OP Singh, author of Crime, Grime and Gumption
What prompted you to write an account of your professional life?
A police officer’s life is undeniably hard and often thankless. It’s a profession filled with tough and challenging moments, but it’s also incredibly satisfying. The beauty lies in the memories forged through the experiences. Imagine a police officer in an area plagued by terrorism, navigating the dusty dark patches of farmland with heightened vigilance, rife with danger, to protect citizens from the looming threat. Or responding to reports of land grabbing and confronting the perpetrators. In humanitarian crises, a police officer becomes a symbol of reassurance and safety. Saving lives and touching hearts, the impact transcends the uniform. It is not just about enforcing the law but also about being a pillar of support during moments of vulnerability.
I document my police career in Crime, Grime and Gumption, wanting to share first-hand experiences, offer insights into the challenges and successes of law enforcement and provide readers with a unique perspective on the complexities of my profession. It also emerged from my desire to illuminate the gritty realities of policing, showcasing the resilience and determination required in the face of crime. Sharing an account of my 37 years of professional life might also serve to inspire understanding and appreciation for the complexities of internal security in the country’s largest state of Uttar Pradesh (UP).
Since many people that you have mentioned in your book are still in public life, what kind of restraint did you impose on yourself? Did you share your manuscript with them? Did you worry that some may challenge your version of events?
My book is a collection of reflections. In crafting my memoir, the awareness of individuals still in public life definitely prompted me to exercise discretion and uphold a sense of responsibility. Concerns about potential challenges to my account from those mentioned in my book did have some influence in my decision to balance transparency with the need to respect privacy and maintain professional relationships. As a police officer, I have had the privilege of serving in diverse roles across various organizations in UP and within the Government of India.
Throughout my journey, I have had the unique opportunity to engage with a multitude of political figures ranging from chief ministers to Central government dignitaries. Recounting my experiences with these individuals proved to be a sensitive task as I was acutely aware of the delicate balance between maintaining privacy and adhering to protocol. Each interaction has presented its own set of challenges, yet it is through these encounters that I have gained invaluable insights into the intricate workings of governance and leadership.
In writing my memoir, I was conscious of the fact that the book serves as a first hard narrative from a police officer’s perspective. This necessitates a degree of self-restraint to avoid disclosing operational specifics or sensitive issues. Those of us who have worked in government roles are bound by duty to safeguard official secrets. However, I believe those who have held significant positions have a responsibility to document their experiences, not only to enlighten future police officers but also to potentially enhance law enforcement practices.
Of all the categories of bureaucrats, the Indian Police Service (IPS) is most vulnerable to political pressures. How did you navigate this minefield in your career? Were there any difficult moments?
It is true that police service is most vulnerable to political pressures. In my book, I have mentioned some of the cases where pressures were mounted on me in my discharge of duties. Navigating political pressures as a police officer involves maintaining integrity, adhering to the law and remaining impartial in decision making. I faced some of the difficult moments where political influence posed a threat. In one specific case, which has been mentioned in my book, my commitment to duty clashed with political pressure. Political interference or pressure has, in fact, become an inevitable part in the functioning of the police. The much talked about political pressure also stems from the fact that there is a lack of complete trust from the common man, in the police. Building strong relationships with the community based on trust and professionalism helps mitigate undue influences. Additionally, focusing on ethical conduct, following department protocols and seeking guidance from legal provisions provide support in navigating political pressures and challenges.
There is a common perception that in a state like UP, an IPS officer needs political patronage, else he/she is harassed and transferred randomly, sometimes even without notice. How correct is this? Does this not come in the way of professionalism?
The perception that IPS officers in states like UP require political patronage to navigate potential harassment and random transfers has some basis in reality. This dynamic can indeed pose challenges to professionalism, as it may create situations where officers feel compelled to align with political interests for stability in their roles. Striking a balance between maintaining professional integrity and managing political expectations based on rule of law becomes crucial in such environments. The extent to which this challenge affects professionalism can vary based on individual officers and overall governance context.
As former Director General (DG) National Disaster Response Force (NDRF), how would you appraise its strength and functioning? What needs to be done to increase its response time and efficiency? A common criticism is that NDRF is always found wanting during disasters with disproportionate dependence on the armed forces.
NDRF is a multi-disciplinary, multi-skilled, high tech, stand-alone force capable of effectively responding to all types of disasters and disaster like situations and to mitigate the effects of disasters. The need for better disaster response mechanism in India was being felt for a long time but few developments and disasters triggered the change under its purview. The Disaster Management Act 2005 represented a paradigm shift from the earlier relief-centric approach to response-centric approach and consequently NDRF was set up as a mandated disaster response force in 2006.
This force became the first of its kind in the world for disaster response, disaster risk reduction and mitigation and disaster prevention through awareness and community empowerment. This organisation has proved to be a game changer or orbit shifter based on criteria of impact, uniqueness and leverage. From mobilising teams of responders in the shortest possible time to enhancing the national response capabilities to planning future strategies impacting building strong disaster resilience, NDRF has been conducting breakthrough operations to save lives and property of the people.
As an Indian response model, in place since 2006, NDRF has been quite effective in protecting and safeguarding our vulnerable population from disasters of many kinds. The NDRF comprises 16 battalions and stands as a technologically advanced force equipped with state-of-the-art gear. Following a deployment model similar to the National Security Guard (NSG), its battalions are strategically stationed in hubs and Regional Response Centres (RRCs) based on disaster risk mapping.
According to the National Policy on Disaster Management (2009), state governments are mandated to establish their own State Disaster Response Force (SDRF) for prompt disaster response. Whether we talk of the Srinagar flood (2014), Cyclone Hudhud (2014), Nepal earthquake (2015), floods in Kerala, landslides in any other parts of our country or even CBRN (Chemical, Biological, Radiological and Nuclear) emergencies, the capabilities of NDRF have shown that they match stringent international standards and the organization is in line to get certification from the International Search and Rescue Advisory Group, a global network of rescue forces under the UN.
The criticism often levied against the NDRF implies a perceived inadequacy during disasters, coupled with what is deemed as disproportionate reliance on the armed forces. However, a nuanced examination reveals a more complex reality. NDRF has been a pivotal force in numerous operations, showcasing its efficacy during crises such as the Nepal earthquake and widespread floods across the country. To dismiss its accomplishments and focus solely on perceived shortcomings is to overlook the vital role it has played in disaster management. The contention that NDRF overly depends on the armed forces warrants scrutiny. While collaboration between these forces is essential, painting NDRF as consistently lacking undermines its achievements. It is crucial to acknowledge the inherent challenges faced by NDRF, including the absence of a robust air support system and manpower shortages.
Despite these obstacles, the force has performed commendably. The NDRF recognises these limitations and is actively working to address them by expanding its manpower and improving logistical capabilities. While there is room for improvement, a comprehensive evaluation of NDRF’s performance indicates that it has been a pivotal player in disaster response. Balancing constructive criticism with due recognition of its accomplishments is essential to foster a more informed perspective on the force’s role in safeguarding communities during times of crises.
The Central Armed Police Forces (CAPFs) have long felt that paradropping of IPS officers stymie the growth potential of their own cadre officers, which leads to their career stagnation and emotional distress. How was your tenure as DG Central Industrial Security Force (CISF)? What steps did you take to uphold the morale of your men and officers and also address their career aspirations?
The practice of paradropping IPS officers into CAPFs has been a source of concern among the cadre officers. This is because it can limit the growth opportunities for serving cadre officers, potentially causing career stagnation and emotional distress. When IPS officers are brought in from outside, it may create a perception of preferential treatment, hindering the career progression of dedicated CAPF officers who have invested considerable time and effort in the organisation. The emotional distress stems from a sense of unfair competition and the impact on morale within the existing cadre. This issue underscores the need for a balanced approach to leadership appointments within CAPFs to ensure fair opportunities for career development among all officers.
But one has to see the other side of the issue as well. The inclusion of IPS officers in CAPFs can bring several benefits to the organisations. IPS officers often bring a wealth of experience, leadership skills and a broader perspective on law enforcement practices. Their diverse backgrounds can contribute to strategic planning, effective decision making and the implementation of best practices within CAPFs.
Moreover, IPS officers may facilitate better coordination between CAPFs and other law enforcement agencies, enhancing overall operational efficiency. Their exposure to different aspects of policing can also contribute to the professional development of the entire force, fostering a culture of continuous learning and improvement. While the concerns of the existing cadre officers are valid, the infusion of IPS officers can be a valuable complement to the capabilities and effectiveness of CAPFs when managed thoughtfully and inclusively.
My tenure as DG CISF was very satisfying as I took several steps to galvanise the force, look into their problems deeply and tried to make an impact on operational preparedness of our personnel. Additionally, steps were taken to expedite the promotional processes within the CISF of all the ranks by going for cadre review at a greater speed. My book has a complete chapter on CISF and its working.
That certain elements of our police force including the IPS, behave in a partisan manner during incidents of communal violence is no state secret. From your experience, how serious is this problem and what steps must be taken to change this? Is it fair to hold the senior leadership responsible for acts of omission and commission by the juniors?
The perception that certain elements within the Indian police force, including IPS officers, exhibit partisan behaviour during incidents of communal violence is a matter that, though not universally acknowledged, demands serious examination. Addressing the issue necessitates a multifaceted approach to instil impartiality and accountability within the force. To initiate reform, a comprehensive review of the training module is imperative. Incorporating sensitivity training that emphasises unbiased handling of communal situations can contribute significantly. IPS officers, as leaders, should be exposed to diverse scenarios to foster a deep understanding of cultural nuances and community dynamics. This can help in cultivating a mindset that prioritises impartiality over potential biases.
Establishing clear guidelines and protocols for handling communal incidents is crucial. Standard operating procedures that emphasise neutrality, non-discrimination and adherence to the rule of law should be meticulously defined and communicated to all the levels of the police force. Regular assessments and drills can reinforce these protocols ensuring that officers are well-prepared to uphold the principles of justice in challenging situations. Senior leadership plays a pivotal role in shaping the culture of a police force. Holding them responsible for the acts of omission and commission by their subordinates is a fair measure.
Accountability mechanisms should be strengthened to ensure that leaders are actively engaged in preventing and addressing biased behaviour within their ranks. This can include periodic reviews, evaluations and transparent reporting structures to identity and rectify deviations from the expected standards of conduct. Additionally, fostering community engagement is vital for building trust between the police force and the public. Addressing the issue of partisan behaviour within the police force requires an approach from enhancing training modules to reinforcing clear guidelines and protocols and holding senior leadership accountable. By actively involving the community and promoting transparency, the police force can evolve into a more trusted institution.
Looking back on your career, do you find moments in which you could have handled a situation differently for a different outcome?
Reflecting on a 37-year-career as a police officer inevitably brings forth a range of experiences and it is natural to contemplate whether certain situations could have been handled differently for potentially different outcomes. In the crucible of law enforcement, decisions are made under immense pressure, often with incomplete information and limited time. It is in these moments of reflection that one may discern instances where alternative approaches could have led to different outcomes. Each engagement, whether routine or extraordinary, offers lessons that contribute to an evolving skill set.
The nature of police work involves navigating intricate human dynamics, and hindsight often reveals nuances that may not have been apparent in the heat of the moment. I believe that in my postings in sensitive districts like Aligarh, Moradabad or Prayagraj, where communal tensions often simmered beneath the surface, more proactive efforts in fostering community relationships could have yielded even more positive results. Community engagement goes beyond mere policing; it involves active participation, communication and empathy. By forging meaningful connections with citizens, religious leaders and community stakeholders, police can prevent potential flashpoints from escalating into conflicts.