate.
There were racial and religious conflicts, rioting, murder,
mayhem and other anti-social activities.
The community was losing confidence in the police and
the widening gap denied any community support .
"How can a cynical, suspicious organization and its
equally suspicious, disenchanted 'clients' be turned
around?"
3. Solution
At macro level:
• Beat Officers‟ System
• Complaint/Suggestion Box System
• Wide Area Network
At micro level:
• Helpline for Women
• Slum Adoption Programme
4. Story Behind the Idea
A matter of PM‟s security – little information available
Couldn't rely on the existing ways of getting the information
The Idea
Choosing fifty of his most reliable men, constables who had a
'good' record –honesty, no bribery, no bad habits, polite
They were asked to stay in their localities for a week and their
only job was to listen to what was happening
Feedback information related to security threats to Tripathy-
no need to report to the office
5. Story Behind the Idea
Result
Quality of information that Tripathy received enabled him to
take preventive actions
Constables rapport with their neighbors was increasing and they
were able to renew old contacts
Tripathy then extended this system to gather information
about crimes and modelled the ‘Community Policing
Model’.
6. Implementation
Initial Stage
• The constables were told to continue staying at home and providing
information to Tripathy - this time on crime.
• Resistance from the Station House Officers (SHOs) - this ate into their
earnings and lack of knowledge/awareness was no more an escape button.
• This was overcome by Tripathy himself being the conduit of
information. The constables informed him and he informed the SHO.
• Soon, results started coming in and crime dropped dramatically in these
localities.
This is when Tripathy decided to scale up a modified version of this
experiment across Trichy.
7. Implementation
Process
Step I: Selection of the candidates - hand-picked 260 constables out
of randomly picked 2600
a) Selection criterion:
Internal police CID files - those with no history of corruption, no bad
habits, those who were polite, and had a track record of effectiveness
These files were rigorously screened by Tripathy.
He met each person a number of times and shortlisted constables who
seemed most open to change in just one week.
b) Fitting of the person:
To select the best constables and, to decide which environment they
would best fit into, mapping of the person to appropriate area was done.
For example, those who were more educated and comparatively gentler
would adapt well in posh areas and those who were comparatively
'tougher' would fit into say, a slum environment.
8. Implementation
Step II: Creating Awareness
After talking and questioning the criminals, he could see that the
environment was a major breeding ground for anti-social and
criminal activities.
When they grow up in severely deprived localities and they see
that the rule of law is neither fair nor equal to all, they take to
crime as it is the easiest way to earn a living
It created awareness that people aren't born criminals nor do
they grow up with criminal tendencies. And if one could improve
the environment, it would limit anti-social activity.
9. Implementation
Step III: Building Ownership
Factor 1:
Constables were not given starting lectures on community policing.
These officers began without knowing the principle.
They learnt on the job, saw results, came back and asked for more
information. When they asked for more information, community
policing articles were translated into Tamil for them.
They read the notes and came back saying “This is similar, but ours
is unique because we have developed it rather than the bosses”
10. Implementation
Factor 2:
Tripathy always ensured that the constables are involved in decision
making. He asked them "tell me what problems will we face; and
how do we go about overcoming them?“
Since initially the constables were not aware of the different
possibilities, Tripathy gave them additional information on
government policies and schemes where people had benefited.
From that kind of information, ideas started flowing. And because
ideas came from the individuals themselves, it led to ownership.
Constables were told that the beat was their baby completely and
they were responsible for it in all ways. If they needed an officer to
take a decision, it would be an embarrassment. They could do
whatever they thought was best.
''You do your job; I will come wherever you are.”
11. Strategy to overcome prospective challenges
Challenge 1: Shirking
Solution:
Regular interactions between the SHOs and the beat constables
Each beat officer had a walkie-talkie - if any distress call was received in
their area, they were expected to reach the site before the police team
from the station reached, this soon became a matter of honor.
Tripathy had flashed his mobile number across the city through the local
press, local TV channels, radio etc. saying he would be available to every
citizen for any problem. This ensured that he got constant and quality
information from the public.
Further, complaint boxes were set up in every beat and someone from
the commissioner's office opened them every day.
Tripathy would meet nearly fifty people a day at his office from different
areas, only too willing to give him feedback about how the beat was
working in their areas.
12. Strategy to overcome prospective challenges
Challenge 2: Corruption
Solution:
When there were genuine complaints about corruption or about officers
favoring some party workers or community members, Tripathy
suspended the officers.
Information was so freely available to the commissioner both through
feedback that openness had come into the system and anything
underhand was immediately highlighted and dealt with.
Tripathy also dealt ruthlessly with those who broke the law, no matter
how powerful - This sent the message that nobody was above the law.
Empowering the beat officers: Initially the information flow from the
beat officer was directly to Tripathy, then the information was handed
over to the inspectors. After the capability had been built, he now asked
the beat officer to inform and report to the inspectors directly.
13. Motivating the constables
He allowed the beat officers to talk to the media and share their own
stories and examples - It was motivating for the beat officers to see
themselves on TV talking about what they had achieved.
Tripathy realized that the influential always spoke only to an
inspector whereas constables were never spoken to. So, whenever
anyone would ask to speak to the inspector about a problem, he was
politely redirected to the beat officer.
He initiated a system of „weekly Saturday meetings‟ of the beat
officers with the community where those in the locality stated their
problems. No inspectors were present. It was just the beat officers
and the community.
14. Creating Trust within People
It emerged that when the municipal council did not do its civic
duties, it affected law and order.
Rather than lose credibility, Tripathy got a local National Service
Scheme (NSS) group of volunteers to begin laying the road.
With the holistic perspective toward community and civic
policing, residents began giving the police their applications for
water, sewage and telephone connections and these were taken
up with the commissioner.
To drive the holistic community concept further, Tripathy took
the Municipal Commissioner along to visit localities and listen to
issues.
