A District Centric Annual Action Plan for the police is a strategic document aimed at
enhancing law enforcement effectiveness, maintaining law and order, and fostering
community trust at the local level. These plans are developed by the District Superintendent
of Police, in consultation with community leaders and district authorities, to align with state-
level policing strategies.
Key Components and Focus Areas
Based on recent trends and guidelines (e.g., CRPF and state police reports), typical district
action plans include:
Crime Prevention and Control:
o Targeted reduction in property offences and violent crimes.
o Implementation of "beat systems" to improve visibility and responsiveness.
o Intensive patrolling in identified "hotspots" and vulnerable areas.
Technological Modernization:
o Full adoption of CCTNS (Crime and Criminal Tracking Network & Systems)
to streamline investigations.
o Implementation of e-office for administrative efficiency.
o Utilization of social media for real-time communication, awareness, and
intelligence gathering.
o Use of citizen-centric mobile apps for lodging complaints and verifying stolen
property.
Community Policing and Social Responsibility:
o Establishment of Community Policing Resource Centres (CPRCs) to bridge
the gap between police and public.
o Creation of "peace committees" for conflict resolution, particularly during
festivals or tense situations.
o Awareness campaigns against social evils (drugs, domestic violence).
Welfare and Discipline:
o Improving the physical and mental well-being of personnel through training,
yoga, and counselling.
o Conducting training on behavioural skills and ethical policing.
o Establishing robust internal grievance redressal mechanisms.
Specialized Areas:
o Security plans for Left-Wing Extremism (LWE) or militancy-affected areas.
o Comprehensive traffic management and road safety initiatives.
o Disaster management planning and response training.
Implementation and Evaluation
Planning & Review: Plans are generally reviewed quarterly by District Vigilance and
Monitoring Committees (DVMC).
Accountability: Performance is monitored through data-driven tracking, such as FIR
generation rates, crime detection percentages, and recovery rates of stolen property.
Goal Setting: The plans use SMART goals (Specific, Measurable, Achievable,
Relevant, Time-bound) to ensure measurable improvements in safety and security.
In this connection, a District Centric Annual Action Plan for the years 2016-17 to 2025-26
developed by the department and submitted to the Chief Officer of the department may be
furnished to audit.
Further, implementation of the following components may be furnished to audit:
Crime Prevention and Control:
Component Whether these If no, reasons for non-
components are implementation
implemented in this
district
Targeted reduction in
property offences and
violent crimes
Implementation of "beat
systems" to improve
visibility and
responsiveness
Intensive patrolling in
identified "hotspots" and
vulnerable areas
Technological Modernization:
Component Whether these If no, reasons for non-
components are implementation
implemented in this
district
Full adoption of CCTNS
(Crime and Criminal
Tracking Network &
Systems) to streamline
investigations
Implementation of e-office
for administrative
efficiency
Utilization of social media
for real-time
communication, awareness,
and intelligence gathering
Use of citizen-centric
mobile apps for lodging
complaints and verifying
stolen property
Community Policing and Social Responsibility:
Component Whether these If no, reasons for non-
communities were implementation
established in the district
Establishment of
Community Policing
Resource Centres (CPRCs)
to bridge the gap between
police and public
Creation of "peace
committees" for conflict
resolution, particularly
during festivals or tense
situations
Awareness campaigns
against social evils (drugs,
domestic violence)
Welfare and Discipline:
Component Whether these If no, reasons for non-
counselling / trainings establishment
grievance were
established in the district
Improving the physical and
mental well-being of
personnel through training,
yoga, and counselling
Conducting training on
behavioural skills and
ethical policing
Establishing robust internal
grievance redressal
mechanisms
Specialized Areas:
Component Whether these security If no, reasons for non-
plans were implemented implementation
in the district
Security plans for Left-
Wing Extremism (LWE) or
militancy-affected areas
Comprehensive traffic
management and road
safety initiatives
Disaster management
planning and response
training
Implementation and Evaluation
Component Whether these security If no, reasons for non-
plans were implemented implementation
in the district
Planning & Review: Plans
are generally reviewed
quarterly by District
Vigilance and Monitoring
Committees (DVMC)
Accountability: Performanc
e is monitored through data-
driven tracking, such as FIR
generation rates, crime
detection percentages, and
recovery rates of stolen
property
Goal Setting: The plans use
SMART goals (Specific,
Measurable, Achievable,
Relevant, Time-bound) to
ensure measurable
improvements in safety and
security