MegaCity Policing

Mumbai North Region - Organization (consist of 16 Police Stations)

Zone 11 - headed by Deputy Commissioner of Police - DCP (consist of 9 Police Stations)

  1. Goregaon Police Station
  2. Bangur Nagar Police Station
  3. Malwani Police Station
  4. Malad Police Station
  5. Kandivli Police Station
  6. Charkop Police Station
  7. Gorai Police Station
  8. M.H.B Police Station
  9. Borivli Police Station

Zone 12 - headed by Deputy Commissioner of Police - DCP (consist of 7 Police Stations)

  1. Dindoshi Police Station
  2. Goregaon East Police Station
  3. Kurar Police Station
  4. Samta Nagar Police Station
  5. Aarey Sub Police Station
  6. Kasturba Marg Police Station
  7. Dahisar Police Station


After the 1992 Ayodhya conflagaration it has become necessary to look at every aspect of the Mumbai police force from a fresh perspective. The continuing instances of explosions in the megacity have raised doubts about the very structure and functioning of the police force in the city. Besides, it has become difficult to handle the crimes and law and order situations arising out of the social, communal, political, regional, industrial and economic tensions prevalent in the city with the help of traditional policing.

These problems cannot be solved just by incorporating modern weapons, latest modes of communication, increased workforce and stricter laws. The latest devices will help the police force move faster but will not be able to guide it about the direction in which to head. For that, administrative alignment and creative innovation need to be introduced in the force. According to the system theory, it is not enough to change just one component of the system, the entire system has to be changed. Apart from technical changes, it is necessary to do away with old administrative methods and adopt newer methods.

The Mumbai police force is a very old and massive organization. According to management consultant Jim Collins, the older and bigger an organization, the greater is the misalignment in it, Management guru Peter Drucker has said that every organization should take a fresh look at its objectives and goals every five years.

Fortunately, a great deal of research has been conducted worldwide on the fundamental inspirations and needs of people providing services through organizations, on organisational behaviour, management skills and techniques as well as on the mission, objectives, aims, strategy and structure of organizations. From my experiments implemented earlier at Bhiwandi, Pune (rural), Satara, Akola, State Reserve Police Force and Mumbai Railways, it has been proved that this worldwide research can be very helpful to the police force.

After my appointment as Additional Police Commissioner of the North region, I thought I must make good use of all the experience garnered so far and in the northern region, I started implementing a new experiment in megacity police management. Of course, it is not possible to use in the northern region the research conducted elsewhere without adapting it first.

The fundamental aspirations of the Indian society, their values, faiths, customs, culture, and the influence of religious and political events, were all taken into account while formulating the experiment. The new direction for megacity police administration was decided by integrating old and new concepts, principles and methods of working. A new `homemade' model was devised. The `North region, Mumbai' experiment has been put into practice since July 2007.

There are only two stakeholders in the police force. One of them is the public for whose service this force has been created and the other stakeholders are the staff and officers of the police force who actually run the force.

Providing excellent services to the people of a megacity is an extremely tough and complicated job. For this purpose the Mohalla Committee was established; this simplistic looking committee actually does essential work.

It is very difficult to bring together the staff and officers of all levels and get exceptional work from them, Kamsudhar Mandal (Work Improvement Committee) might seem like a very basic and simple idea but it has the potential to achieve this objective and with this aim it was brought into practice.

In order that both these schemes could run effectively, the working system of the police station was restructured and many other plans were implemented to increase the skills of the officers and the constables. It won't do to give the same old answers to the new questions being thrown up in the megacity. The "Northern Region Mumbai Police Experiment" was started with the goal of providing these new answers. This book aims to put forth information about the various innovative schemes of this experiment.