Prevent Corruption through Human Resource Development

CORRUPTION PREVENTION
THROUGH
HUMAN RESOURCE DEVELOPMENT
IN
NATIONAL HIGHWAYS & MOTORWAY POLICE
A CONCEPTUAL & ANALYTICAL PRESENTATION
By
Syed Ibne Hussain, PSP
Deputy Inspector General of Police,
National Highways & Motorway Police
Islamic Republic of Pakistan

INTRODUCTION
TO
NATIONAL HIGHWAYS &
MOTORWAY POLICE

 PAKISTAN MOTORWAY POLICE (PMP) COMMENCED ITS
OPERATIONS ON ISLAMABAD – LAHORE MOTORWAY ON 26TH
NOVEMBER 1997.
 OLD G.T. ROAD WAS ALSO ENTRUSTED TO PMP IN MARCH, 2001
AND THE ORGANIZATION WAS RENAMED AS “NATIONAL
HIGHWAYS & MOTORWAY POLICE”.
 TOTAL ENFORCEMENT AREA = 2460 KM
 HUGE TRAFFIC BURDEN
 Freight Traffic 95%
 Passengers Traffic 90%
NATIONAL HIGHWAYS & MOTORWAY POLICE, PAKISTAN 3

Service above self to ensure safety and provide
assistance to road users. In this endeavour, it is
our commitment to give due respect to all road
users, be fair, equitable and to uphold ethical
practices at all times…
MISSION STATEMENT

• A Corruption Free Department
• Nominee for UN Best Public Service Organisation Awards
• Nominee for ADB Best Efficiency Awards

NATIONAL ACCOUNTABILITY BUREAU OF PAKISTAN
DECLARED
A CORRUPTION FREE
DEPARTMENT

United Nations Organisation has nominated
for
Best Public Service Organisation Awards

Asian Development Bank has nominated
for
Best Efficiency Awards

HOW WAS IT
POSSIBLE?
• CHANGING POLICE CULTURE
• TRAINING ECOLOGY
• WORKSTATION ECOLOGY

Changing Police Culture
 EXCEPTIONAL POLITICAL WILL
 PM’s Initiative
 Attractive Package
 Protection from political interference
 RULE OF LAW
 Equal & Fair Application of Law
 Raised the status/authority of police officers
 Pride in their jobs & in their organisation

CULTURAL
NEGATIVE POLICE CONDUCT: THE CULTURAL MATRIX
Research by Dr. Wasim Kausar and Dr. Johnston at University of EXTER U.K. on : Negative Police conduct
be changed by improvement in Training and Work Station Ecology
Police Culture

Training Ecology
A Practical Approach

STRATEGY FOR RECRUITMENT & SELECTION OF
DEPUTATIONISTS

 Graduation as minimum standard
 ASI and above only
 Clean record
 Physical fitness
 Selection on merit
 Attractive pay & allowances in comparison to their
parent department

STRATEGY FOR
NEWLY RECRUITED OFFICERS

 T.N.A. To Assess Training Needs
 SWOT Analysis: TNA Technique
 Qualified Instructors
 Modern techniques of instruction
 Syndicate/participative system
 Simulation exercises
 Case studies
 Driving skills
 Respectful Training Environment
 Foreign training (UK, Germany & France)

Workstation Ecology
A Conceptual Exegesis

LEVEL
PAST PRESENT FUTURE
JOB ACHIEVEMENTS
JOB EXPECTATIONS
TIME
WIDENED GAP
BETWEEN
EXPECTATION AND
ACHIEVEMENT
SHOWN BY THE
J-CURVE
IVO.K.F. Feierabend: ‘Anger, Violence and Politics’; 1992; Page: 111.
HRD Strategy:
Widened gap between Job Expectations and Job Achievements creates frustration.
J – CURVE MODEL

Relative
Deprivation
Pessimism
Insecurity
Aggression
Societal
Dualism
Un-Stable
Ecology
Un-Healthy
Environment
Pent-Up
Emotions
Financial
Stringency
Frustration
STRESS
Research by Dr. Wasim Kausar and Dr. Johnston at University of Exeter, UK
HRD Strategy:
Improved Training and Work Station Ecology reduces STRESS
STRESS PRONE PERSONALITY DISORDER

Workstation Ecology
Practical Reforms

 Manageable span of control
 Chain of Command
 Neat and clean working environment
 Mess facility
 Sports activities
 Shift system and Monthly Rest
 Only moving violations be checked. No documents
seized.
 Force responsible for traffic discipline, safety of
commuters and initial action in crimes.
Workstation Reforms

Welfare
 Well Paid
 Medical Facilities through Combined Military
Hospital (CMH) For NH&MP Employees
 Rewards
 Annual rewards
 Criteria: Good works, helps to commuters,
accident / crime management, enforcement
Job Satisfaction Through Welfare

 Vigilances/ Inspections/ Surprise Checks
 CPO as Supervisory Officer
 SP as Competent Authority for deciding punishments
 DIG & IG as Appellate Authority
 Every complaint is dealt in all seriousness and is decided on
merit
 Daily monitoring of calls made by commuters at Help Line 130 by
Zonal Commander & Sector Commander to check response &
behavior of patrolling officers
 Close coordination with transporters, media and members of civil
society for “Civilian Oversight”
 Checks on NH&MP Officers
 Outsourced Fine Collection Units collecting fines imposed by
NH&MP
 The violator is given an option to accept/contest the penalty
Internal Accountability System

HELP FIRST – PENALIZE LATER
PROVISION OF PROMPT & SIGNIFICANT HELP
PUBLIC FRIENDLY POLICING

 Establishment of Guidance Centres
 Lost & Found children
 Establishment of Help Line 130
 Mobile Education Units
 SMS Information Service
 First Aid services
 State of the art rescue equipment
 Trauma & medical relief centres
 Minimum weaponry displayed
 Polio Vaccination campaign
 Establishment of Drivers Training Schools
 Multan
 Kamra
 Motorway chowk, rawalpindi
 Kamonke
 Sheikhupura
SOFT & FRIENDLY POLICING

HELP FIRST – PENALIZE LATER
CRIME REDUCTION
PUBLIC FRIENDLY POLICING

130995
163714
220887
493407
744806
964724
776577
872171
974475
0
200000
400000
600000
800000
1000000
1200000
Helps 130995 163714 220887 493407 744806 776577 872171 974475 964724
2000 2001 2002 2003 2004 2005 2006 2007 2008
Average Helps per Month = 80394
Average Helps per day = 2643
HELPS RENDERED
Data collected from Computer Bureau, NH&MP, Islamabad

351
72
0
50
100
150
200
250
300
350
400
Before NH&MP After NH&MP
Enforcement Agencies
No.
of
Dacoities
80% Decrease
COMPARISON OF ROBBERIES/DACOITIES
AVERAGE DECREASE IN CRIME : 80%
Data collected from Computer Bureau, NH&MP, Islamabad

An Agent of change
National Highways & Motorways Police

Motorway Police: An Agent of Change
 Replication of NH&MP Model
 Punjab Highway Patrol
 Islamabad Traffic Police
 Traffic Wardens
 All the above three are also considered
corruption free organisations

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