Central Police Office:

Central Police Office (CPO) and Provincial Police Administration

1. CPO Functions:

 Head: Inspector General of Police (IGP) leads the provincial police establishment.

 Responsibilities: Ensures compliance with the law, responsiveness to the community,

and effective system building, planning, organizing, staffing, directing, and
controlling.

2. Police Establishment:

 Definition: Constitutes all ranks and files of the police force in a general police area or
province.

 Authority: Powers of administration vested in the IGP, assisted by officers provided by the
government.

3. Additional IGs:

 Assist IGP: Head branches dealing with specific subjects.

 Supervision: Oversee matters at the provincial level in their designated subjects.

4. Administrative Hierarchy:

 Additional IGs:

 Supervise branches and subjects.

 Act as deputies of the IGP.

 DIGs and AIGs:

 Assist Additional IGs in subsidiary subjects.

 Oversee specific branches at the CPO.

5. CPO Staff Establishment:

 Provincial IGP: Overall head.

 Additional IGs:
  Career and Disciplinary Matters.

 Administration.

 Training.

 Internal Accountability.

 Welfare.

 Finance.

 Development.

 DIGs and AIGs: Assist in specific branches and subjects.

6. Major Subjects Supervised:

1. Establishment: Career and disciplinary matters.

2. Administration: Management of non-uniformed ranks.

3. Training: All training establishments, capacity building, and policies.

4. Internal Accountability:

 Inspections: Police offices' inspections, performance, and policy.

 Complaints: Management of police matters and against officers.

 Inquiries: Supervision and conduct of inquiries against officers.

5. Welfare: Welfare measures, policy enforcement, and project proposals.

6. Finance: Financial management and policy of provincial police.

7. Development: Development projects and care of immoveable infrastructure.

8. Operations: Record and coordination of operational working of police.

9. Investigation: Supervision of investigation quality, capacity building, and policy.

10. Logistics: Provincial stores maintenance, management, and disbursement.

11. Procurement: Procurement of central items for the police establishment.

12. Motor Transport: Supervision, management, and procurement of the provincial motor fleet.

13. Telecommunication: Supervision, management, and procurement of provincial

telecommunication.
 14. Information Technology: Digitalization, IT initiatives, and capacity building.

15. Monitoring: Record-keeping and monitoring of the police establishment and organizational
performance.

7. Ministerial Staff and Experts:

 Ministerial Appointments: Provided for designated functions under each police law.

 Roles: Non-uniformed officials performing ministerial and technical tasks.

 Examples: Director Audit, IT experts, technical advisors on procurement.

 Governance: Governed under respective civil servants Acts, Ministerial rules, and
employment contracts.

Key Takeaways:

 Leadership: IGP heads CPO and provincial police establishment.

 Hierarchy: Additional IGs oversee major subjects, assisted by DIGs and AIGs.

 Major Subjects: Cover establishment, administration, training, accountability, welfare,

finance, development, operations, investigation, logistics, procurement, motor transport,
telecommunication, IT, and monitoring.

 Ministerial Staff: Non-uniformed officials support specialized tasks.

 Governance: Governance under respective laws and rules.

Planning and Development in Police:

Introduction:

 Planning Definition: The act or process of making or carrying out plans, involving the
establishment of goals, policies, and procedures for a social or economic unit.

 Police Planning Philosophy: Some police departments lack planning; others plan only for
the coming year. A prevalent philosophy is "cross the bridge when we come to it."

Framework of Planning and Development in Pakistan:

Federal Level:
  Ministry of Planning: Chaired by the Prime Minister, overseeing the Planning Commission
for financial and public policy development.

 National Economic Council (NEC): Highest approving forum; chaired by the Prime
Minister.

 Central Development Working Party (CDWP): Chaired by Deputy Chairman Planning and
Development; approves projects up to 10,000 million.

Provincial Level:

 Planning and Development Boards (PDB): In Punjab and Sindh, highest bodies for
planning and development.

 Provincial Development Working Party (PDWP): Approves projects up to 10,000 million.

 Departmental Development Sub Committees (DDSC): At district level, chaired by

administrative secretary or IG Police.

Project Management Cycle:

1. Identification and Formulation:

 Need assessment and project identification.

 Rough cost estimate (RCE) by Communication and Works (C&W) department.

 Preparation of PC-I submitted to AIG Development at central police office.

2. Annual Development Program (ADP) Formulation:

 AIG Development shortlists and prioritizes proposed schemes.

 Shortlisted schemes uploaded on Smart Monitoring of Development Projects (SMDP)

Portal.

 Schemes approved and published in the budget book.

3. Post ADP Process:

 P&D department intimates concerned district police through AIG Development.

 Submission of PC-1 to DDSC/PDWP for approval.

 Administrative approval by IGP Police.

4. Release of Funds:

 Scheme sent to P&D for fund release.

  Finance department releases funds to C&W.

 Funds transferred to the concerned XEN.

5. Approval and Tendering:

 C&W approves detailed estimates and sanctions technical aspects.

 Tendering process starts, and the winning bidder is issued the work order.

6. Monitoring and Evaluation:

 C&W and DPO oversee the project, ensuring continued monitoring until completion.

Funds Management in ADP Schemes:

 Excesses and Surrenders: Cost and Expenditure Analysis

 Statement prepared based on actual expenditure and estimates.

 Supplementary budget may be requested based on the statement.

 Supplementary Grants:

 Token, technical, or regular grants based on need.

 Re-appropriation regulated under relevant financial power rules.

 IGP empowered for capital-to-capital re-appropriation; other requests go through

P&D.

Key Takeaways:

 Planning Definition: Act or process of making and carrying out plans.

 Police Planning Philosophy: Some departments lack planning; others plan for the coming
year.

 Federal Planning Framework: Ministry of Planning, NEC, CDWP.

 Provincial Planning Framework: PDB, PDWP, DDSC.

 Project Management Cycle: Identification, Formulation, Approval, Implementation,

Completion, Evaluation.

 Funds Management: Excesses and surrenders, supplementary grants, re-appropriation.

Budget Making and Financial Management:
Public Finance Management in Pakistan

Introduction:

 Budget and Finance Functions:

 Payroll, purchasing, budgeting, billing, accounting, and auditing.

 Importance demands good knowledge despite police officers' usual lack of

understanding.

Administrative Framework:

 Centralization: Inherited from the British government, still dominant role by the Ministry of
Finance.

 Constitutional Regulation: Articles 78 to 86 for the Federation and Articles 118 to 126 for
the provinces.

 Public Moneys: Consolidated fund and public account at federal and provincial levels.

Key Legislative Measures:

 Finance Management Act, 2019:

 Framework for management and control of public moneys, budget, development

projects, treasury, and audit.

 Defines roles of finance ministry, Controller General of Accounts (CGA), and Auditor
General of Pakistan.

 Treasury Single Account (TSA):

 Maintained for unified view and central control of cash transactions by the
government.

 Governed under Cash Management and TSA Rules 2020.

Principal Actors:

 Principal Accounting Officer (PAO):

 Administrative secretary of the department, or IG Police if holding ex officio

authority of a secretary.
  Prepares annual budget estimates and cash plans, submits to the concerned finance
division or department.

 Controller General of Accounts (CGA):

 Controlling officer for all account offices in federal, provincial, and district
governments.

 Responsible for arranging payments and consolidating accounts through AGPR,

Provincial AGs, and Self Accounting Entities (SAEs).

 Auditor General of Pakistan (AGP):

 Audits accounts of public sector enterprises from federal to district level.

 Submits reports to respective Public Accounts Committees (PACs).

Budget and Budget Cycle:

 Government Budget Definition: A formal expression of government plans, goals, and

objectives.

 Constitutional Provisions: Articles 80 to 84 and 120 to 124 deal with the budget for the
Federation and provinces.

 Budget Types: Deficit budget (proposed expenditure > estimated revenues) and surplus
budget (reverse).

 Performance-Based Budget: Introduced by the Public Finance Management Act, 2019.

Budget Cycle:

 Stages:

 Budget policy and priorities.

 Budget preparation by ministries and departments.

 Consolidation by the finance division or department.

 Authorization and approval by the respective legislature.

 Execution by concerned ministries, departments, and finance entities.

 Periodic reviews of financial performance and policy objective achievements.

Special Assignment Account Procedure Responsibilities of DDO:

 Usage of Special Assignment Account (SAP):

  Official transactions exclusively through SAP; no other commercial bank accounts
allowed.

 Account Opening:

 DDO forwards the opening request to the finance division or department.

 Verification and Signature:

 DDO or authorized signatory verifies each payment by a signature for accountability.

 Withdrawal Restrictions:

 No cash withdrawals for unauthorized purposes; finance department can direct

closure if unauthorized operations occur.

 Account Monitoring and Audit:

 NBP sends monthly account statements; DDO must examine.

 DDO is responsible for auditing the account per legal requirements.

 SAP Software Monitoring:

 DDO closely monitors SAP financial management software for transaction

authenticity and details.

Exam Notes:

 Key Legislation: Public Finance Management Act, 2019.

 Major Players: PAO, CGA, AGP.

 Budget Types: Deficit and surplus.

 Budget Cycle Stages: Policy, preparation, consolidation, authorization, execution, reviews.

 Special Assignment Account: Exclusive use of SAP, strict withdrawal controls, monthly
monitoring, and auditing responsibilities.

Procurement and Logistics in Police:

Public Procurement in Pakistan

Introduction:
  Definition: Purchase of goods, services, and works by the government or government-owned
entities.

 Significance: Involves a significant portion of taxpayers’ money, demands efficient allocation

of resources, rational spending, and accountability.

Regulatory Framework:

 Establishment of PPRA: Federal Public Procurement Regulatory Authority (PPRA)

established in 2002.

 PPRA Rules: Enacted in 2004 for an efficient procurement regime.

 Provincial Alignment: Provinces enacted their procurement laws, e.g., Acts of 2009 for
Balochistan, Punjab, and Sindh, and Act of 2012 for KP.

 OECD Recommendations: Provide international standards for transparent public

procurement.

Public Procurement Cycle:

1. Procurement Planning:

 Genuine requirement assessment.

 Address future needs of goods and services.

 Realistic estimation of each particular.

2. Formulation of Bidding Documents:

 Specifications clarity and comprehensiveness.

 Method and criteria determination.

 Funds availability check.

3. Pre-Qualification:

 Pre-screen competing vendors against baseline capacity.

 Test companies' capacity to perform the contract.

4. Bid Evaluation:

 Enumerated procedures and methods.

 Formulation of standard bidding documents.

  Uniformity, openness, and equal application for transparency.

5. Grievance Redressal:

 Defined timeline for grievance redressal.

 Formation of an independent committee.

6. Contract Award:

 Transparent and objective contract award.

 Record terms, conditions, roles, and responsibilities.

 Define payment schedules and inspection conditions.

 Define arbitration mechanisms.

7. Monitoring the Performance:

 Clear program for checking work and goods.

 Identify procedures for inadequacies and poor performance.

 Record contractor performance.

 End-of-contract review for vendor’s performance and process efficiency.

Best Practices for Police Department:

Procurement Process:

1. Initiation: Start after fund allocation.

2. Central vs. Unit Level: Central items purchased at the central police office; other items at
unit and district levels.

3. Indent Submission: Units and districts submit indents to respective central offices.

4. Procurement by DDOs: DDOs procure items based on their official monetary powers.

Advertisement for Tenders:

 Different procedures based on the contract price range.

 Inclusion of pre-qualification for contracts above 100 million.

 Detailed processes for vendor selection, bidding documents, and submission timelines.

Technical and Financial Evaluation:

  Technical and financial stages in the procurement cycle.

 Specific methods based on the procurement size.

 Adequate time for document submission.

Bid Opening and Evaluation:

 Technical bids opened on a designated date.

 Financial proposals opened for qualified firms.

 Comparative statements and evaluation reports prepared.

Contract Award and Performance Monitoring:

 Final purchase proposal for the lowest evaluated bidder.

 Approval by the concerned authority.

 Issuance of advanced acceptance letter.

 Contract signing after receiving the performance guarantee.

 Inspection of consignment, bill processing, and sanction orders.

Exam Notes:

 Key Legislation: PPRA Ordinance 2002, Provincial Procurement Acts.

 International Standards: OECD Recommendations for public procurement.

 Procurement Cycle Stages: Planning, Bidding, Evaluation, Redressal, Award, Monitoring.

 Police Procurement: Initiation, Advertisement, Evaluation, Award, Monitoring.

Supervision and Inspection in Police:

Supervision and Inspection in Police Administration

Introduction:

 Constitutional Context: State power as a sacred trust exercised through public

representatives.

 Supervision in Police: Rests with the provincial government, IGP, and district police head.
  Hierarchy in Supervisory Roles: Superintendent of Police and ranks above supervise and
inspect.

Supervision:

 Definition: Involves policy approvals, evaluation, and overseeing routine working.

 Rule 25.17 of Police Rules 1934: Gazetted officers bound to supervise important
investigation cases.

 Areas of Supervision:

 Unnecessary delays in investigation.

 Challans of cases.

 Coordination with prosecutors and IOs.

 Follow-up of cases in courts.

 Timely reporting to the Sessions judge.

 Grounds of discharges and acquittals.

Record Maintenance for Supervision:

 Essential Mechanisms:

 Register of cognizable offenses.

 Running Notebook by gazetted officers.

 General Crime Register.

 Confidential notebook.

 Register of Police Lands.

 Register of absentees.

 Weekly diaries, punishment register, rewards return.

 Monthly crime report.

 Conducting half-yearly meetings of all SHOs.

Inspection:

 Purpose: Accountability to ascertain compliance with directives and standards.

 Formal and Informal Inspections:

  Formal done twice a year, assessing each quarter's working.

 Informal can be done more frequently but not more than once a month.

Formal Inspection Points:

1. All categories of crime.

2. Technical efficacy and capacity of IOs.

3. Cooperation with neighboring Police Stations and CIA.

4. Comments on individual officers.

Informal Inspection Considerations:

1. Focus on interaction rather than inspection of registers.

2. Assess capability and strengths of officers.

3. Discuss current crime cases and SHO's procedures.

4. Provide advice, guidance, encouragement, or warnings.

5. Listen to requests of subordinate ranks.

Additional Instructions for Inspections (PR 20.7):

1. Knowledge of people, criminals, and geography.

2. Public access for complaints.

3. Meetings with village watchmen and notables.

4. Inquiry into complaints against police corruption.

5. Checking licensed premises under Arms Act.

Extending Inspections to Various Units:

 Examples: Kit inspection, Police lines inspection, Magazine, and ammunition inspection.

Exam Notes:

 Supervision in Hierarchy: SP and above in police hierarchy serve as supervisory officers.

 Inspection Purpose: Accountability for compliance with directives and standards.

 Inspection Frequency: Formal twice a year; informal not more than once a month.

 Inspection Scope: Extends to various police units and public service delivery units.
  Additional Inspection Focus: Public representation, history checks, and inquiry into
complaints.

Complaints Management in Police:

Introduction:

 Police Responsibilities: Protecting rights, life, property, liberty, and peace.

 Empowered Actions: Stopping, searching, seizing, arresting, etc., granted for public safety.

 Accountability Measures: Robust systems to counter misuse, exploitation, and excess.

Scope of Complaints:

 Diverse Complaints: Extend beyond allegations against officers, cover various issues.

 Common Complaint Categories:

1. Non-registration of FIRs.

2. Faulty, partial, or delayed investigations.

3. Police misbehavior.

4. Other departmental issues.

Complaint Handling Forums:

I. External Forums:

 Prime Minister Delivery Unit (PMDU).

 Chief Minister’s complaints centers.

 Federal and Provincial Ombudspersons.

 Judicial Magistrates.

 Justice of Peace, sessions judge.

 Writs to apex courts.

 Anti-corruption agencies (federal, provincial, NAB).

II. Internal Forums:

 IG’s complaint centers/web portals.

  Front desks or Complaints Management Systems (CMS) in police stations.

 Supervisory police officers.

 Registration of cases against police officers.

Issues in Complaint Handling:

i. Multiplicity of Complaints:

 Simultaneous inquiries at different forums.

 Contradictory outcomes.

ii. Re-initiation of Inquiries:

 Renewed applications.

 Lack of mechanism to trace previous inquiries.

iii. Reliability Concerns:

 Lack of standards for dismissing complaints concluded by a forum.

iv. Absence of Integrated System:

 No mechanism to join all forums for complaints against police.

v. Dissatisfaction Challenges:

 Relative term.

 Adversarial mindset.

 Continuous agitation despite fair chances.

vi. Lack of Expertise:

 Limited knowledge of inquiry officers.

 May render decisions unreliable.

vii. Apathetic Attitude:

 Lack of empathy from police officers.

viii. Predetermination Issues: - Judgmental mindset before proper inquiry.

Complaint Management System (CMS):

 Definition: Software managing customer inquiries and complaints.

  Objectives:

 Central database for complaints.

 Tracking and redressal.

 Deadline adherence.

 Interactive and feedback-friendly.

Digitalization and CMS Implementation:

 Developed by Punjab Information Technology Board (PITB).

 Links available at police station level and administrative tiers.

 Citizens provided free dial service, E-portals for online complaints.

 E-tag or token number for tracking complaints.

 Online application marked to a specific officer for inquiry.

 Feedback recording by complainants.

Common Problems in Complaints Handling:

 Multiplicity of complaints.

 Re-initiation of inquiries.

 Reliability concerns.

 Absence of an integrated system.

 Dissatisfaction challenges.

 Lack of expertise.

 Apathetic attitude.

 Predetermination issues.

Exam Notes:

 Complaint Categories: Diverse, including non-registration of FIRs, faulty investigations,

and police misbehavior.

 External Forums: Include PMDU, Ombudspersons, and anti-corruption agencies.

 Internal Forums: IG's centers, front desks, supervisory officers, and registration of cases.
 Complaint Management System (CMS): Digital platform for centralized, interactive, and
feedback-driven complaints management.

 Common Problems: Multiplicity, re-initiation, reliability, absence of integration,

dissatisfaction, expertise, apathy, and predetermination.