Selection of SHOs exposes lacunas in system

Islamabad: The recent selection of the police officials of the rank of inspectors to be appointed as the station house officers (SHOs) in 23 police stations of the federal capital exposed a number of lacunas, which paved the way for some officials with dubious service records and shady characters getting the nod of the high ranking selection board.

We are unable to even assume with any level of certainty if there was political intervention in the whole process or not. But keeping in view the general elections just round the corner and the prevailing political situation in the country, we find it difficult not to believe that the puppeteers were there somewhere behind, pulling the strings during the process.

We could only wish we are wrong but what has transpired as a result of the prolonged meeting of the ‘Selection Board’, comprising the top brass of the Islamabad Police, there is this ominous feeling of ‘foul play’ somewhere.

Whether it was the ‘pressure from above’, nepotism, favouritism, or internal manipulations, the rat smells pretty bad in the whole process of selection of the SHOs to head 23 police stations of the federal capital at this critical moment.

There are 150 ‘upper subordinates’ the officials of the ranks of inspectors out of which the selection board was supposed to pick the officials of good reputation, excellent service record and integrity.

When the final list was released of the officials selected to serve as the SHOs, there was not a single official from the ‘Category A’.

It was particularly astonishing that some of the candidates selected to head the police stations in the federal capital are officially placed in category ‘C’ or ‘B’ on the basis of their past service record and performance.

According to the guidelines, if there exist any such guidelines anywhere for the selection of officials for such important positions, the officials placed in categories ‘B’ or ‘C’ are not supposed to be even considered for such postings.

Apparently, the ‘selection board’ has read the ‘guideline’ the other way round. Not a single official from the ‘A’ category seems to be considered for these postings this time. Evidently there seems to be no ‘check and balance’ system and no particular laid down criteria to assess the performance of these ‘upper subordinates’ in Islamabad Police Department.

It has been observed that the Islamabad Police Department is being run according to the whims and wishes of the person occupying the top slot in the force. This particular practice seems to have taken deep roots in the system of Islamabad Police Department over the last couple of decades.

Unfortunately political influence, departmental manipulations and personal likes and dislikes seems to have been the basis for postings and transfers in the top slot in the department. Because, like in Punjab and Sindh, the offices in Islamabad also have become a ‘political position’, which only those who are in the ‘good books’ of the rulers are selected to occupy. And in return, they have to deliver.

And these practices have resulted in serious malfunction of the department, which should have been working like a well oiled machine. On the contrary, such practices have created a ‘disgruntled element’ in the force, adversely affecting the overall performance of the department.

The crime prevention and control as well as investigation process has suffered badly as a result of which a persistent increase in crime rate has been noted in the federal capital. And the fact that there have been reports of serious misconduct, indiscipline, abuse of power, and even patronizing the anti-social elements, especially the drug dealers and peddlers are clear reflection of this malfunctioning of the Islamabad Police Department.

There is an urgent need to grapple with these serious issues, first by putting one’s own house in order and then taking the bull by horns to effectively identify and eliminate corruption and indiscipline in the Islamabad Police. And this could only be done if a clearly defined policy is in place to evaluate the performance of each and every individual of the force in a judicious manner.

The process has to start from the top aimed at achieving a rapid trickle down affect on one hand and from the grass roots level to send a loud and clear message through all ranks of the force to realise their duties and responsibilities as the officers of the law.

This would, definitely, be a mean task to achieve. Nobody can even dream of achieving such a gigantic task over a short span of time. But the most important thing is to take a start. A start not from somewhere in the bottom, middle or top. But an all encompassing campaign aimed at improving the levels of performance to the point of excellence and bringing about a behavioural change too to lift the forces’ image in the eyes of the public. Wishful thinking all this may sound though.