Success of the Experiment

  • This scheme was put into practice from July 2007.
  • As additional commissioner of police, I was totally aware and in the know of events and crimes.
  • During my police station visits, rather than reading the papers of all the crimes or listening to events of crimes, I would check whether the deputy commissioner of police and assistant commissioner of police were doing their job. Ordinarily, for a single task, the police inspector, senior police inspector, assistant commissioner of police, deputy commissioner of police and additional commissioner of police all would give instructions. But I would interfere in these matters only when required so this prevented unnecessary repetition of the police station work supervision.
  • At the time of starting this scheme, a circular regarding the Mohalla committee was sent to everyone. I insisted that every employee should study it. During my police station visits I would question any employee regarding the circular. It was the responsibility of the senior police inspector, police inspector, and the API/PSI to ensure that the employees studied the matter.
  • I would stress on only one scheme at a time because the human brain can focus properly only on one task at a time. Also, if two schemes are implemented simultaneously, the percentage of success comes down by half.
  • I made it compulsory for the senior police inspector, police inspector, and the API/PSI to regularly grade the learning of the policemen. This enabled us to know of the progress they had made in their learning process.
  • After the concept of the Mohalla committee was well established, I sent out a circular for the Kamsudhar mandal scheme. A follow-up was maintained on that scheme.
  • Only after one scheme was completely understood by the employees was the second scheme initiated.
  • Initially, everyone is a little confused.
  • There is resentment and a tremendous opposition to change.
  • After six to seven months the advantages of the scheme came to be noticed or realised. The opposition and the resentment reduced.

Consistency was maintained after the advantages came to be seen and this ensured that the scheme picked up speed. At the end of one year, 80% of the policemen had accepted the scheme. Fifteen per cent of the staff had to be pressurized into adopting the scheme and as far as the remaining 5% are concerned, only God can bring about a change in them!