Under the ADAL Program, GNMI conducted 5 primary and 43 sub-activities; (1) Development of online course through (a) 8 consultations with INL, GOP partners, and subject experts to establish coordination, course priorities, content design, validation, facilitation and scheduling; (b) 1 gap analysis of existing curricula and 1 need assessment for future additional virtual training courses by subject experts, (c) 3 customized courses designed including one with 2 levels (Sr. & Jr. officers), (d) review, refine and revise courses’ content according to feedback from participants; (2) 12 trainings (including 9 iterations) on 2 courses including one with 2 levels to enhance self-efficacy and crises negotiations skills, (3) 1 professional and sustainable virtual training resource center for delivering curricula;(4) 4 trainings (including 3 iterations) for leadership, and resilience skills especially in women; (6) 4 webinars and 8 role model stories by a virtual network of women in criminal justice system for peer support and mentoring to showcase their collaborative leadership; supported by (e) 1 digital campaign to spread awareness and initiate discourse.
Gap Analysis
To achieve best possible goals for the course curricula, GNMI conducted three gap analysis for three different courses.
Crisis Negotiations
The gap analysis was conducted by Mr. Kamran Adil, DIP Police, Islamabad. The instant study was primarily qualitative in nature. Police training manuals, police rules on training, training policies have been examined in detail. In addition, Focus Group Discussion (FGD) with lawyers, police officers, administrators and citizens have been carried out.
The survey of literature on police studies and police reforms in Pakistan shows that critical incident management, as a subject matter of specialized training, is yet to be fully visualized in the larger schemes of police organizations and training mechanisms. Primarily, critical incident management is being done episodically; the systemic thread is missing while examining its practices. This chapter will try to list some of the gaps, which must be addressed in planned training modules that must be designed specifically for basic and advanced courses. The target audience of the basic course should be the first contact/responder officers, while the target of the advance course should be officers of higher and supervisory positions.
Self-Efficacy
The purpose of this analysis was to assess self-efficacy, work performance, problem-solving, leadership capacity, stress management, and work engagement within the women working at the Sindh Police Department. The analysis was conducted by Ms. Shazia Mirza, Principle Investigator, CEO Manzil Education Foundation.
Concluding the remarks, law enforcement officers in Sindh, Pakistan, work 12-14 hour-long shifts under grueling conditions, the public’s attitude towards them is generally negative and job incentives are non-existent for the most part. These factors make them prone to developing burnout symptoms and a decrease in their overall self-efficacy. One way to enhance their self-efficacy is to train them which shall boost their confidence level and allow them to cope with the challenges at work. Women comprise of only 1.8% of Pakistani Law Enforcement Officers. If the department seeks engaged employees with excellent performance, employees need to feel self-efficacious, which is necessary to avoid negativity in the working environment. The working environment within the department should be inclusive and accommodating towards women so that more women seek to have respectable careers in law-enforcement and achieve higher ranks within the hierarchy.
Leadership and Resiliency of Women in Criminal justice Sector
The analysis was conducted by Ms. Shazia Mirza, Principle Investigator, CEO Manzil Education Foundation with the purpose of this to assess the level of “leadership resilience” in female law-enforcement officers working at the Sindh Police Department and the Federal Investigation Agency (FIA). Interviews with high-ranking officers of Sindh Police Department and Federal Investigation Agency (FIA) were conducted. A survey-form (RAQ8) created by the psychologist Dr. Derek Mowbray was administered (with Dr. Mowbray’s consent) to 30 junior officers working at the Sindh Police Department.
The analysis highlighted the dire need of developing leadership resiliency within the staff at the Sindh Police Department. The answers received from the interviews with female law enforcement officers, high ranking staff, and our evaluation of the survey has shown that there is a direct correlation between the lack of resiliency and increased work-life imbalance, procrastination, anger, and health issues. The lack of leadership resiliency is affecting the morale and productivity at the department.
Development of leadership resiliency through coaching, training and/or mentoring is needed to build the ability to change direction, to learn new skills, be pushed to the limits, and still be able to deliver a successful outcome.