I came, I saw, I conquered – these words define the words and deeds of IPS Pragya Jain.
The probationary period of an IPS officer as SHO is a very short period – barely 3 months, and is meant to learn the tools of the trade. But, IPS Pragya Jain learnt her new assignment so well, that she completely revamped the Police Station within 3 months! She not only understood the issues, but also implemented the solutions on the ground effectively. Quite an impossible task to accomplish within such a short span!The tale is all about her initiatives and outcomes it produced.
The write-up highlights the various initiatives undertaken by IPS Pragya Jain during her District Practical Training - while holding independent charge as Station House Officer. The initiatives resulted in a 360 degree makeover of the Police station within the existing resources and manpower.
She brought about a structural reform in the way the Police Station functions by initiating changes at 3 levels - namely Infrastructure management, Human Resource Management & Perception Management.
The entire work was started and completed within 90 days by IPS Pragya Jain, a probationer who was outsider to the area. But before we proceed with the initiatives, let’s first understand the ground reality to better appreciate the initiatives and results.
Video: How IPS Pragya Jain Created a Model Police Station
Importance of Police Station:
Need for Revamp:
Situation at the Time of Joining:
Dugri was an upcoming up-market locality in Ludhiana city outskirts, however, interspersed among these planned colonies are vast, empty plots of land which served as perfect breeding grounds for crime. High drug use led to drug addicts indulging in crime such as theft and snatching so as to finance their drug need. Moreover, these empty plots were hubs for drug intake, thereby reinforcing the “Broken Windows theory”.
The Dugri Police station was severely short staffed with only 37 personnel assigned to it against a total sanctioned strength of 94. The previous 2 years had seen 7 SHOs due to various reasons thereby leading to huge pendency of caseload, poor/ inefficient work culture and low morale of work force due to constant extraneous pressures. The infrastructure was also in bad shape and last repairs were done only at the time of its inception.
Key Issues Identified:
Police Station Work:
Regular meetings were conducted where entire station staff was invited for deliberations. For the first few days, problems were assessed and solutions envisaged. Everyone irrespective of rank and station was encouraged to speak up. E.g., thana sentry pointed out difficulty in arranging meals from outside thana during duty hours and an ASI with 26 years of service, pointed out difficulty in updating case files due to inadequate computer knowledge, thereby perpetuating dependency on other people. Female employees voiced their concerns over non availability of separate female washroom.
After several such meetings and two way communications, answers to such issues were listed down and strategy penned to implement them.
Action taken can be divided under 3 heads:
A requisition regarding all the resources needed to improve the thana functioning was forwarded to higher authorities, which were not done by the previous SHOs. Similar requisition letters were sent to utilize SAANJH funds by making use of “for public benefit“ clause.
Corporate Social Responsibility model was studied in detail and companies identified. 5 Key areas were shortlisted to be improved via CSR funding. The proposal was so drafted that these areas fell under the ambit of CSR.
After due permission from the senior officers, a liaison was established with these firms and talks initiated. The Dugri PS team held seminars regarding Crime against Women and simultaneous meetings with the top managements in these firms. This enabled Pragya Jain IPS to create not only awareness about a social issue but also meet the Managing Directors and convince them regarding the proposal personally. Finally funding was approved under the following heads.
Community support and crowd funding was also mobilized after regular meetings with local sarpanchs and responsible, reputable citizens. All the initiatives undertaken were communicated to senior officers via proper channel.
Reception Area With Helpdesk:
Co Operative Mess (Saanjhi Rasoi)
Parking Space (Inside & Outside):
Help was sought from civil administration in the following areas:
Bilingual signboards were put up not only outside the PS but also inside to indicate various rooms and facilities of public convenience. This was funded by public support.
Human Resource Management:
Public Perception Management:
Impact Impact on Effectiveness:
IPS Pragya Jain, toiled hard to create of a Modern Police Station. The end result was a Modern, SMART, gender sensitive and techno savvy Police Station.
She has now been transferred but she continues excel in her new assignments. Her story has been an inspiration of how hard work and dedication can overhaul an organization.