POLICE REFORMS AND ITS IMPACT ON IMPROVING THE

EFFICIENCY OF POLICE DEPARTMENT IN

KHYBER PAKHTUNKHWA

By:
Muhammad Shoaib Khan

MSc Criminology

Session 2019-2021

DEPARTMENT OF CRIMINOLOGY
UNIVERSITY OF PESHAWAR
 POLICE REFORMS AND ITS IMPACT ON IMPROVING THE
EFFICIENCY OF POLICE DEPARTMENT IN
KHYBER PAKHTUNKHWA

A thesis submitted to the University of Peshawar in partial fulfillment for the award of Master of
Science Degree in Criminology

Research conducted by
Muhammad Shoaib Khan
MSc Criminology
2019-2021

Supervised by

Prof Dr Basharat Hussain

Chairman, Criminology

Department of Criminology
 University of Peshawar
Approval Sheet

Research Conducted By

Muhammad Shoaib Khan __________________________

Supervised By

Prof. Dr. Basharat Hussain _________________________

Chairman, Criminology
Department of Criminology
University of Peshawar

Internal Examiner: __________________________

External Examiner: _________________________

Date: _________________________
 DEDICATION

I dedicate my thesis work to my supervisor and respected teacher, Prof Dr Basharat Hussain and
most importantly to my Family (specially my little nephew, Our Good Man).

I also dedicate this thesis work to my colleagues and beloved friends for their kind cooperation,
help and suggestions during the thesis effort.

i
 ACKNOWLEDGEMENT

In the name of Allah, the Most Gracious and the Most Merciful. All praises to Allah and His
blessing for the completion of this thesis. I thank God for all the opportunities, trials and strength
that have been showered upon me in completing the thesis. My humblest gratitude to the Holy
Prophet Muhammad (Peace be upon him) whose way of life has been a continuous guidance for
me.

First and foremost, I would like to thank my supervisor Prof. Dr. Basharat Hussain for their
guidance, affection, patience and most importantly, he has provided positive encouragement and
a warm spirit to finish this thesis. It has been a great pleasure and honor to have him as my
supervisor.

My deepest gratitude goes to my family members. It would not be possible to write this thesis
without the support from them. I would like to thank my dearest Grandfather Mr. Gul Banaf
Shah, Mr. Hayat Ur Rehman, my brothers Dr. Fahad Khan and Muhammad Sufyan Khan.

I also want to extend my thanks to Admin Staff in the department of criminology, University of
Peshawar. I am also thankful to Admin staff and Moazzam Jah Ansari IG KPK, Irfan Tariq
AIG/Establishment, Arif Shahbaz Khan Wazir AIG Operation, Naveed Gul Director IT, CPO
and Asif Bahadur SP Headquarters Traffic, for their huge cooperation during my thesis data
collection process.

I offer my special thanks to my fellows and colleagues; Mr. Irfan Ullah Khan Sub Inspector.
FIA, Miss Laila Manan Sub Inspector FIA, Fahim Ur Rahman, Mr. Aitizaz Khan, Mr. Salman
Ali, Mr. Saleem Ullah Wazir, and my senior fellows Mr. Arif Naseem, Mr. Fawad Haider, Miss
Abgeena and Miss Fatma for their motivation, prayers and their sincere help during my studies.

Last but not least, my former teachers, Sir Syed Aizaz Ali Shah, Sir Qaiser Shah, and Prof
Hashim Khan Ex Principal GPGC Bannu. I thank them wholeheartedly.

May God shower the above cited personalities with success and honor in their life.

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 ABSTRACT

The police are the frontline force for maintaining law and order in any modern civilized
society. Unfortunately, the institution of the police in Pakistan has been far from ideal. In the
pre-Partition era, the police were used as a tool to subdue those who questioned the
British Raj. Adhering to the colonial tradition, the police in Pakistan have been exploited by the
ruling elite to extend their power over the masses and protect their interests. The police in
Pakistan, therefore, have been a target of criticism despite appreciable performance and
valuable sacrifices rendered by them to maintain law and order. Over a period of time, many
efforts have been made to bring structural reforms in the institution but they could not be
fully materialized. A significant steps were taken by Khyber Pakhtunkhwa (KP) in
formulating the new Police Act of 2017 which has contributed to building a positive
police image among the population. Similarly, Sindh and other provinces have taken
measures to reform the police. The purpose of this thesis is to trace the evolution of
police reforms and analyze various versions of the Police Act being followed in Pakistan,
with a view to identifying the reasons behind inefficiency or low performance of the
police department as a whole and offer a few recommendations on the basis of this analysis.

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 Table of Contents
DEDICATION..................................................................................................................................i
ACKNOWLEDGEMENT...............................................................................................................ii
ABSTRACT...................................................................................................................................iii
LIST OF ABBREVIATIONS......................................................................................................viii
CHAPTER 1....................................................................................................................................1
INTRODUCTION...........................................................................................................................1
1.1 Statement of the problem.......................................................................................................1
1.2) Purpose of the study..............................................................................................................1
1.3) Objectives of the study.........................................................................................................1
1.4) Research questions...............................................................................................................1
1.5) Significance/Importance of the study...................................................................................2
1.6) Limitations of the study........................................................................................................2
1.6.1 Difficulty to choose a Sample.........................................................................................2
1.6.2 Time:...............................................................................................................................2
1.6.3 Financial Constraints:......................................................................................................2
1.7) Organization/Chapteraziation of the study...........................................................................3
CHAPTER 2....................................................................................................................................4
LITERATURE REVIEW................................................................................................................4
2.1 The Mughal Police administrative structure before British Era............................................5
2.1.1 Police Administration......................................................................................................7
2.1.2 Functions and Duties of Kotwals..................................................................................10
2.1.3 Functions and Duties of Faujdars..................................................................................12
2.2 Background of Police organization after British Era...........................................................13
2.2.1 History of Police............................................................................................................14
2.2.2 Early policing in England..............................................................................................14
2.2.3 The beginning of “modern” policing in England..........................................................15
2.3 History of Policing in Pakistan............................................................................................17
2.3.1 Organization under the Police Act, 1861......................................................................18

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 2.3.2 Federal Police Organizations in Pakistan......................................................................19
2.3.3 Provincial Police Organizations....................................................................................20
2.4 Police Reform in Pakistan (1947-2002)...............................................................................21
2.5 Evolution of Pakistani Police Acts.......................................................................................22
2.6 Strategic Police Reforms in Pakistan...................................................................................25
2.6.1 Latest Developments in years 2000-2021.....................................................................25
2.6.2 Police Order 2002..........................................................................................................26
2.6.3 Main features of Police order 2002...............................................................................26
2.6.3.1 Separation of Police and magistracy..........................................................................26
2.6.3.2 Public Accountability of Police..................................................................................26
2.6.3.3 Reduction of political influence.................................................................................27
2.6.3.4 Separation of investigation and watch and ward........................................................27
2.6.3.5 Separate Police establishment (Art-6)........................................................................27
2.6.3.6 Functional organization of the Police (Art-8)............................................................27
2.6.3.7 Administration of Police (Act 10)..............................................................................27
2.6.3.8 Functional autonomy to PPO (Act-11, 27).................................................................27
2.6.3.9 Distinction B/W Ranks and posting positions............................................................28
2.6.3.10 Offences and Punishment to Police officer..............................................................28
2.6.3.11 According to Art-155...............................................................................................28
2.6.3.12 According to Art 156................................................................................................28
2.6.3.13 According to Art 157................................................................................................28
2.7 Organization under the Police Order, 2002.........................................................................29
2.8 KP Police Act of 2017.........................................................................................................29
2.9 Role and Responsibilities of Police.....................................................................................31
2.10 Sindh Police Law...............................................................................................................34
2.11 Baluchistan Police Act of 2011..........................................................................................34
2.12 Constitutionality of Police.................................................................................................35
2.13 Police Reforms Committee Report, 2019..........................................................................35
2.14 Islamabad Model Police Bill, 2020....................................................................................35
2.15 Gilget-Baltistan Police Bill, 2021......................................................................................36
2.16 Police Newly-Merged Districts in KP...............................................................................36

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 2.17 Reforms initiatives (Police act-2017 Implemented Reforms)............................................37
2.17.1 Online FIR System......................................................................................................37
2.17.2 Police Access Service (PAS).......................................................................................37
2.17.3 Police Assistance Lines (PAL)....................................................................................37
2.17.4 Dispute Resolution Council (DRC).............................................................................38
2.17.5 Modern Reporting Rooms...........................................................................................38
2.17.6 Special combat Unit (SCU).........................................................................................38
2.17.7 Rapid Response Force (RRF)......................................................................................38
2.17.8 Elite Women Commandos...........................................................................................39
2.17.9 Traffic Wardens Service..............................................................................................39
2.17.10 Women Complaint Units...........................................................................................39
2.17.11 Establishment of Reporting Rooms...........................................................................39
2.17.12 Establishment of Counter Terrorism Department (CTD)..........................................40
2.17.13 Raising of Canine Units............................................................................................40
2.17.14 Specialized Schools...................................................................................................40
2.17.15 New Police Training Schools....................................................................................41
2.17.16 Institute of forensic Science (IFS).............................................................................41
2.17.17 Vehicle Verification System (VVS)..........................................................................41
2.17.18 Identity Verification System (IVS)...........................................................................42
2.17.19 Hotspot Policing (Geo Tagging)...............................................................................42
2.17.20 Criminal Record Verification system (CRVS)..........................................................43
CHAPTER 3..................................................................................................................................44
RESEARCH METHODOLOGY..................................................................................................44
3.1) Universe of the study..........................................................................................................44
3.2) Research objectives............................................................................................................44
3.3) Nature of the respondents...................................................................................................44
3.4) Sample procedure...............................................................................................................44
3.5) Sample size.........................................................................................................................45
3.6) Sample technique................................................................................................................45
3.7) Tools of data collection......................................................................................................45
3.8) Pre-Testing of research tool................................................................................................45

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 3.9) Techniques of data analysis................................................................................................45
3.10) Ethical consideration........................................................................................................46
CHAPTER – 4...............................................................................................................................47
DATA ANALYSIS.......................................................................................................................47
CHAPTER 5..................................................................................................................................82
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS.................................................82
5.1 Summary..............................................................................................................................82
5.2 Conclusion...........................................................................................................................83
5.3 Recommendations................................................................................................................84
REFERENCE................................................................................................................................88
Questionnaire.................................................................................................................................91

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 List of Abbreviations
KPK Khyber Pakhtunkhwa
SPSS Statistical Package for Social Sciences
IGP Inspector General Khyber Pakhtunkhwa
PPO Provincial Police Officer
AIG Additional Inspector General of Police
DIG Deputy Inspector General of Police
SSP Senior Superintendent of Police
DPO District Police Officer
SP Superintendent of Police
ASP Assistant Superintendent of Police
DSP Deputy Superintendent of Police
CPO Capital Police Officer
CCPO Capital City Police Officer
FIA Federal Investigation Agency
ANF Anti-Narcotic Force
NHMP National Highway & Motorway Police
PSP Police Services Pakistan
FATA Federal Administered Tribal Area
NMD Newly Merged Districts
PAL Police Assistance Lines
DRC Dispute Resolution Council
SCU Special Combat Unit
RRF Rapid Response Force
CTD Counter Terrorism Department
FSL Forensic Science Laboratory
NAB National Accountability Bureau
VVS Vehicle Verification System

viii
IVS Identity Verification System
CRVS Criminal Record Verification
NOC No Objection Certificate
PPSC Provincial Public Safety Commission
DPSC District Public Safety Commission

ix
 CHAPTER 1

INTRODUCTION

1.1 Statement of the problem

Police has a crucial role in contemporary democratic society. Duty of Police force has to
maintain or sustain law and order in society and ensure peaceful environment. But, there exists a
number of malpractices like corruption, political influence, and fraud etc. in police department
the policemen have a low paid force. The speedy growth of corruption among them destroyed
their abilities and efficiency. So reforms in police department were utterly felt from the very day,
which was introduced by the past KP regime. In this work the researcher had tried to assess the
police reforms and its impact on improving the efficiency of police department in Khyber
Pakhtunkhwa.

1.2) Purpose of the study

The purpose of the study was to examine the police reforms and its impact on improving the
efficiency of police department in Khyber Pakhtunkhwa on police officers.

1.3) Objectives of the study

To study the various reforms introduced into the Police department of Khyber Pakhtunkhwa.
To study the assessment of the impacts of this reforms on the performance of Police department
Khyber Pakhtunkhwa.

To study the account for the hurdles faced by the Police personals in the line of their duty.

To study the effects of reforms on the working of the Police department efficiency.

1.4) Research questions

1. What is the real picture of police reforms introduced during 2000-2021 in KP?

2. What is the impact of reforms on KP police?

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3. Has the influence of political elite on police reduced after introduction of reforms?

1.5) Significance/Importance of the study

This research study will contribute and will be beneficial for academic researchers, police,
students and policy maker to conduct further research and suggest more and more new ideas
about reforms in police department.

1.6) Limitations of the study

Each and every research or study has ethical consideration and limitations. The following are the
major limitation faced during this research.

1.6.1 Difficulty to choose a Sample

Due to availability of variety of respondents in police across KP, non-probability and Random
sample was selected authors were interested in collection of a sample that could present most
actual image of police working. Sample was selected only limited to the police officers not
below (BPS 17) because of their understandings about rules and regulations.

Thirty to fifty (30 to50) officials were selected who have information about police reforms

1.6.2 Time:

All the officers were stationed in every district, it was very hard to managed time each officers in
their respective district.

1.6.3 Financial Constraints:

As mentioned above the traveling required a lot of finances which were at times difficult to
manage for me.

This research focused on data from the KP police, however, the finding of the study can be
generalized to the whole of Pakistan as the major issues of the Khyber Pakhtunkhwa are given
particular attention and these issues generally exist all over the Pakistan.

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1.7) Organization/Chapteraziation of the study

The research report on the police reforms and its impact on improving the efficiency of police
department in Khyber Pakhtunkhwa consist of total five chapters.

Chapter No 1: introduces Statement of the problem, the background of the study, purpose of the
study, objectives of the study, research questions, significance of the study, and limitation of the
study.

Chapter No 2: contains the literature which includes introduction, definition, and police history
in Mughal Era, police history in British Era, Pakistan police history, different reformative Acts,
and role and responsibility of the police.

Chapter No 3: contains methodology of research, Universe of the study, Nature of respondents,

Sampling procedure, sample size, sample technique, tools of data collection, pre-testing of
research tool, techniques of data analysis and ethical consideration.

Chapter No 4: analyzes the collected data through SPSS (Statistical Package for the Social
Sciences) which was collected in the data collection process. These also include table and graph

Chapter No 5: consists of major findings of the study, summary, conclusion and offer
recommendations for its implication in future.

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 CHAPTER 2

LITERATURE REVIEW

(Police reforms and its impact on improving the efficiency of police Department in KP)
Introduction
Police is a force of the government at community level which performs its duty for the
execution, preservation, safety and security of public order and tranquility, the promotion of the
public health, the prevention, detection, and punishment of crimes. The police of a state, in a
comprehensive sense, formally constituted, by which the state seeks not only to preserve the
public order and to prevent offenses against the state, but also to establish for the intercourse of
citizen with citizen those rules of good manners and good neighborhood which are calculated to
prevent a conflict of rights, and to insure to each the uninterrupted enjoyment of his own, so far
as is reasonably consistent with a like enjoyment of rights by others.
Definition of Police
Police in general a system of precaution, either for the prevention of crime or of
calamities. Its business may be distributed into eight distinct branches (Black’s Law Dictionary
2nd Edition, 2017).

1) Police for the prevention of offenses

2) Police for the prevention of calamities
3) Police for the prevention of epidemic diseases
4) Police of charity
5) Police of interior communication
6) Police of public amusements
7) Police for recent intelligence
8) Police for registration.
2. Oxford Dictionary
The civil force of a state, responsible for the prevention and detection of crime and the
maintenance of public order. ‘When someone is killed, the police have to be informed’ as
modifier ‘the coroner will await the outcome of police inquiries’

4
5
3 Cambridge Dictionary:
The official organization that is responsible for protection people and property’ making
people obey the law’ finding out about and solving crime’ and catching people who have
committed a crime (dictionary.combridge.org/dictionary/English/police).

2.1 The Mughal Police administrative structure before British Era

The Mughal system took its hue from the race and creed of its sovereigns. They were a
Muslim dynasty that settled in India eight centuries after Islam was adopted in some countries
outside India. The Turkish conquerors that preceded the Mughals introduced a model of
administration that Muslim countries outside India had used. This model had proved to be a very
successful one over the centuries. These were the administrative system of the Abbasid caliphs
of Iraq (750-1258 AD) and the Fatimid caliphs of Egypt (909-1171 AD). The Indian system was
a combination of both the Persian and the Arab systems in the Indian setting. The imported
system was modified to suit local needs. In this process the existing Indian practices and the
mass of Indian customary laws were respected as long as these did not run counter to the root
principles of Islamic government. Generally, Indian usages were allowed to prevail in village
administration and the lower rungs of officialdom. Emperor Babar established a policy of
religious toleration and advised his son Humayun to ignore the disputes between the Shia and the
Sunnis because therein lay the weakness of Islam. He is recorded to have said that the progress
of Islam is better achieved with the sword of kindness.
The early stages of Arab ruin witnessed a distinction between two main political
functions in Egypt: the governorship and the treasury. The amir (governor) controlled the
military and the police while the amil (treasurer) was the head of the treasury. Both these
officials have to sleep a watch on each other. It was a system of checks and balances. As the
head of the military and executive the amir was higher in authority but they were equal in rank.
In fact, due to the nature of his functions the amil had greater influence over the sovereign at the
central level in Delhi. This relation was duplicated between the subhedar (provincial governors)
and the diwan (revenue chief of province). At the provincial level the subhedar, The Mughal
Administrative Structure.Diwan and qazi followed the procedure of the imperial court. The state
was content with police duties and revenue collection. The Mughals left the villagers alone as

6
long as they did not commit violent crimes or defy the royal authority in the region. The diwan
was the highest functionary below the emperor and there was no council of ministers.
Though the government was military in character it did not change when it became more
settled. It retained its military character till the end. All officials in the Mughal government were
enrolled in the army list they were given a mansab (command of a number of horsemen) and this
determined their pay and status. All administrative officials were ranked as mansabdars. Their
names were arranged in the gradation list of the army and they were paid by the bakhshis
(military paymasters) and their promotion resulted in an increase of their nominal command.
The emperor was at the head of the executive. The Mughal system had its roots in the
system established by the Delhi sultans who preceded them. Under the Mughals three main
agencies accomplished the task of judicial administration. These were the imperial, the judicial
(sharia), and the panchayati.
a) The emperor through his delegates, the subhedar, faujdar, and kotwal dealt with the political
cases. These secular officials punished robbers and other rebels who worked in an organized
manner.
b) The qazi dealt with the sharia and his jurisdiction was circumscribed only to questions
dealing with religion. These included disputes pertaining to marriage and family law,
inheritance, auqaf (trusts), and criminal cases.
c) The courts of the Brahmin pundits and caste elders were for the Hindus and other villagers.
These were administered according to the common law or traditions of the tribes. They were
neither subordinate to the qazi, nor were they related to the sharia law. The policing of rural
areas was left to the local populace. This task was performed by local chaukidars (watchmen)
who were employed by the villagers and were servants of the village community. The
chaukidars were neither paid nor supervised by the state. The local villagers were responsible
for the safety of their own property and also of travelers who passed by the roads.
With respect to criminal justice administration the sharia gave wide discretion to the
sovereign. However, it is not correct to assume, as many foreign travelers have done in their
accounts that the emperors will was always the law in all matters or that he could act in a
capricious fashion. This was the perception conveyed by the foreign travelers who did not
fully comprehend the legal system. In one account Careri, erroneously narrated that “The
Great Moghul is so absolute that there being no written Laws, his will in all things is law, and

7
 last decision of all causes, both civil and criminal. He makes a tyrannical use of his absolute
power” (Sen, 1949).
The law served as a check on the emperor’s capriciousness. He couldnot go against the
sharia without being challenged by orthodox clergy (uleman). If he dared to transgress the
sharia he would provoke the wrath of the orthodox Muslims. Even Emperor Akbar had to
face stiff opposition from the orthodox Muslims when he decided to introduce his new
religion Deen-e-Illahi.

2.1.1 Police Administration

Under this system the amir (viceroy) was the most important official, but the muhtasib
was the official mainly concerned with police administration (Griffiths, 1971). During this
period the Faujdars functioned as purely military officers they exercised control over the military
police and acceded to the sovereign’s orders within their respective jurisdictions. The muhtasib
was the chief officer who was responsible for police administration. The kotwal assisted the
muhtasib and was in turn assisted by a number of subordinate officers. The muhtasib had
manifold duties. Besides being the chief of police he was also the chief engineer of public health,
and an inspector of public morals. In the cities he was authorized to delegate his policing duties
to the kotwal. The umayyuds had adopted the Byzantine agoronomus (Market inspector) and
assimilated him into Islamic practice, and accorded him moreresponsibility. The muhtasib was
responsible for protecting the standards of religious morality and also regulating market affairs.
As a subordinate officer to the muhtasib, the kotwal had to keep a register of all
inhabitants within his jurisdiction. The muhtasib also functioned as a committing magistrate. The
force under his command was an entirely civil one as opposed to the one under the faujdar,
which was military. Historical accounts of policing under the Mughal period available through
the Akbarnama, Mirat e Ahmadi, and the Ain e Akbari, shed further light on the criminal justice
system and police administration during this period.
Under the Mughal government, provinces were placed under the subhedar who was
responsible to the Emperor for overall administration of the province. The main duties of the
subhedar were to maintain law and order, help towards the smooth and successful collection of
revenue, and execute the royal decrees and regulations that were sent to him from the Emperor
(Sarkar, 1972). The province was divided into sarkars (districts),and each sarkar was placed

8
under the supervision of the faujdar, who was appointed by the Emperor but placed under the
supervision of the subhedar. The faujdar was the chief police officer and the administrative and
military head of a sarkar. He also was the head of a military contingent that ranged from 500 to
1,500 soldiers. His main functions were to maintain law and order, apprehend criminals, and
commit them to a criminal court for trial and punishment. He had executive powers and these
enabled him to function as a police magistrate (Saha, 1990). The sarkars were further divided
into parganas. The shikadars were officials who were in charge of the pargana and they were
under the control of the faujdars. Each pargana was further subdivided into thanas. The thanedars
were subordinate to the shikadars and were responsible for the thanas and they were assisted by
the barkandazes. The thanedars usually held court in the parganas and were assisted in the court
proceedings by the gumashta (news writer), the chaudharis the qanungos (Sangar 1967see Fig.1).

9
 Emperor

Subhedar
(Province)

Faujdar Muhtasib/Kotwal
(District/Military) (District/Civil)

Shikhadars
(Parganas)

Thanedars
(Thanas)

Qanungos Gumastshas Chaudharis Barkandazes

Fig.1 Administrative system of Mughal emperors

10
2.1.2 Functions and Duties of Kotwals

The Ain-e- Akbari gives a lucid account of the varied duties of the kotwal. The responsibility for
policing in the towns was entrusted to the kotwals who were secular functionaries. Besides the
regular police duties, they performed the duties of the muhtasib. The kotwals resembled the
present day inspectors of police. Even today, in many cities of northern India the officers in
charge of the city police stations are known as kotwals and the police stations that they hold are
referred to as kotwalsis. The kotwal was responsible for the watch and ward duties in the city and
was responsible for the control of social evils such as prostitution, distillation of liquor, and the
regulation of public gatherings. He had at his service a regular staff of watchmen who patrolled
the streets at night. The kotwal also had a number of paid informants who kept him informed
about all developments in the vicinity.There was much crime that was committed by pickpockets
and sneak thieves during the Mughal period and the kotwal had to take adequate precautionary
measures to curb them at public gatherings (Rao, 1967).
Other sources provide us with valuable details about police administration and
organization during this period. The appointment sanad( decree) of the kotwal exhrted him to
guarantee that thefts did not occur in the city and that citizens were able to conduct their business
peacefully. Since he was an important official, the kotwal had to regularly attend the Emperor’s
durbar (court). So far as rank was concerned, he was subordinate to the qazi, who dealt with the
sacred law and was the judicial representative of the emperor. Manucci (1966) relates that the
kotwal was subordinate to the qazi, but he commanded a very efficient body of men. “Under the
kotwals’ orders there is a large body of cavalry and many foot soldiers who go on rounds
through the city.’ All sources confirm that there was a higher degree of efficiency of police in
towns as opposed to the rural areas that were under the loose control of the faujdar who was
responsible for its overall supervision.
As chief of the city police, the kotwal had to take precautionary measures against crime
since he was held accountable for all crimes that occurred in his jurisdiction. HE appointed
watchmen in every mohalla (ward) of the city. These watchmen were on duty during the entire
night and had the task of apprehending thieves and other criminals. The watchmen were to guard
against pickpockets by patrolling places of enter tainment. The kotwal also personally patrolled
the streets in order to round up thieves.

11
 According to Thevenot (Sen, 1949), the kotwal was also required to patrol the streets at
night. If he encountered any unauthorized person moving around in a suspicious manner he put
him in prison and gave him a whipping. During his patrols the kotwal was accompanied by three
guards, two of them beatlittle drums and the Third sounded a long copper trumpet and shouted a
warning cry khabardaar (beware).
These rounds were performed three times during the night: one at nine o’clock, the
second at midnight, and finally at three o’clock in the morning. As a matter of practice the
kotwals adopted a very proactive approach t combat crime in Mughal India. They were required
to take bonds form liquor vendors, dancing girls, and professional women to ensure good
conduct. In cases where the bond was not fulfilled the individuals were fined (Sen, 1949).
The Ain and the Mirat-i-Ahmadi further outline the duties of the kotewal. With help from
the clerks he was required to make a list of all the houses and buildings in a city, town, or village
that fell within his jurisdiction. He was also bound to take a census of all the residents in a
mohalla (ward) and determine ther professions and avocations. The mir-i-mohalla (headman)
functioned as a spy and an informant. Upon leaving their houses the residents of a ward were
required to inform the mir-i-mohalla and their neighbors so that they could prevent any possible
thefts. The headman and the watchmen had the task of preventing unauthorized persons from
entering the mohalla. The unauthorized persons had to be housed separately in an inn. They were
also required to be vigilant against thieves and pickpockets.Upon the commission of a theft, they
were required to produce the thief as well as the stolen property.
The Jaipur Akhbarat of 1668 records an incident where a Saiyyid and 20 Yousafzai
Afghans rented a house in the capital. The people of the mohalla complained to the kotwal that
although these persons were busy gambling during the day, at night they committed theft. These
persons were arrested and locked up. During the inquiry they confessed that they had committed
24 thefts, and incriminating proof was also found against them, Emperor Aurangzeb determined
that the 20 Yusufzai Afghans should be awarded capital punishment and the Saiyyid who was
their accomplice was to be sent to the fort of Ranthambore as a prisoner (jaipurAkhbarat, tenth
year).
The kotwal also had to be informed about the income and expenses of all the residents of
the city and also kept information about those who were living beyond their means. If any peson
earned money from an irregular enterprise, the kotwal had to report the matter to the emperor. In

12
order to prevent hoarding he was required to fix the prices of articles (Badauni, 1976). The mir-
i-mohalla was required to inform the kotwal regarding all marriages, feasts, births, and deaths
that took place in the mohalla, Reliable informants were posted in the streets, bazaars, and on the
fords of rivers in order to keep the kotwal informed about all significant events (Manucci, 1966).

2.1.3 Functions and Duties of Faujdars

Though the faujdar was a government agent who was in charge of supervising the police of all
villages in a region, his jurisdiction was so large that it rendered his authority ineffective. The
faujdar had three main duties whith respect to the punishment and prevention of acts of violence:
a) Rebellions by local zamindars.
b) Organized raids by gangs of robbers.
c) Large-scale withholding of land revenue.
The faujdar was directly responsible for that took place in his jurisdiction and was bound
to compensate the party that had suffered the loss (Manucci, 1966 seetable.2).
The role of the faujdar was generally limited to military ventures where there was large-scale
violence or rebellion and it compelled him to deploy armed forces and take stringent action to
crush the rebels. They were mainly responsible for maintaining law and order in the rural areas.
STheir jurisdiction was very large and could not assure strong and effective control of the
miscreants and the outlaws. The faujdars were also personally responsible for crimes of theft.
According to one account, Mr. Berber, an envoy to the Mughal emperor for the East india
Company was robbed of Rs. 31200. He demanded this money from the faujdar of Agra and made
a representation about this theft to the Mughal court. The Emperor Aurangzeb ordered the
faujdar to pay the envoy Rs. 15,000 as compensation and another Rs. 15,000 from the royal
treasury since he had sustained physical injuries from the robbers (Sen, 1949).

AREA OFFICIAL
Subha Subhedar
Sarkar Faujdar
Pargana Shikadar
Thana Thanedar, Gumastha, Chaukidar, Qanungo, Barkandaz

13
 Rural policing was left to the local chowkidars who were servants of the village
community and were maintained by the villagers. They were not regarded as officers who were
paid and supervised by the state. The Mughals left the villagers to govern their own affairs.
Besides the Faujdars and kotwals, the Mughals also employed an elaborate network of
spies (Khufia-Navis) who corresponded directly with the imperial court. In an official sanad
(decree) the Khufia-Navis is warned:
Report the truth, lest the Emperor should learn the facts from another source and punish
Fig.2 Provincial officials in Mughal India
you. Your work is delicate both sides have to be deserved.....In the wards of most of the high
officers, forbidden things are done. If you report them truly, the officers will be disgraced. If you
do not, you yourself will be undone (Sarkar, 1972).

2.2 Background of Police organization after British Era

“Police is a permanent occupational group within the bureaucratic institution, with its
sole duty to provide the primary state response to crime and disorder. Before 1800, governments-
maintained order by a variety of means, local and national. Around 1800 a small number of
distinctively different types of police institution emerged. The French, under Napoleon, instituted
the Gendarmerie, a state military police model. It evolved from the “Marechaussee,” which had
had a dual military and civil function since the 16 th century. The Napoleon’s Police Model was
export across the Europe, The British developed two models. The first, set up to answer similar
challenges to the Gendarmerie in France, was the royal Irish Constabulary model. It was close to
the state military model, but distinctively styled as part of the civil power of the state and
subordinated to the Magistracy. The Irish model was subsequently exported to Britain’s colonies
and became the basis of forces such as the Indian Police Service. The Metropolitan Police was
consciously created as a local force with a uniform that was deliberately different from the
military and a mission that focused on prevention of crime rather than the repression of disorder.
This state civilian model became the basis for all UK forces on the mainland and the principal
influence on the development of East Coast US policing in the 1840s. As the three models have
developed and evolved in different political systems over the years since 1800, they have both
diverged and converged in various ways. There has been significant convergence in the basic
disciplines of policing. However, the governance of the police, the use of force, and the

14
management of public disorder have, in many cases, remained quite distinct in the late 20 th early
21st centuries

2.2.1 History of Police

Throughout the history of civilization, societies have sought protection for their members
and possessions. In early civilizations, members of one’s family provided this protection.
Lundman suggests that the history of police involved a shift from informal to formal policing.
Indeed, as societies have evolved from mechanical (members share similar beliefs and values but
meet their basis needs independently) to organic (members are dependent upon one another as a
result of specialization) societies, social control became more complex. Whereas there was little
need for formal, specialized policing in mechanical societies, organic societies require more
specialization to ensure public order. Richard Lundman has suggested that the development of
formal policing resulted from a process of three developmental stages. The first stage involves
informal policing, where all members of a society share equally in the responsibility for
providing protection and keeping order. The second stage, transitional policing. Occurs when
police functions are informally assigned to particular members of the society. This stage services
as a transition into formal policing, where specific members of the community assume formal
responsibility for protection and social control(Lundman, 1890).

2.2.2 Early policing in England

Until the mid-1800s, law enforcement in England was a local responsibility of citizens.
From 1066 (invasion and conquering of England by William duke of Normandy) to the 1300s,
police services were provided through the Frankpledge system. Under this system, citizens were
appointed with the responsibility of maintaining order and controlling crime. Men were formed
into groups of ten, called a tything. Ten tythings were grouped into a hundreds and were
supervised by a constable. Groups of ten hundreds created a shire, controlled by reeves. The
word shire-reeve is the derivative of our current term sheriff (Uchida) In 1215,King John was
forced to sign the Magna Carta a documents that guaranteed basic civil rights to citizens. The
rights guaranteed under the Magna Carta limited the power of the throne and their appointees,
and greatly contributed to many of the liberties citizens of England and America enjoy today.
During the 1500s, England increased its participation in world trade and through the 1700s more

15
citizens moved into the cities and crime began to rise. Although England had one of the harshest
criminal justice systems of its time, including death sentences for minor crimes, crime and
disorder continued to rise. Many began to hire their own private police, and the king began a
system of night watch for the large cities. In 1737, the first formal taxation system for the
purpose of law enforcement was introduced. City councils were allowed to levy taxes to pay for
a night watch system (Gaines et al., 1999). Despite these efforts, crime continued to rise and the
need for a different system of policing was evident.

2.2.3 The beginning of “modern” policing in England

Three names are generally associated with the development of the first modern police
forces in England—Henry Fielding, Patrick Colquhoun, and Sir Robert Peel. Henry Fielding was
a playwright and novelist who accepted a position as magistrate deputy of Bow Street Court in
1748. He is credited with two major contributions to the field of policing (Gaines et al.,
1999). First, Fielding advocated change and spread awareness about social and criminal
problems through his writings. Second, he organized a group of paid nonuniformed citizens who
were responsible for investigating crimes and prosecuting offenders. This group, called the Bow
Street Runners, was the first group paid through public funds that emphasized crime prevention
in addition to crime investigation and apprehension of criminals. While citizens responsible for
social control used to simply react to crimes, the Bow Street Runners added the responsibility of
preventing crime through preventive patrol, changing the system of policing considerably.

Despite the Bow Street Runners' efforts, most English citizens were opposed to the development
of a police force. Their opposition was based on two related factors: (1) the importance placed on
individual liberties, and (2) the English tradition of local government (Langworthy & Travis,
1999). To reconcile these issues with the development of a police force, a Scottish magistrate,
Patrick Colquhoun, developed the science of policing in the late 1700s (Langworthy & Travis,
1999). Colquhoun suggested that police functions must include detection of crime, apprehension
of offenders, and prevention of crime through their presence in public. The function of crime
prevention was supported by other influential scholars at the time. In his 1763 essay On Crimes
and Punishment, Italian theorist Cesare Beccaria proposed that "it is better to prevent crimes than
to punish them (Beccaria, 1963 p. 93).

16
Colquhoun also argued that highly regulated police forces should form their own separate unit
within the government. Furthermore, he argued that judicial officers could provide oversight and
control police powers if they were organized as a separate unit within the government, in effect
proposing the separation of powers controlled through a system of checks and
balances (Langworthy & Travis, 1999).The ideas expressed in the science of policing were
consistent with political theorists' descriptions of the social contract. Political philosophers in the
seventeenth and eighteenth centuries (particularly John Locke, Thomas Hobbes, and Jean-
Jacques Rousseau) speculated about the relationship between societies, states, and governments.
The theory of the social contract suggests that individual members of a society enter into a
contract with their government where governments are responsible for providing protection and
maintaining social order. In exchange for this protection, members of the society agree to
relinquish some of their rights, including the right to protect their own interests through the use
of force. Democratic societies are structured systems based on the balance between individual
rights and the collective needs of those societies. In modern societies, the police are the agents
responsible for maintaining that balance.
Despite the virtues of the science of policing, issues regarding the English tradition of
local governmental control remained. This issue was addressed by Sir Robert Peel. Peel is
credited for establishing the first modern police force in England under the Metropolitan Police
Act, a bill passed in Parliament in 1829. This act created a single authority responsible for
policing within the city limits of London. The force began with one thousand officers divided
into six divisions, headquartered at Scotland Yard. These officers (known as "Bobbies" for their
founder) were uniformed and introduced new elements into policing that became the basis for
modern police. The County Police Act of 1839 allowed for the creation of similar police forces
in other localities, where responsibility and costs for the agencies were shared by the central and
local governments (Walker & Richards, 1996).
Walker (1999) described three new elements of the English police forces as particularly
important for modern policing. First, borrowing from the Bow Street Runners, their mission was
crime prevention and control. The philosophy that it was better to prevent crime than simply
respond to it greatly influenced the role of modern police officers. Second, their strategy was to
maintain a visible presence through preventive patrol. Finally, the third element was that of a
quasi-military organizational structure. As described by Walker, "Peel borrowed the

17
organizational structure of the London police from the military, including uniforms, rank
designations, and the authoritarian system of command and discipline" (Walker, 1999, p. 21).
These three elements of policing developed in the early 1800s in the London police department
had a significant impact on modern policing.

2.3 History of Policing in Pakistan

In the aftermath of the War of Independence of 1857, which seriously challenged British
rule over the subcontinent, the Police Commission of 1860 recommended the abolition of the
Military Arm of the Police the appointment of an Inspector General of Police in the Province and
the placement of police in a district under the District Superintendent with general control
wielded by the District Magistrate. Based on the recommendations of the Commission the
Government of India submitted a bill that was passed into the Police Act of 1861. It has been
noted that the aim of the law was to keep “the natives on a tight leash” and that the police was
not organized as a “politically neutral outfit for fair and just enforcement of law”. The overall
organization of the police forces remained much the same after the independence of Pakistan in
1947. Except for the centrally administered and tribal territories, basic law and order
responsibilities have been carried out by the four provincial governments, who were also entitled
to make rules under the Police Act, 1861.The police in the various provinces and regions are
established as separate establishments without any nationwide integration of these policing
bodies. However, the federal government has established a series of specialised investigating
agencies at the national level, and as part of its mandate, the federal government asserts primacy
in any matter relating to national security. Since policing in independent Pakistan has reflected
the same deficiencies and flaws of policing as during colonial rule, a number of reform efforts
have been undertaken to improve the performance of law enforcement agencies (Yumpu.com,
2010).

Notwithstanding these many attempts at reform, the legislative approach to better

policing did not change much until the Police Order, 2002 was promulgated by General Pervez
Musharraf and given protection under the Constitution (Seventeenth Amendment) Act, 2003.The
Police Order, 2002 is based on the recommendations made by the Focal Group on Police
Reforms in 2000. The District Magistrates lost their powers of general control over the district

18
police under the Police Order, 2002. The Order sought to provide the police with operational
autonomy and freedom from illegitimate political interference. More importantly, the Order also
envisaged greater accountability of the police to external institutions. However, subsequent
amendments made to the Order diluted the operational autonomy of the police and rendered the
external bodies ineffective and dependent on the government of the day. In addition,
implementation of the Order has been challenging because provincial governments were not
properly consulted during its formulation and civil bureaucracies never accepted the new
dispensation. Although police organisations throughout the country continue to adhere to the
Police Order, 2002,some provincial governments are seriously considering amending it
(Yumpu.com, 2010).

2.3.1 Organization under the Police Act, 1861

Under the 1861 Act the highest rank that a police officer could aspire to was that of
Inspector General of Police (IGP), who headed the police department in the province, with
Additional Inspectors General, Deputy Inspectors General, Senior Superintendents and
Assistant/Deputy Superintendents serving directly 20 under him. These subordinate officers
supervise police functioning within a clearly demarcated part of the province previously known
as a range, district or sub-division. The IGP was appointed by the federal government and was
responsible to the provincial government for the superintendence of the police force in the
province. Each province was divided into administrative units called “police districts”. A District
Superintendent, or any other officer appointed by the provincial government (usually an officer
of the rank of Superintendent of Police), was responsible for matters relating to the management
of the force and the performance of all functions, including the detection, investigation and
prevention of crime in a designated police district. A Senior Superintendent of Police (SSP)
headed larger districts. At the sub-district level, Assistant Superintendents of Police (ASPs) and
Deputy Superintendents of Police (DSPs) commanded the police. While the police ultimately
functioned under the Inspector General of Police’s administrative and professional command, the
general control and direction of the police was under the District Magistrate, a civil servant of
the rank of Deputy Commissioner (belonging to the District Management Group of federal civil
services) and responsible to the provincial Chief Executive (i.e. the Chief Minister) through the
Home Secretary of the provincial government. Section 4 of the Police Act, 1861 placed the

19
police under the administrative, technical, financial, professional and organizational control of
the District Superintendent of Police, but subject to the lateral general control and direction of
the District Magistrate. The District Magistrate was not a police professional but a general
administrator whose powers included not only the executive functions (e.g. revenue collection)
but some judicial functions as well. This was done deliberately because the functioning of the
District Magistrate as the chief officer of the district was considered essential for the
maintenance of British rule in India. The British had realized that to perpetuate their rule in the
country they must have a police force that was totally subservient to the executive. Thus, a
system of dual control at the district level was introduced – one under the head of the police
force in the district and the other under the chief executive of the district (the District Magistrate)
who was also responsible for the criminal administration of the district. There was considerable
opposition to the system of dual control at the district level even when it was introduced. In fact,
the British government realized that the district system would not work efficiently in
metropolitan areas, which faced different police problems. Therefore, the commissioner ate
system of policing (based on the London Metropolitan Police model) was introduced in certain
metropolitan areas like Calcutta, Bombay, Madras and Hyderabad. Under this system the
responsibility for policing the city/metropolis was vested in the Commissioner of Police
(Yumpu.com, 2010).

2.3.2 Federal Police Organizations in Pakistan

Modern police may be described as an organized body of personnel assigned to preserve good
order and prevent and detect crime. The quasi-federal character of the Pakistani state envisages a
coordinating and counseling role10 for the federal government in policing matters and even
authorizes it to set up certain police organisations.11 At present, there are several institutions
performing these tasks at the federal level:

Federal Investigation Agency (FIA)

Anti-Narcotics Force (ANF)

Frontier Constabulary

Frontier Corps

20
Pakistan Coast Guards

Pakistan Rangers

National Highways and Motorways Police (NHMP)

Pakistan Railways Police

Islamabad Police,

Islamabad Capital Territory

The agencies established at the federal level have cross-provincial jurisdiction throughout
Pakistan over matters and offences concerning the federal government as listed in the Federal
Legislative List, read with Article 142 of the Constitution. These agencies are of relatively recent
origins compared to the provincial police establishments. For instance, the ANF was established
under the Anti-Narcotics Force Act, 1997 and controls trafficking of narcotic substances. The
NHMP was established in 1997 and regulates traffic on the roads designated as national
highways and motorways. Similarly, offences against the interests of the federal government,
such as the ones punishable under the High Treason (Punishment) Act of 1973, will be
investigated by the FIA which was established in 1975. The Civil Armed Forces, including the
Pakistan Rangers, the Frontier Corps, the Frontier Constabulary, the Northern Areas Scouts (also
known as the Gilgit- Baltistan Scouts) and the Pakistan Coast Guards, are field organisations of
the federal Ministry of Interior. These agencies are broadly tasked with: a) securing and checking
illegal border crossings b) preventing smuggling c) enforcing drug control and d) assisting
provincial governments in maintaining law and order when requested. The leadership cadres of
these agencies come from the Armed Forces (Yumpu.com, 2010).

2.3.3 Provincial Police Organizations

For reasons elucidated at the beginning of this chapter, traditional policing is the responsibility of
the provinces. The following are the police entities that can be found at the sub-national level:

Punjab Police, Punjab province 

Sindh Police, Sindh province 

21
Khyber Pakhtunkhwa Police, Khyber Pakhtunkhwa province 

Baluchistan Police, Baluchistan province

The provincial police organizations across the country have characteristics and structures similar
to each other for a few reasons. First, they are all tasked with maintaining order and
preventing/detecting crime. Second, major substantive and procedural criminal laws (i.e. the
Pakistan Penal Code, the Code of Criminal Procedure, and the Qanun-e-Shahadat Order) are
uniformly applicable to most parts of the country. Third, the Police Service of Pakistan (PSP),
which provides the bulk of senior officers to the provincial police departments, is recruited,
trained and managed by the federal government. This ensures that police leadership throughout
Pakistan emerges from the same training and recruitment background (Yumpu.com, 2010).

2.4 Police Reform in Pakistan (1947-2002)

1948: The Sindh Assembly passed a bill for launching a “modern police force” for Karachi. But
opposed from the bureaucracy means it was finally send again to the assembly with “minimal
corrections” in order to be resubmitted. It was never sent back.

1951: A committee recommended that the Karachi police administration be completely

reformed. The recommendations were given up due to opposed from the bureaucracy.

1960-62: Two commissions examined the option of formulating a metropolitan police

administration for Karachi, and Lahore. The Pay and, Services Re-organization Committee,
made recommendations, but at that time government decision makers disallowed the decision of
committee.

1985: A police committee recommended, that the Police Act of 1861 would be significantly
amended and a metropolitan policing system would initiate in big cities. The recommendations
were not forwarded.

1989-90: The government said, it will review the police system. In 1990, a British delegation had
visited Pakistan and recommended the colonial system, designed to

22
Preserve the status quo using “suppression and control,” be completely revised to meet the
requirements of a modern country. It also recommended that a police system be established in
big cities without “dilly-dallying.” Its recommendations were neglected.

1995: A UN Mission for Crime Prevention and Criminal Justice was made visit’s Pakistan and
said “independent but publicly accountable police” were essential for the enhancement of stable
democratic government institutions. The mission advised that strengthening law enforcement
institutions were mandatory and a revised police system, especially in metropolitan regions.

1996: Visitors of Japanese police experts’ advice about reforms that must focused on “building a
relationship of trust” between public and police force. Experts suggested four steps for reforms,
establishing an institutional structure, that assure political impartiality and democratic control,
proper division of responsibilities between federal and provincial governments, a unified chain
of command and a merit-based system for recruiting and selecting personnel. The Good
Governance Group of 2010 Programme adopted these recommendations in 1998 but the
government did not take sound steps to reform police legislation.

1999: A group of Colombian experts visited Pakistan to counsel the government on how to
control deteriorating law and order in Karachi. The group advised that the police administration
be improved and a professionally capable, politically impartial, and democratically controlled
metropolitan police force founded. Their report did not result in policy changes (Khan &
Rehman, 2021).

2.5 Evolution of Pakistani Police Acts

After the 1857 war of independence, the British Government in Indian Institutionalized
the police by promulgating a police commission, (Minhas & Shah, 2019). Wherein the police
were meant to deal with civil offenses only however, the expected discipline level was to be at
par with that of the military who generally do not deal with the same social problems being
stationed at far flung isolated cantonments. The first ever Police Act of 1861 was enacted for
governing the police in the subcontinent. It pivoted around the desire of the British rulers to use
police as a tool to curb and crush uprising of locals against their rule. The people gradually
adapted themselves to the Police Act without getting into its biased nature. It remained effective

23
for 90 years i.e. Throughout British rule in the subcontinent. The irony is that the Police Act
made to subdue the native Indians continued to prevail even after independence (Petzschmann,
2010).

Although attempts were made by the politicians to get rid of the colonial way of exercising
police powers and promulgate a new Act, the bureaucracy at that time – which comprised British
officers or their loyalists – resisted any change and preferred the status quo. The idea behind the
police reforms in 1947-48 was to establish a metropolitan policing system, initially for the
metropolitan cities of Lahore and Karachi. A number of bells were introduced by the provincial
and federal governments however, nothing materialized. The efforts continued until the 1960s
but petered out the British-made Police Act of 1861 served the purpose of the ruling elite to
exercise their power through the police in order to mitigate any threat to their supremacy in their
respective constituencies (Centre for Peace and Development Initiatives, 2005).

Bureaucrats also viewed their survival in maintaining status quo in order to govern their
respective administrative areas as per the directions of their ruling political elite, hence, did not
demonstrate any resolve to enact new Police Orders vis-à-vis Police Order of 1861 in all
provinces including KP (R. Khan, 2018).

It was as late as 2002 during the President Musharraf era when serious thought about
policing reform came about. It may be recalled that President Musharraf believed in
empowerment of masses or devolution of power down to grassroots level, for which the police
had to be made answerable to the public through their elected representatives instead of political
masters (Cheema, Khwaja, & Qadir, 2005).In 2002, the first ever serious effort in Pakistan to
have a new Police Act (Petzschmann, 2010, p. 17). The Police Act-2002 had the characteristics
of honesty of purpose, un-biasness, people-friendly and accountability-specifically aiming for a
strong and professional police force meant for securing lives, properties and the interests of
peaceful citizens. For the first time, Public Safety Commissions intended to guard against
political pressure on the police, while keeping a check on its expected performance and delivery,
were suggested to improve the image of the police. The preamble of the Police Order 2002
claimed to remodel the police in accordance with the democratic aspirations of the people. The
Order prescribed basic structural changes. However, most of the provisions of the Order were

24
never adhered to, particularly in matters of postings and transfers and functional specialization as
the resources needed for such specialization were never provided.

Being wary of the police moving out of their sphere of influence, the political and
bureaucratic elites resisted its implementation both in letter and spirit. Both elite communities
opposed the Act behind the slogan of the act being baby of a military ruler and argued that it was
drafted and imposed by a non-democratic government. The opponents of the act also cited a lack
of modernization in Pakistani society as a barrier to its implementation. Additionally, it was said
that living standards be increased so that crime rates could automatically go down.
Unfortunately, hard core politicians and bureaucrats prevailed and the Police act-2002 could not
get implemented in its actual shape (Christine Fair & Chalk, 2006, p.333-355).

It was amended ruthlessly so as to keep its various sections open-ended for exploitation by
translating various sections and articles to their advantage. Although a few amendments were
made in 2004 as well, however, after the 18th amendment, the Police act of 2002 was also seen as
the Provincial issue and the Provincial governments started making amendments amenable to
their political needs. While the Police Order 2002 was still being tested, the provincial
governments of Khyber Pakhtunkhwa, Balochistan and Sindh put an end to the federal character
of policing by enacting new provincial police laws and Islamabad Police still continued to
operate under the Police act 1861 .Though police in the provinces are being run under different
laws, the hierarchical structure more or less remains the same. Moreover, police in the provinces
are headed by the officers of the Police Service of Pakistan belonging to the federal government.
The only change is in the matter of exercise of authority to post/transfer officers of the ranks
from Superintendent of Police to Additional Inspector General of Police. The postings and
transfers of aforementioned police officers rested with the provincial government under the
Police Act 2002 and in the Capital City with the Chief Commissioner.

Distribution of Power remained the major hurdle The Inspector General of Police
appointed by the Federal Government would like to be governed by the Police Act 2002 that
gave them the leverage to exercise their command for curbing crime while the poetical
government wanted to keep the initiative in their own hand for their political motives. The tussle
resulted into a vicious circle of sacking the Police Command and restoration of same individuals
on the orders of judiciary. This kind of unprecedented tug of war to win over police control

25
explains the reason for rising crimes graph in the country in general and Sindh in particular.
Punjab is no exception. The province saw the change of three Inspector General’s within a short
span of one year, recklessly dispensing with the Police Order.

The Sindh Police Act had been pending with the political hierarchy of Sndh since 2015. It
was lately approved in May 2019. The Pakistan People’s Party (PPP) managed to repeal the
Police Act, 1861 and revive the Police Order 2002amid protest and walk out by the three main
opposition parties in the Sindh Assembly (Sabih, 2019).

Interestingly, the Police Order 2002 passed by the Sindh Assembly was not welcomed by the
opposition parties for its bias in favor of the ruling elite.

Ambiguity about the federal character of police law still exists. With the passage of the
18th amendment, law and order exclusively fell within the domain of the provinces and is no
longer considered on the concurrent list. However, one view is that the criminal law is a federal
law and Police Order 2002 being a federal law is also a part. ON the other hand, provinces taking
advantage of the ambiguity went with their own legislations. A committee headed by the Chief
Justice of Pakistan is examining the issue. A larger bench of the supreme court is likely to rule
whether the police falls within the federal legislative competence or otherwise (Malik, 2019).

All the provinces including the federation in their replies had contended that policing was
exclusively a “provincial subject” and neither the Supreme Court bestowed any jurisdiction nor
did the Constitution empower federal legislatures to legislate on the subject.

In order to carry out further analytical study of Police reforms, it is imperative to have a
comparative analysis of the existing Police Act/ Order of 2002 and what it was when actually
proposed in 2002. An examination of what KP Police did while enacting its Police Act if 2017 is
also necessary.

2.6 Strategic Police Reforms in Pakistan

2.6.1 Latest Developments in years 2000-2021

Police are the entry point of the criminal justice system. Though the pull of the status-quo forces
is much stronger than the push of the forces for change in the country, the perennial struggle

26
between the two continues unabated. The landscape of police reforms, in this regard, serves as a
barometer of change in the justice sector. The emerging work on police reforms shows that the
efforts towards changing police and policing in Pakistan can be thematically divided into
strategic (policy-related reforms) and tactical reforms (service delivery-related).On the strategic
level, momentous improvements are aimed by amending the legal framework and by affecting
the governance of police on the other hand, the tactical changes target improving day-to-day
working of police. Due to the paucity of space, a brief survey of strategic/policy-related reforms,
during years 2000 and 2020, is being presented hereunder (Adil, 2021).

2.6.2 Police Order 2002

Introduction Actually Police order 2002 was a replacement of police Act of 1861. The
order came on 14th of August 2002 as chief Executives order No. 22.It contained 19 chapters,
188 articles and 4 schedules. The primary purpose of this order was to reform palice service (so
that it can perform in the bet manner according to constitution, law and democratic values). The
objections of the police Order 2002 were to keep checks and balances on the police and to
establish public safety combinations at feudal, provincial and district levels (Police order, 2022).

2.6.3 Main features of Police order 2002

As P.O 2002 has redefined the Police role, it is essential that the new legal Framework
should contain the following features that introduce some new ideas regarding law enforcement
in Pakistan, these are.

2.6.3.1 Separation of Police and magistracy

Previous system was a product of colonial mindset, and was slow having inefficient
laws. But in this new legislation. Police and Magistracy were separated (Police order, 2022).

2.6.3.2 Public Accountability of Police

Japans Model was adopted, which was a community based policing. For this purpose safety and
police complaint commission ware constituted at district, provincial and federal levels (Police
order, 2022).

27
2.6.3.3 Reduction of political influence

That Nazims have non-political 7th was assumed background and will have no effect over
DPO, but Contrary to this, the strong political affiliation of Nazims are very clear in all
distracts(Police order, 2022).

2.6.3.4 Separation of investigation and watch and ward

Maintenance of public order and investigation of Crimes were the responsibility of the
police but now these two function have been separated from each other. Investigation staff was
kept under SHO at police station level, which required proper training and scientific and forensic
support (Police order, 2022).

2.6.3.5 Separate Police establishment (Art-6)

The new Law provided that the capital city the city district and the reaming province may
be declared as separate general areas and for each of them separate police establishment would
be set up (Police order, 2022).

2.6.3.6 Functional organization of the Police (Art-8)

Police order 2002 organized police an functional basis into branches divisions bureaus
and sections to improve its efficiency and enhance professionalism in the service. Separation of
watch and ward from investigation is the major initiative to achieve this objective (Police order,
2022).

2.6.3.7 Administration of Police (Act 10)

The administration of police shall be placed in the PPo who is recruited as IGP or CCPO.
Who is recruited officer normally at the rank of Additional IG, and CPO recruited from officers
at the rank of DIG. The PPO will have full administrative powers and shall exercise operational
control over whole of the police force in province (Police order, 2022).

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2.6.3.8 Functional autonomy to PPO (Act-11, 27)

The new law gives power of ex-office secretary to the government to the provincial
police officer (PPO) in of administrative matters.

PPO com make Posting/ transfers of officers up to the DIG rank. In case of CPO and all
other officers of the rank of SSP and below. He well direct and regulate all the matter of
recruitment, trainings, posting , transfers, arms, drills, discipline, and other matters (Police order,
2022).

2.6.3.9 Distinction B/W Ranks and posting positions

Under the act of 1861the posting positions of police officers generally matched with their
ranks.The (IGP) when posted as head of police in a province would be designated as (IGP).

The police order 2002 made distinetion B/W ranks and posting positions of police
officers. Under the law the (IGP) when posted as head of provincial would be designated as
(PPO) provincial police officer.An additional IG, when posted as head of capital city police
would be called CCPO or CPO and so on (Police order, 2022).

2.6.3.10 Offences and Punishment to Police officer

Art-155,156,157).

The police order 2002 declared certain misconducts for police officers as criminal act and
specified punishment there for (Police order, 2022).

2.6.3.11 According to Art-155

If specific misconduct, submittal false statement, then he will be punished for up to 3

years of imprisonment and fine (Police order, 2022).

2.6.3.12 According to Art 156

If committed vexatious act against citizens will be punished for 5 year of imprisonment
and fine (Police order, 2022).

29
2.6.3.13 According to Art 157

If committed unnecessary delay in the production of the accused before the court them
will be punishable for 1 year with fine (Police order, 2022).

2.7 Organization under the Police Order, 2002

The Police Order has renamed the chief/head of the police force in the provinces as Provincial
Police Officer (PPO) who is assigned the highest rank of Inspector General of Police (IGP). The
IGP/PPO remains responsible to the provincial government under the Order. The provincial
police still work as a department partly attached to the Home Department of the provincial
government with the IGP as an ex-officio secretary. The budget of the police has to get approval
from the provincial Home and Finance departments. Under the Order each provincial capital is
referred to as a Capital City, which has a Capital City Police Officer (CCPO), recruited from
among the officers normally of the rank of Additional IG. Then each city district has a City
Police Officer (CPO), recruited from officers at least of the DIG rank. While the terminology has
changed slightly under the Order, the structure of policing has largely remained the same
(Yumpu.com, 2010).

2.8 KP Police Act of 2017

The KP Government also passed its Police Act 2017 by repealing the Police Order 2002
with high levels of support and approval from the majority of police officers and political
government. The supporters declared that a new era of police reforms was ushered in but nobody
paid attention to the fact that the federal character of policing had been put to an end. The new
Police Act made the Inspector General omnipotent by empowering him to make postings and
transfers up to the ranks of Additional Inspector General. In fact, some observers believe that the
Khyber Pakhtunkhwa Police Department has been made apolitical, accountable and independent
to perform the law maintenance duties without any considerable political interference (B. J.
Khan, 2017). The promulgation of the Khyber Pakhtunkhwa police act 2017 though, heralds a
number of steps towards operational, administrative and financial autonomy of the Inspector
General of Police and establishment of institutions, it falls short in many areas when compared
and contrasted with the Police Order 2002. While the Police Order 2002 focused on the

30
devolution of authority at all levels, the present act centralizes all authority in the person of
Inspector General of police. The old order had conferred wide administrative, financial and
operational powers on the Capital Police Officer, City Police Officer and District Police Officer.
Capital City was declared as a separate General area under the Police Order 2002 and the capital
Police Officer enjoyed the authority of the head of attached department. This has been done
away with under the new act (Ali Shah & The Express Tribune, 2019).

This kind of arrangement is suspected to be counter-productive with regard to tangible efficiency

of the Capital City Police Officer. The additional Inspector General heading different units has
also not been given authority of postings and transfers.

Under the Khyber Pakhtunkhwa Police act 2017, the much-trumpeted concept of
separation of investigation from watch and ward has been buried. Additional ID
Investigation is no longer the head of Investigation. The SPs Investigation in Districts
will now report District Police Officer (“Khyber Pakhtunkhwa Police - Official Portal,”
2017).
The District Police Officer has been made responsible to evaluate annual performance of SP
investigation with Deputy Inspector General as the Countersigning Officer and Inspector General
as the second countersigning officer. With this departure, the whole concept of functional
specialization around which modern policing revolves is expected to come to an end.

Merely empowering an IGP to post officers is not enough reforms always have financial
implications. Taking it as a case study, Khyber Pakhtunkhwa has been facing the
daunting challenges of terrorism coupled with insurgency particularly since 2006 until
almost 2017. However, the province has converted challenges into opportunities. In such
an environment of real and imminent danger, the then provincial government (2008-
2013) rightly considered revamping and rebuilding of the police department ins top
priority. It, therefore, developed a “Comprehensive Development Strategy and Crisis
Assessment Programme” with the assistance of the World Bank. Successive governments
enhanced the budget of the police as well as increased it’s annual Development
Programme. Financial resource a location reached its peak in 2010-2011.With more
finances available, the police force acquired better human resource as the number of

31
 police personnel swelled to 75,000 in 2013 from 32,000 in 2006-7, which is a very
significant increase of 134 per cent (Shah, 2020).
In order to achieve reforms-related target, a ‘project Coordination Unit’ was also established
which empowered the police force to initiate and run its developmental schemes.

As the existing training center could not accommodate huge numbers, arrangements were
made in collaboration with the Army for imparting training. Another strategic priority
was to raise a counterterrorism force and within a short span of time highly trained Anti-
terrorism Elite Force was raised with 7,000 member. In the same period, a state-of-the art
‘Joint Training Center’ was raised with the assistance of the US Bureau of international
Narcotics and Law Enforcement Affairs (The Express Tribune, 2017).that is now the
main training feeder for the anti-terrorism personnel. The Directorate of Counter
Terrorism was also established which played a crucial role in bringing hundreds of
terrorists to justice and in preparing a database of 3,500 militants with 350 of them being
the highly wanted terrorists.
The period of 2013-2018 remainded focused mostly on peace time policing. Inauguration
of model police stations, opening of training schools, conversion of Directorate of Terrorism to
Counter Terrorism Department, Police Assistance Service, Dispute Resolution Council, Police
Assistance Lines, passage of preventive laws such as Rented Building act 2014, Hotel
Restriction act 2014, Vulnerable Establishment and Places act 2015, establishment of Traffic
Warden system 9 Percent increase from 75,000 to 82,000 and recruitment of constables through
independent testing authority were the hallmark of that period (2013-2018).However, despite
renovating model police stations on the pattern of police stations in the developed countries to
create a perception that the KP police has been modernized to an extent, the hard reality on the
ground is that most of the buildings of the main police stations and police lines in Peshawar, let
alone smaller cities, are still not only in dilapidated conditions but also overcrowded. The issue
needs to be addressed as a top priority. It is pertinent to mention that the amended Police acts are
being implemented in Punjab, Balochistan and Khyber Pakhtunkhwa. However, ironically,
Islamabad Police, Gilgit Baltistan and Azad Jammu and Kashmir are still being managed under
the Police act of 1861.

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2.9 Role and Responsibilities of Police

The Khyber Pakhtunkhwa Police Act, 2017

Attitude and responsibilities of police towards the public. ---It shall be the responsibility of
every police officer to-

(a) behave with the members of the public with due decorum and courtesy

(b) promote amity in the society

(c) guide and assist members of the public particularly the poor, disabled or physically weak and
children who are either lost or find themselves helpless on the streets or other public places

(d) aid individuals who are in danger of physical harm particularly women and children and

(e) protect life and property of minorities and their places of worship.

Duties of police.---(1)Subject to law, it shall be the duty of every police officer to-

(a) protect life, property, honour and liberty of citizens

(b) detect, investigate and bring offenders to justice

(c) maintain public order and security

(d) preserve and promote public peace

(e) counter militancy and terrorism

(f) ensure that the rights and privileges, under the law, of a person taken in custody, are protected

(g) prevent the commission of offences and public nuisance

(h) collect and communicate intelligence affecting public peace and crime in general

(i) keep order and prevent obstruction on public roads and in the public streets and
thoroughfares, at fairs and all other places of public resort and in the neighborhood of and at the
vulnerable and sensitive places including places of public worship

33
(j) regulate and control traffic on public roads and streets

(k) take charge of all unclaimed property and to prepare its inventory

(l) provide information in the prescribed manner regarding unclaimed property, to prevent the
abuse of such property

(m) apprehend all persons whom he is legally authorized to apprehend and for whose
apprehension, sufficient grounds exist

(n) ensure that the information about the arrest of a person is promptly communicated to a person
of his choice

(o) enter and inspect without a warrant on reliable information any public place, shop or gaming-
house where alcoholic drinks or narcotics are sold or weapons are illegally stored and other
public places of resort of loose and disorderly characters

(p) obey and promptly execute all lawful orders

(q) perform other duties and exercise powers as are conferred by this Act, the Code or any other
law for the time being in force

(r) aid and co-operate with other agencies for the prevention of destruction of public property by
violence, fire, or natural calamities

(s) assist in preventing members of public from exploitation by any person or organized groups
(t) take charge of lunatics at large to prevent them from causing harm to themselves or other
members of the public and their property

(u) prevent harassment of women and children in public places

(v) take action against vagrants for security purposes and to confiscate anything found from them
in favour of Government and

(w) create public awareness regarding their lawful rights and duties and educate the public
regarding their safety and security.

(2) Police officer shall make every effort to-

34
(a) afford relief to people in distress situations, particularly in respect of women and children

(b) provide assistance to victims of road accidents

(c) assist accident victims or their heirs or their dependents, where applicable, with such
information and documents as would facilitate their compensation claims and

(d) cause awareness amongst public regarding traffic laws and inform the victims of road
accidents of their rights and privileges.

(3) It shall be the duty of a police officer to lay information before a competent court and to
apply for a summons, warrant, search warrant or such other legal process as may, by law, be
issued against any person suspected of committing an offence.

(4) Every police officer while on police duty shall have all the powers and privileges of a police
officer, under any law for the time being in force and be liable to serve at any time in any branch,
division, bureau and section.

Emergency duties of police with regard to essential services.---(1) Government may, in an

emergency, by notification in the official Gazette, declare any specified service to be an essential
service to the community.

(2) Upon a declaration being made under sub-section (1) and so long as it remains in force, it
shall be the duty of every police officer to obey any lawful order given by a senior police officer
in relation to the declaration (Home & Tribal Affairs Department, 2017).

2.10 Sindh Police Law

After the 18th Amendment, like rest of the provinces, Sindh had enacted the Sindh (Repeal of the
police Order, 2002 and Revival of the Police Act, 1861) Act, 2011. The Supreme Court’s
reversal of decision of CBE case led to re-enactment of the Sindh (Repeal of the Police Act,
1861, and Revival of Police Order, 2002) (Amendment) Act, 2019 (Adil, 2021).

35
2.11 Baluchistan Police Act of 2011

The Balochistan Assembly passed the Balochistan Police Act 2011, giving more powers
to administration and district magistrates in regulation the Balochistan Police. Based on the
Police Act of 1861, the new act replaced the Police Order 2002. The new act empowers the home
secretary to make postings and transfers on recommendations of the Chief Minister and Services
and General Administration Department.24 It applies to all a areas of Balochistan. However, in
practice, these powers are now being exercised by the Inspector General of Police while orders
of postings of senior police officers up to the rank of Additional IGP are issued by the CPO
(Minhas & Shah, 2019).

2.12 Constitutionality of Police

After abolition of concurrent legislative list through the Eighteenth Constitutional

Amendment in 2010, the provinces started legislating on police as a provincial subject of
legislation. The interpretation of 18th Amendment without appreciating articles 142 and 143 of
the Constitution led provinces to think that federal government has no role in policing. This view
directly affected the governance of police and when it came to appointment of IGP of a particular
proven ce, the matter was taken up by courts. The Sindh High Court in Shehri Citizens for Better
Environment Case (CBE Case) held that police, as a subject of legislation, is a provincial subject,
constitutionally. The view was, however, not upheld by the Supreme Court of Pakistan that held,
on the touchstone of articles 142, 143 and 142 of the Constitution, that police are a concurrent
subject and both federal and provincial governments can legislate on it (Adil, 2021).

2.13 Police Reforms Committee Report, 2019

The Chief Justice of the Supreme Court of Pakistan (CJP) vide a notification in the capacity of
the Chairman Law and Justice Commission of Pakistan (LJCP) constituted a Police Reforms
Committee, comprising retired police officers in 2018. The Committee, which included officers
who had led police reforms in yesteryears, deliberated and presented its Report in January 2019
on three terms of reference that looked at model police law, urban policing counter-terrorism,
investigations and cross-

36
Cutting issues qua other laws. The Report was sent to the Government of Pakistan for
implementation, and in the meantime, the CJP constituted an Implementation Committee
comprising retired police officers and serving Inspectors General of Police of all provinces and
three territories, and started overseeing the implementation of service delivery-related reforms
recommended in the Report (Adil, 2021).

2.14 Islamabad Model Police Bill, 2020

Islamabad Police work under the Police Act, 1861. The Police Order, 2002, never applied
to it. In 2002, five members of parliament drafted a model law for Islamabad Police and titled it
as ‘Islamabad Model Police Bill’ (IMPB).The IMPB was taken up by a sub-committee of the
committee on interior and was deliberated for a while. The IMPB was, then, referred back to the
main committee on interior after the government requested to examine it with a draft police law,
which it was mulling to introduce after cabinet’s approval (Adil, 2021).

2.15 Gilget-Baltistan Police Bill, 2021

Apropos the quasi-constitutional arrangement put in place after the Supreme Court’s
decision on the legal framework for Gilgit-Baltistan (GB), efforts are belling made to introduce
GB Police law. The law is primed on the template of Police Order, 2002, insofar as the rights and
responsibilities of police towards public at large are concerned. The draft police law envisions
constituting specialized units in police, catering to investigation and forensics. It also proposes a
criminal justice coordination mechanism that brigs all the stakeholders of criminal justice system
together on one table to collectively work for safety and security of citizens. It provides for
establishing democratic oversight through a cabinet committee. In addition, it proposes to
constitute tourist police, Khunjerab Security Force (KSF) under DPO Hunza and key Points
Police (KPP) to police vital installations (Adil, 2021).

2.16 Police Newly-Merged Districts in KP

After the Twenty-fifth Constitutional Amendment that merged Federally Administered Tribal
Areas (FATA) into the mainstream KP, two enactments were passed to mainstream the policing
services in the Newly-merged Districts (NMDs). By enacting Kp Levies Force Act, 2019, two

37
policing forces of Levies and Khasadar were reconstituted under the law and put under the
administrative control of IGP, and given the responsibilities provided for police in the KP Police
Act, 2017. The two enactments provided for scheme of absorption of the two forces into the KP
Police. The non-proliferation of policing organizations is likely to cement the authority of the
state if the requisite and supplemental budgetary and administrative system is established in the
NMDs (Adil, 2021).

38
2.17 Reforms initiatives (Police act-2017 Implemented Reforms)

2.17.1 Online FIR System

1) The FIR registration facility is available on the Kyber Pakhtunkhwa (KPK) Police
website.
2) Any person can just submit the FIR by filling an online form on KP Police website.
3) After submitting the FIR form an automatic FIR form an automatic FIR ID is generated.
4) FIR details as well as contact details of the complainant is forwarded to concerned area
SHO/RPO.
5) SHO after receiving the FIR, contact the complainant.
6) After FIR is lodged, the complainant is informed through the website, mobile land line
numbers and email accordingly.

2.17.2 Police Access Service (PAS)

1) Mechanism for prompt redressed of public complaints.

2) Citizens can now access the police through SMS (8855), Toll Free Help Line (0800
00400), by Fax (0919223575), by Email on pas.kppolice@gmail.com or by visiting the
Police Access Service Center in the Central Police Office.
3) Concerned police officers will contact the complainant within 24 hours.

2.17.3 Police Assistance Lines (PAL)

1) PALs have been established in all district headquarters of the province.

2) It offers one window corporate style solution of their day-to-day affairs.
3) It is for the masses who avoid going to the traditional police stations.
4) PAL offers services such as theft reporting, lost items reporting, extortion reporting.
Police character verification, CNIC verification, vehicle verification, police security
clearance, TIF form reporting and legal advice.

39
2.17.4 Dispute Resolution Council (DRC)

1. DRCs are operational in all the district headquarters

DRCs are based on the spirit of the Pakhtunkhwa code for resolution of local issues and petty
disputes through reconciliation offered under supervision of the local police.

2.17.5 Modern Reporting Rooms

i. These modern reporting rooms have been raised in accordance with international best
practices.
ii. They are intended to play a pivotal role in reforming the behavior of police and.
iii. Providing a friendly ambience to the masses visiting the reporting room.
iv. The staff in these reporting rooms has been trained in victim assistance A total of 11
Reporting Rooms have been established throughout the province.

2.17.6 Special combat Unit (SCU)

i. The special combat unit was raised 19th August, 2014.

ii. The unit is equipped with sophisticated weapons and its mandate is to handle major crises
like hostage situations and terrorist attack on sensitive installation.
iii. This unit comprises best of the elite personnel who have undergone additional nine moths
rigorous training in all modern warfare tactics including para-trooping, heli-repelling and
water borne operations.
iv. The training of heli-reeling was conducted by special services Group of Pakistan Army
and watermanship training was conducted by Pakistan Navy.

2.17.7 Rapid Response Force (RRF)

i. RRF was established on 10th April, 2014.

ii. The Rapid Response Force (RRS) is a standby force of KP Police.
iii. RRF consists of highly motivated and trained police units to react and respond in events
of organized armed assault by terrorists or in a hostage situation.

40
 iv. The police personnel constituting RRF have undergone a rigorous nine month elite
training course and is equipped with state of the art weaponry.
v. Each unit of RRF is commanded by an officer of the rank of Superintendent of Police.
vi. RRF is kept engaged in mock exercises and operations at various sensitive and vulnerable
places throughout the year.

2.17.8 Elite Women Commandos

i. The elite women commando unit was raised on 17th November, 2014.
ii. The services of this unit are utilized in raids and search and strike operations carried out
in urban hideouts of militants.
iii. They have been imparted complete elite training of nine months including martial arts,
heavy weapon firing, hostage situation, VIP protection, close quarter battles and other
combat tactics.
iv. The firs contingent of 35 women elite commandos passed out on 16th June,2015.

2.17.9 Traffic Wardens Service

i. Traffic Wardens Service was launched on 18th of June, 2015.

ii. The new setup will ensure traffic education and facilitation of people by replacing the old
setup.
iii. The traffic warden services has been extended to Abbottabad and Swat.

2.17.10 Women Complaint Units

i. The KP police have established women complaint units in 56 police stations across the
province.
ii. 116 lady constables have been deployed in these units.
iii. These units have been set up in police stations in Peshawar, Mardan, Abbottabad, Swat,
Bannu, Nowshera and DI Khan.

2.17.11 Establishment of Reporting Rooms

i. The new reporting rooms have been raised on 24th August, 2015.
ii. A total of 11 Reporting Rooms have been established throughout the province, including.

41
iii. Peshawar, Kohat, Nowshera, Mardan, Hazara and Swat.
iv. 100 more such reporting rooms will be established in various police stations.
v. These police reporting rooms have been raised in accordance with international best
practices.
vi. He are intended to play a pivotal role in reforming the behavior of police and providing a
friendly ambience to the masses visiting the reporting room the staff in these reporting
rooms has been trained in victim assistance.

2.17.12 Establishment of Counter Terrorism Department (CTD)

i. To curb the menace of terrorism, kidnapping for ransom and extortion, a Counter
Terrorism Directorate (CTD) was established in Khyber Pakhtunkhwa.
ii. CTD specifically deals with militancy related issues.
iii. CTD has three key wings including Operational, Intelligence and Arresting.
iv. Around 22,00 policemen perform duties in CTD.

2.17.13 Raising of Canine Units

i. Canine unit of KP Police was established o detect explosives and contrabands and trace
criminals.
ii. A total of 51 dogs are being regularly employed in conducting raids, search and strike
operations in militant infested areas as well as for route clearance and security purposes.

2.17.14 Specialized Schools

i. The six specialized schools have been established in the Khyber Pakhtunkhwa province.
ii. These include: Police school of investigation (May 2014), Police school of Intelligence
(June 2014), Police School of Tactics (July 2014), police school of Explosive Handling
(Feb. 2015), Police of Public Disorder and Riot Management (Jan 2015) and police
school of information Technology (Sept 2015).
iii. These schools have been established t impart specialized training of various skills to the
police personnel in order to effectively counter the emerging challenges posed by the
incessant asymmetric warfare.
iv. These schools have been established by improvising the existing infrastructure.

42
 v. The training in these schools have been linked with promotion and all the police officers
have to undergo various causes being conducted in these schools.

2.17.15 New Police Training Schools

i. The two training schools, in addition to Recruit Training center Hangu, have been raised.
ii. These include recruit training center malakeand (Established Sept 2014) and recruit
training center Swabi (Established Jan 2015)
iii. Though he strength of police force increased three folds in the past decade yet the
capacity of training institutions remained the same delaying recruit training.
iv. In order to overcome this situation, two new recruit training schools have been
established by utilizing the existing infrastructure in the police lines.

2.17.16 Institute of forensic Science (IFS)

i. IFS was established in Peshawar t bridge the gap between forensic awareness and
criminal investigation practices.
ii. It houses the Forensic Science Laboratory (FSL Peshawar).
iii. It is the primary crime lab of the province consisting of six specialized units including
chemicals and narcotics analysis, latent finger print, firearms and tool mark, questioned
documents, forensic photography and digital forensics.
iv. It provides forensic services to other organizations including Pakistan Customs, Excise
and taxation Department, ANF, NAB, Anti-corruption Establishment, Frontier Corps,
FATA administration, Malakand levies and Gilgit Baltistan.

2.17.17 Vehicle Verification System (VVS)

i. VVS is a SIM based Mobile Application to identify stolen vehicles and vehicles with
fake registration on the spot.
ii. The aim o VVS is to strengthen the checking at check posts and to create deterrence and
discourage criminals so that they cannot play the vehicles with bogus number plates VVS
is devised whereby vehicles record maintained by excise department has been linked with
the cell phone SIMs of officers at the check posts.

43
iii. So far, 400 vehicle verification SIMs have been distributed among the Police officers of
all districts.
iv. With these VVS SIMs, the patrol officers or those deployed at check posts a can now
verify the real credential of a vehicle through just a click on their mobile phones.

2.17.18 Identity Verification System (IVS)

i. Terrorists, militants and criminals always want to hide their identity and for this purpose
they rely on fake identity cards.
ii. Many illegal immigrants, who are responsible for a number of crimes in the province,
have also made fake identity cards.
iii. IVS is linked with NADRA database and empower the KP Police personnel on check
posts to identify proclaimed offenders and criminals on the spot.
iv. The Police department has shared its data of hardened criminals, proclaimed of enders,
terrorists. militants and wanted criminals with NADRA and a IVS software application
was developed.
v. The personnel on check posts have tablets. They put the CNIC number, swipe the card in
their tablets, or through fingerprints get detailed particulars of the person on the screen
along with his picture.

2.17.19 Hotspot Policing (Geo Tagging)

i. The KP Police has developed and launched a Centralized Crime Tracking and Analysis
System.
ii. The new system is based on geo tagging technology and all of the data, including pictures
of the militants/crime scenes, latitude and longitude coordinates and incident details are
stored in the main database using Android mobile phones.
iii. The data, when captured and submitted to the main server, is automatically plotted on
Google maps which can be utilized to analyze crime trends in the province.
iv. All pictures of crime scenes, militants, dacoits or robbers are geo tagged and sent,
through internet using WIFI or Edge, to the main database.

44
 v. The main categories of crime and criminals included in the Android application are:
murder, suicide, IED, Militants, robbery/robbers, key points, vulnerable places, vital
government places, sensitive villages, etc.

2.17.20 Criminal Record Verification system (CRVS)

i. The KP Police has developed and launched a centralized database of First information
Report (FIR) record of all the Police stations in the province.
ii. The FIR can be searched through Computerized National Identity Card CNIC number
and string of name, father name and address of he person using mobile phones.

The new initiative has greatly enhanced real time verification capabilities of the Police
department which will lead to improved investigations and interrogations (“Khyber
Pakhtunkhwa Police - Official Portal,” 2017).

45
 CHAPTER 3

RESEARCH METHODOLOGY

Research methodology is an important part of research process in which researcher draw a clear
guide line about how to carry out a research study in social sciences. Research design is
formulated in the light of aims and objectives of the research study (Marvasti, 2004).

Therefore, this study followed the methodological rules and technicality as well, which was the
need for ensuring of validity and reliability. This study was quantitative in nature.

3.1) Universe of the study

This study is being conducted focusing mainly on the reform introduced in the Police
Department of Khyber Pakhtunkhwa. For this purposes random sampling was conducted for
receiving the respondent of the police officers for the assessment of the targeted reforms.

3.2) Research objectives

 To study the various reforms introduced in the Police department of Khyber

Pakhtunkhwa.
 To asses the impacts of these reforms on the performance of Police department Khyber
Pakhtunkhwa.
 To account the hurdles faced by the Police personals in the line of their duty.
 To study the effects of reforms on the working of the Police department efficiency.

3.3) Nature of the respondents

In this study the respondents targeted were police officers not below BPS – 17, for the sake of
getting rich information.

46
3.4) Sample procedure

In order to achieve above mentioned objective of the study, the sampling procedure of the study
is quantitative in nature to have more in depth understanding of the study.

Sampling was conducted randomly for data collection, and all the Officers not blow (BPS-17)
were targeted to get rich information.

3.5) Sample size

Sample size is a matter of debate in social research. An adequate sample is one which can fulfill
the research objectives properly. The sample size for this study is (30-50) respondents to have
more in-depth understanding of the problem.

3.6) Sample technique

In sample technique the Data or the responses of the targeted respondents was gathered through
random sampling.

3.7) Tools of data collection

THE Primary data was collected through a well structured questionnaire consisting of 35 open
and closed ended questios which were duly responded by official of KP Police (BPS17 AND
ABOVE )posted in different districts. The questionnaires were served in formal manner and
questions were explained to all respondents.

3.8) Pre-Testing of research tool

Before starting the data collection process a few questionnaires were tested on respondents for
the purpose of questions accuracy. All the questions were valid, accurate and then total data was
collected by the researcher.

47
3.9) Techniques of data analysis

The research was conducted as the quantitative method and its analysis of data were done by
Statistical Package for the Social Sciences (SPSS).

3.10) Ethical consideration

It is very important and necessary to take care of the ethical consideration of an area or place
while conducting a social research. During the process of data collection the auther followed the
entire determined ethics of social research, during data collection process in the offices of
inspector General , CCPO, and different district police offices. On the request of Chairmen
department of criminology university of Peshawar a proper permission from IG KPK, was
obtaind for collection data. Special permission was then garunted and a proper NOC was issued.

The researcher did not touch any critical issue which opposes the cultural value as well as rules
and discipline of the office. Questionnaire was also checked by some officials of the department
before the data collection. During the process of data collection no force was applied on
respondents for collection of data. Personal information of respondent was remaining
confidential and all respondent were voluntarily participated in this study. Hence this study was
conducted in proper setting and required ethics were strictly observed.

48
 CHAPTER – 4
DATA ANALYSIS
Table 4.1: Rank of the respondents?

Rank of the
respondents Frequency Percent
SP 8 25.8
ASP 3 9.7
DSP 17 54.8
AIG 3 9.7
Total 31 100.0

18
17

16

14

12

10
8
8

4
3 3

0
SP ASP DSP AIG

Explanation:

The above given table No. 4.1 shows that out of total 31 respondents 8 (25.8%)
Superintendent of Police (SP) were selected, 3 (9.7%) respondents were Assistant
Superintendent of Police (ASP), 17 (54.8%) respondents were working as Deputy
Superintendent of Police (DSP) and 3 (9.7%) Deputy Inspector of Police were selected to
collected data according to research objectives.

49
 Table 4.2: Age of the respondents

Age of the
respondents Frequency Percent

25 to 35 years 16 51.6

36 to 45 years 11 35.5

46-55 years 4 12.9

Total 31 100.0

18
16
16

14

12
11

10

6
4
4

0
25 to 35 years 36 to 45 years 46-55 years

Explanation:

Table No. 4.2 shows the age of the respondents. It shows that 16 (51.6%) were in age group
of 25-35 years, 11 (35.5%) were in age group of 36-45 years and the remaining 4 (12.9%)
were 46-55 years old.

50
 Table 4.3: Gender of the respondents?

Age of the Frequency %

respondents

Male 28 90.3%

Female 3 9.7%

Total 25 100.0

30
28

25

20

15

10

5
3

0
Male Female

Explanation:

Table No. 4.3 indicates the gender of the respondents. In this regard out of total 31
respondents majority 28 (90.3%) were male while only 3 (9.7%) respondents were female.

51
52
 Table 4.4: How do you perceive the police reforms introduced so far?

How do you perceive the police

reforms introduced so far Frequency Percent
Useful 31 100.0

Useless 0 0%

Problematic 0 0%

Total 31 100%

31
30

25

20

15

10

0 0
0
Useful Useless Problematic

Explanation:

According to the above given table No. 4.4 in this research work all of the respondents i.e. 31
(100%) were agreed that they perceive the introduced police reforms very useful. This
response is very satisfactory because there was no respondents who was not satisfied with
these reforms. In this question the category of useless and problematic remains blank.

53
Table 4.5: How has the structure and function of the police department improved by the

reforms so far?

structure and function of

the police department Frequency Percent

Became more systematic 25 80.6

Not affected 3 9.7

any other 3 9.7

Total 31 100.0

25
25

20

15

10

5
3 3

0
Became more systematic Not affected any other

Explanation:

Table No. 4.5 shows about the responses regarding the structure and function of the police
department improved by the reforms so far. Table shows that 25 (80.6) stated that after
reforms the structure and function of the police department became more systematic.
According to 3 (9.7%) respondents the structure and function of the police department
improved by the reforms has not affected and it remains same as it was before.

54
Table 4.6: Do the reforms provide for merit based promotions, appointments, transfer etc?

reforms provide for merit based

promotions Frequency Percent
Very Much 11 35.5

Somewhat 17 54.8

Not at all 3 9.7

Total 31 100.0

17

16

14

12
11

10

4
3

0
Very Much Somewhat Not at all

Explanation:

Table No. 4.6 indicates that 11 (35.5%) respondents replied that reforms provided transparency
in merit based promotions, appointments, transfer at very much. 17 (54.8%) respondents marked
at somewhat these reforms improved merit based promotions, appointment and transfer syste,
while 3 (9.7%) were disagreed to the statement.

55
 Table 4.7: The Police order 2002 has effectively ended the dual control system by

separating Police and magistracy? What do you think?

The Police order 2002 has effectively

ended the dual control system by
separating Police and magistracy Frequency Percent
Strongly Agree 22 71.0
Disagree 9 29.0
Any other 0 0
Total 31 100.0

22

20

15

10 9

0
0
Strongly Agree Disagree Any other

Explanation:

According to the above given table No. 4.7, out of total 31 respondents, 22 (71%) were
strongly agreed that the police order 2002 has effectively ended the dual control system by
separating police and magistracy, while 9 (29%) respondents were disagreed.

56
Table 4.8: With the increased autonomy to the police Department, how much has the

accountability of the Police increased?

increased autonomy to the police

Department, accountability of the Police
increased Frequency Percent
Greatly 4 12.9
Equally 19 61.3
Somehow but still lesser. 8 25.8
Total 31 100.0

20 19

18

16

14

12

10
8
8

6
4
4

0
Greatly Equally Somehow but still lesser.

Explanation:
Table 4.8 indicates that 4 (12.9%) respondents stated that with the increased autonomy to the
police department, has greatly increased the accountability of the Police. Majority of the
respondents i.e. 19 (61.3%) respondents replied that due to increased autonomy to the police
department has equally increased the accountability process of police department. On the
other hand 8 (25.8%) respondents were at the opinion that the reforms and increased
autonomy increased the accountality process of police to some extent but still there is a lot of
reforms to be completed.

57
Table 4.9: To which extent do regional police complaint authorities transparently redress

complaints against police excesses?

Regional police complaint

authorities transparently redress
complaints against police excesses Frequency Percent
Greatly 19 61.3

Not very much 10 32.3

Not at all. 2 6.5

Total 31 100.0

19

18

16

14

12
10
10

4
2
2

0
Greatly Not very much Not at all.

Explanation:

The above given tale 4.9 illustrates that 19 (61.3%) respondents were agreed to greatly extent
that regional police complaint authorities transparently redress complaints against police
excesses while 10 respondents rejected the statement and they were not completely agreed to
the statement. Likewise 2 (6.5%) respondents were completed disagreed to the statement.

58
Table 4.10: Complaint cell proceed public voices against victim of crime or violence by

police officers?

Complaint cell proceed public

voices against victim of crime
or violence by police officers Frequency Percent
Agree 28 90.3
Strongly agree 2 6.5
Disagree 1 3.2
Total 31 100.0

28
28

24

20

16

12

4
2
1
0
Agree Strongly agree Disagree

Explanation:

According to table No. 4.10, out of total 31 respondents a majority number of the
respondents i.e. 28 (90.3%) were agreed that complaint cell proceed public voices against
victim of crime or violence by police officers, while 3 (9.7%) respondents were not agreed.

59
 Table 4.11: Special public facilitation center provide relax and friendly environment to

public for lodge their complaints?

Special public facilitation center provide relax and friendly

environment to public for lodge their complaints Frequency Percent
Agree 27 87.1
Strongly agree 4 12.9
Disagree 0 0
Total 31 100.0

27
27

24

21

18

15

12

6
4
3
Agree Strongly agree Disagree

Explanation:

According to the above given table 4.11, when the respondents were asked about the
provision of relax and friendly environment at special public facilitation center to lodge their
complaints.. In this regard 27 (87.1%) respondents were agreed to the statement, while the
remaining 4 (12.9%) respondents were strongly agreed. While there was not respondent in
disagree category.

60
Table 4.12: How do you think the public safety commissions improved the efficiency of
police?

public safety commissions improved

the efficiency of police Frequency Percent
Reduces 3 9.7
Yes 22 71.0
No 6 19.4
Total 31 100.0

22
22

20

18

16

14

12

10

8
6
6

4 3
2

0
Reduces Yes No

Explanation:

Table No. 4.12 indicates the responses about the improvement of efficiency of police due to
public safety commissions. In this regard 3 (9.7%) respondents were at the opinion that the
public safety commissions improved the efficiency of police is reduces, while 22 (71%)
respondents were completely satisfied and they replied that the public safety commissions
greatly improved the efficiency of police. On the other hand 6 (19.4%) respondents were not
agreed to the statement.

61
Table 4.13: Are you Satisfied with the performance of Provincial Public Safety Commission

(PPSC)?

Satisfied with the performance of

Provincial Public Safety
Commission (PPSC) Frequency Percent
Yes 26 83.9
No 5 16.1
Total 31 100.0

26
26
24
22
20
18
16
14
12
10
8
6 5
4
2
0
Yes No

Explanation:

According to table No. 4.13, out of total 31 respondents, 26 (83.9%) were satisfied with the
performance of Provincial Public Safety Commission (PPSC), while 5 (16.1%) respondents
were not satisfied.

62
 Table 4.14: Public safety commission review police performance and review annual

provincial policing plan, enquiries, complaint against senior police officers?

Public safety commission review

police performance and review
annual provincial policing Frequency Percent
Agree 16 51.6%
Disagree 6 19.4%
Neutral 9 29.0%
Total 31 100.0%

16
16

14

12

10
9

6
6

0
Agree Disagree Neutral

Explanation:
Table 4.14 explores the responses of the respondents’ satisfaction level regarding the statement
i.e. Public safety commission review police performance and review annual provincial policing
plan, enquiries, complaint against senior police officers. In this regard out of total 16 (51.6%)
respondents were agreed to the statement. 9 (29%) were neutral minded. On the other hand 6
(19.6%) respondents were disagreed and they replied that public safety commission don’t review
police performance and neither review annual provincial policing plan, enquiries, complaint
against senior police officers.

63
 Table 4.15: How do you perceive in the police administration working in KPK at

present?

you perceive
in the police
administratio
n working in
KPK at
present Frequency Percent
Good 17 54.8
Need Reforms. 14 45.2
Total 31 100.0

18
17

16
14
14

12

10

0
Good Need Reforms.

Explanation:
According to table No. 4.15, out of total 31 respondents 17 (54.8%) respondents replied that they

positively perceived in the police administration working in KPK at present, while the remaining

14 (45.2%) respondents were at the opinion that still there is a lot of work required for further

improvement in police department.

64
Table No. 4.16: With the enactment of KP levies Force Act 2019, how do you think is the
police administration effected?

KP levies Force Act 2019, how do you

think is the police administration effected Frequency Percent

Positively 18 58.1

Negatively 13 41.9

Total 31 100.0

18
18

16

14
13

12

10

0
Positively Negatively

Explanation:

The above given table No. 4.16 shows that 18 (58.1%) respondents replied that with the
enactment of KP levies Force Act 2019, the police administration effected positively,
while 13 (41.98%) were satisfied with the With the enactment of KP levies Force Act
2019.

65
 Table No. 4.17: If negatively then?

If negatively then Frequency Percent

It is burdensome financially 2 15.38%
It creates issues of discipline and
11 84.62%
training
Total 13 100.0

12
11

10

2
2

0
It is burdensome financially It creates issues of discipline and training

Explanation:

According to the above given table No. 4.17, out of total 13 unsatisfied respondents with the
enactment of KP levies Force Act 2019, 2 (15.38) respondents shows the causes behind their
satisfaction as it is burdensome financially, while the majority number of the respondents i.e. 11
(84.62%) were at the opinion that enactment of KP levies Force Act 2019 creates issues of
discipline and training

66
 Table No. 4.18: It is asserted that Police Order 2002 has minimized Political

influence in the police department. To what extent in your perception is political

influence minimized?

To what extent in your

perception is political
influence minimized Frequency Percent
Greatly 4 12.9
Somewhat 27 87.1
Total 31 100.0

27
27

24

21

18

15

12

6
4
3

0
Greatly Somewhat

Explanation:

Table No. 4.18 explores that 4 (12.9%) respondents were greatly agreed that that Police Order

2002 has minimized Political influence in the police department, while majority of the

respondents i.e. 27 (87.1%) were agreed to the statement to some extent.

67
 Table No. 4.19: In practice, has political influence really been reduced?

political influence really been

reduced Frequency Percent
Yes 18 58.1
No 13 41.9
Total 31 100.0

18
18

16

14
13

12

10

0
Yes No

Explanation:

According to the above table No. 4.19, out of 31 respondents, 18 (58.1%) were agreed that in
practice, political influence really been reduced in police department. While 13 (41.9%) were not
agreed to the statement and they replied that still, there is a lot of political influence in
department.

68
 Table No. 4.20: If no, then how much interference is there from the politician?

Interference is there from the

politician Frequency Percent
Greatly 6 46.15%
Somewhat 7 53.84%
Total 13 100.0

7
7

6
6

0
Greatly Somewhat

Explanation:

The above table 4.20 explores the respondent’s opinion regarding the political interference in
police department. As table 4.19 showed that 13 respondents were unsatisfied. In this regard 6
(46.15%) respondents replied that politicians interferes in police duties at greatly extent. While 7
(53.84%) respondents agreed to somewhat extent. And they were facing political interference
situation on some occasions.

69
 Table No. 4.21: Is there any institutional interference in the police department?

any institutional
interference in the police
department Frequency Percent
Yes 11 35.5
No 20 64.5
Total 31 100.0

20
20

18

16

14

12 11

10

0
Yes No

Explanation:

According to table No. 4.21 when the respondents were asked about the institutional
interference in police department 11 (35.5%) respondents replied “Yes” there is institutional
interference in police department. While majority respondents i.e. 20 (64.5%) respondents
were not agreed to the statement and they replied that there is no institutional interference in
police department.

70
 Table No. 4.22: Have you ever been influenced by a political party

Ever been
influenced by a Frequenc
political party y Percent
Yes 9 29.0
No 22 71.0
Total 31 100.0

22
22

20

18

16

14

12

10 9
8

0
Yes No

Explanation:

Table No. 4.22 illustrates that only 9 (29%) respondent was agreed that they have been

influenced by a political party during duty time. While majority of the respondents i.e.22 (71%)

are not influenced by any political party / person.

71
 Table No. 4.23: How the penalties applied in the police Act of 2017?

penalties applied in
the police Act of 2017 Frequency Percent
Uniformly without
11 35.5
exception
Selectively when the
16 51.6
case in a celebrated one
Only rarely 4 12.9
Total 31 100.0

16
16

14

12
11

10

4
4

0
Uniformly without exception Selectively when the case in a celebrated one Only rarely

Explanation:

The above given table 4.23 reveals that 11 (35.5%) police officials responded that penalties

applied in the Police Act 2017 uniformly without exception. 16 (51.6%) respondents were at the

opinion that selectively when the case is a celebrated one, penalties applied in the Police Act of

2017. While the remaining 4 (12.9%) respondents were at the opinion “only rarely”.

72
 Table No. 4.24: To what extent do you think that the crime pattern has been changed by

the police reforms?

crime pattern has

been changed by the
police reforms Frequency Percent
Decreased 26 83.9
Increased 3 9.7
Decreased but of a non
2 6.5
tradition nature
Total 31 100.0

26
26
24
22
20
18
16
14
12
10
8
6
4 3
2
2
0
Decreased Increased Decreased but of a non tradition nature

Explanation:

According to table No. 4.24 out of total 31 respondents 26 (83.9%) stated that crime pattern has

been decreased due to police reforms. 3 (9.7%) respondents replied that crime pattern has

increased with police reforms. While 2 (6.5%) officials stated the due to police reforms, crime

pattern is decreased but of a non-tradition nature.

73
Table 4.25: DRC’s were introduced for community based resolution of disputes. How much

are the disputing parties obliged by the Council’s decisions?

disputing parties obliged by

the Council’s decisions Frequency Percent

To great extent 15 48.4

To some extent 16 51.6

Total 31 100.0

16
16
15

14

12

10

0
To great extent To some extent

Explanation:

According to the above given table No. 4.25, out of total 31 respondents 15 (48.4%) were agreed

to great extent that introduced DRC’s for community based resolution of disputes are the

disputing parties obliged by the Council’s decisions. While 16 (51.6%) were agreed to some

extent.

74
Table No. 4.26: Dispute resolution council works for resolving local conflict among public?

Dispute resolution council works for

resolving local conflict among public Frequency Percent
Agree 28 90.3
Strongly agree 3 9.7
Total 31 100.0

28
28
26
24
22
20
18
16
14
12
10
8
6
4 3
2
0
Agree Strongly agree

Explanation:

Table No. 4.26 illustrated that all of the respondents were agreed that dispute resolution council
works for resolving local conflict among public. Table further explains that this regard (28%)
respondents were agreed and 3 (9.7%) were strongly agreed to the statement.

75
Table No. 4.27: Do you think that the community based policing, Public Accountability and

the IT initiatives have unduly complicated the police Job?

Community based policing, Public

Accountability and the IT initiatives have unduly
complicated the police Job Frequency Percent
Complicated 2 6.5
Not complicated 4 12.9
Made easy 25 80.6
Total 31 100.0

25
24

22

20

18

16

14

12

10

6
4
4
2
2

0
Complicated Not complicated Made easy

Explanation:

The above given table No. 4.27 explores that 2 (6.5%) respondents were at the opinion that the
community based policing, public accountability and the IT initiatives have complicated the
police job. 4 (12.9%) respondents stated that the community based policing, public
accountability and the IT initiatives haven’t complicated the police Job. While majority of the
respondents i.e. 25 (80%) responded that the police job is made easy due to community based
policing, public accountability and the IT initiatives.

76
 Table No. 4.28: Accountability commission holds corrupt police officers accountable

Accountability commission holds

corrupt police officers accountable Frequency Percent
Agree 24 77.4
Strongly agree 4 12.9
Disagree 3 9.7
Total 31 100.0

24
24

21

18

15

12

6
4
3
3

0
Agree Strongly agree Disagree

Explanation:

Table No. 4.28 indicates that 24 (77.4%) respondents were agreed and 4 (12.9%) were strongly
agreed that accountability commission holds corrupt police officers accountable. While only 3
(9.7%) respondents were disagreed to the statement.

77
 Table No. 4.29: Internal accountability branch hold corrupt police officers accountable.

Internal accountability branch hold

corrupt police officers accountable Frequency Percent
Agree 24 77.4
Strongly agree 3 9.7
Disagree 4 12.9
Total 31 100.0

24
24

21

18

15

12

6
4
3
3

0
Agree Strongly agree Disagree

Explanation:

According to the above given table 4.29, out of total 31 respondents 24 (77.4%) were agreed that
internal accountability branch hold corrupt police officers accountable. In this regard 3 (9.7%)
respondents were also strongly agreed to the statement, while only 4 (12.9%) respondents were
disagreed.

78
 Table No. 4.30: Anti-terrorist force reduced terrorist attacks in Khyber Pukhtunkhwa.

Anti-terrorist force reduced terrorist

attacks in Khyber Pukhtunkhwa Frequency Percent
Agree 21 67.7
Strongly agree 9 29.0
Disagree 1 3.2
Total 31 100.0

21
21

18

15

12

9
9

3
1

0
Agree Strongly agree Disagree

Explanation:

According to data analysis table No. 4.30, out of total 31 respondents only 1 3.28%) respondents
replied that anti-terrorist force are unable to reduced terrorist attacks in Khyber Pukhtunkhwa.
While majority respondents i.e. 21 (67.7%) were agreed and 9 (29%) are in favour in KPK anti-
terrorist force’s role in reducing terrorist attacks in Khyber Pukhtunkhwa.

79
 Table No. 4.31: Rapid response force consists of highly motivated, trained police unites to

react and response in events of organized armed assault by terrorist or in hostage

situations

Rapid response force consists of highly

motivated, trained police unites Frequency Percent

Agree 21 67.7

Strongly agree 10 32.3

Total 31 100.0

21
21

18

15

12
10

0
Agree Strongly agree

Explanation:

Table No. 4.31 illustrates that 21 (67.7%) respondents replied that rapid response force consists

of highly motivated, trained police unites to react and response in events of organized armed

assault by terrorist or in hostage situations. The remaining 10 (32.3%) respondents were strongly

agree to the statement.

80
Table No. 4.32: Special combat unit (SCU) is equipped with sophisticated weapons and well

trained force

Special combat unit (SCU) is

equipped with sophisticated weapons
and well trained force Frequency Percent
Agree 19 61.3

Strongly agree 12 38.7

Total 31 100.0

19

18

16

14
12
12

10

0
Agree Strongly agree

Series 1

Explanation:

According to the above given table No. 4.32, when the respondents were asked about the

equipments and training of Special Combat Unit (SCU) all of the respondents i.e. 19 (61.3%)

agreed and 12 (38.7%) respondents were found strongly agreed to the statement and they stated

that Special combat unit (SCU) is equipped with sophisticated weapons and well trained force.

81
 Table No. 4.33: Elite women commandos are utilized in raids and strike operations

carried out in urban hideouts of militants?

Elite women commandos are utilized in

raids and strike operations carried out
Frequency Percent
in urban hideouts of militants
Agree 24 77.4

Strongly agree 5 16.1

Disagree 2 6.5

Total 31 100.0

24
24

21

18

15

12

6 5

3 2

0
Agree Strongly agree Disagree

Explanation:

Table No. 4.33 explores that 29 (93.5%) respondents were agreed/strongly agreed to the
statement that elite women commandos should be utilized in raids and strike operations carried
out in urban hideouts of militants. In this regard only 2 (6.5%) were disagreed.

82
Table No. 4.34: KP Police is nowadays well, skillful, and competitive and well professional

force

KP Police is nowadays well,

skillful, and competitive
and well professional force Frequency Percent
Agree 22 71.0

Strongly agree 8 25.8

Disagree 1 3.2

Total 31 100.0

22
22

20

18

16

14

12

10
8
8

2 1
0
Agree Strongly agree Disagree

Explanation:

Table No. 4.34 illustrates that out of total 31 respondents 22 (44%) were completed agreed that
KP Police is nowadays well, skillful, and competitive and well professional force, while 8
(25.8%) respondents were strongly agreed in this regard and the remaining 1 (3.2%) respondents
were disagreed..

83
 Table No. 4.35: What is your opinion in the main problem of the police department and
how then problem can be overcome?

What is your opinion in the main problem

of the police department and how then
problem can be overcome? Frequency Percent
Political and institutional interference 10 32.3
Lack of community policing 10 32.3
Lack of professional trainings and legal
5 16.1
understanding
Lack of modern gadgetries and equipment’s 6 19.4
Total 31 100.0

10 10
10
9
8
7 6
6 5
5
4
3
2
1
0
ng

t ’s
e

g
nc

in

di

en
lic
re

an

pm
rfe

po

st
er

ui
te

i ty

eq
nd
in

un

lu

nd
l
na

ga

sa
om
tio

le

e
tu

tri
d
of
sti

an

e
dg
in

ck

s
ng
La

ga
d
an

ni

n
i

er
l

tra
ca

od
liti

m
na
Po

io

of
s

ck
es

La
of
pr
of
ck
La

Explanation:

Table No. 4.35 explores that 10 (32.3%) respondents were at the opinion that political and
institutional interference is the main problem of the police department, 10 (32.3%) responded as
lack of community policing is the major problem of police department. Table further shows that
5 (16.1%) respondents marked lack of professional trainings and legal understanding, while the
remaining 6 (19.4%) highlighted the lack of modern gadgetries and equipment’s as main
problem in police department.

84
 CHAPTER 5

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary

During this research work the police officials of grades 17 to 21 were included. Through a well-
structured questions the opinion of DIG, SP, ASP and DSP were analyzed. The researcher
analyzed that all of the respondents were satisfied with reforms in police department. In this
regard that responded that they perceive the introduced police reforms very useful. Study also
reveals that majority of police officials were at the opinion that after reforms the structure and
function of the police department became more systematic. Likewise the respondents also shared
their views positively regarding the improvement of merit-based promotions, appointment and
transfer style after reforms. Furthermore the police officials were strongly agreed that the police
order 2002 has effectively ended the dual control system by separating police and magistracy.
The researcher also analyzed that majority respondents replied that due to increased autonomy to
the police department has equally increased the accountability process of police department. It is
also satisfactory point that respondents were agreed to greatly extent that regional police
complaint authorities transparently redress complaints against police excesses. Regarding the
complaint cell effectiveness the responses were also much satisfactory because the police
officials illustrated that complaint cell proceed public voices against victim of crime or
violence by police officers. On the other hand some police officers were also at the opinion
that the community based policing, public accountability and the IT initiatives have complicated
the police job. This point is one of revisable point that was explored during this research work.
The questions related to the role of ATF (Anti-Terrorist Force) the respondents were in favour
that in KPK anti-terrorist force played a vital role in reducing terrorist attacks in Khyber
Pukhtunkhwa.

85
The result indicated that there was improvement in service delivery in terms of responsiveness,
professionalism and accessibility and views on ways to improve service delivery indicated that
improving the working conditions, building capacity of officers and increasing salary were key
factors. Police capacity-building programs are driven by the objectives defined under the reforms
agenda and the approach taken should be in reference to organization priorities and
sustainability. The analysis of this study indicated that the police reforms remained a macro
phenomena, where although the micro structures are taken into consideration but are not fully
integrated in legislation. A decision to embark on large-scale reform involves internal
organizational changes that demand marked different structures and performances from officers.
The corruption and abuse endemic to the Pakistani law enforcement system are often described
as “thana culture,” after the Urdu word for police station. Many police officers told during the
data collection that abuses can often be explained, if not justified, by the considerable pressures
placed upon them. They listed organizational shortcomings, inadequate training and resources,
lack of requisite funds, poor working conditions, and lack of coordination with other law
enforcement agencies as obstacles to transparency and accountability within the police force.

5.2 Conclusion

An effective police force is critical to countering insurgency. In Pakistan, an understaffed and

underequipped police force is increasingly called on to manage rising insecurity and militant
violence. The capacity of the Pakistan Police Service to deliver on all these fronts is severely
diminished by political manipulation, the lack of forensic services, inadequate training and
equipment, corruption, and weaknesses in the judicial sphere. Disconnect and lack of
coordination between numerous kinds of policing and intelligence organizations are major
hurdles on the path leading to collective strategizing and formation of central yet decentralized
policing system. Pakistan’s law enforcement and police system is by no means too flawed to fix.
Moreover, at least within the police service, there is a discernible desire to improve performance.
In comparative terms, better performance by the National Motorway Police (Highways Police)
and the laudable performance of Pakistani police officers and junior officials while serving in
various UN peacekeeping operations also show promise. In a nutshell, the conclusions of the
study are that police reforms process have not been devolved to station level thereby effects of
these reforms on service delivery cannot be wholesomely deduced. Secondly, managerial

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structures need to be restructured in accordance with devolved systems and given autonomy on
operations and use of resources. Thirdly, police culture need to be refined and new values
inculcated to officers through efforts such as training on human rights, to enhance good public
relation. Despite the little that had been achieved since reforms started, service delivery has
improved in terms of responsiveness, accountability and professionalism and continued
improvement of the officers working conditions and better pay will go a long way in ensuring
good service delivery.

5.3 Recommendations

Policing remains a challenging task in any society. Only a well equipped, morally
upright, physically fit, honest and apolitical police force with internal high morale can ensure a
peaceful society. Some of the recommendations are proffered for consideration by the policy
makers.
Apolitical Police.
The police force has to be free from all kinds of influences, inter-alia political influence,
to immediately overhaul policing. The political elite should not have any leverage on enrolment,
postings, transfers and functioning of the police force. The Inspector General Police of any
province should only seek guidelines with regard to maintenance of law and order from
respective province’s Chief Minister. For zero-tolerance in violating merit, an oversight
mechanism may be instituted in each province for recruitment, postings and financial aspects.
This high powered mechanism could consist of members from multiple backgrounds including
representatives from government, judiciary, armed forces, civil society, subject specialists and
retired police officers.
Checks and Balances.
Strong checks and balances coupled with a policy of reward and punishment should
become the norm in police. Like armed forces, all police officials should be assured that their
postings, transfers, courses, career planning would be merit based. It could be done by
independent bodies a step in the right direction has already been taken by the Khyber
Pakhtunkhwa police, where recruitment and promotion examination have been outsourced to
Educational Testing and Evaluation Agency (ETEA).
Police Station Reforms.

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 Police station is public face of any police system. Police culture has to be addressed by
addressing common complaints against police such as attitudes, behavior, arrogance, corruption,
burking and mitigation, etc.
Command and Control Centre.
A state of the art command and control centre to be established for central monitoring of
the Safe City Projects. Expert police supervisor officers are positioned here for coordination the
activities of the law enforcing agencies such as the fire department, rescue 1122, civil defense,
hospital authorities, etc.
Investigations.
Investigation backed by scientific aid and forensic support is needed as top priority.
Provinces should get state of the art forensic science laboratories for quick and authentic
investigations. The investigation branch needs to be split into specialized segments for carrying
out investigations of cyber crime, terrorism and cases against property etc.
Coordinating with Prosecutors.
Investigators and prosecutors share the responsibility of a fair, just and thorough
investigation which should lead to better and easy access to justice for victims. This can be
achieved through close coordination between police investigators and prosecutors from the very
start of the investigation process. Prosecution Coordination Units (PCU) can liaise with
investigation units of police stations. Early investigative advice, assistance and support could
lead to better and stronger cases.
Human Resource Development (HRD)
Emphasis needs to be laid on quality rather than quantity with regard to police personnel.
Additional police numbers become meaningless if quality services are not being delivered. The
Khyber Pakhtunkhwa police an be cited as a case point.
Revamping Police Training.
Recently some progressive changes have been witnessed in police training with the
introduction of new curricula, revision of the old one and bringing changes in both methodology
and content. Currently, the emphasis is on physical training, which is a paradigm shift towards
improving attitudes and developing professional skills. There is a further, need to concentrate on
enhancing critical capabilities of police officers, focusing on areas like changing organizational
culture, promoting community responsiveness, gender response, policing and human rights

88
compliant policing. The police training infrastructure coming up at Nowshera, Khyber
Pakhtunkhwa and other places in the country could be utilized for providing the above courses. It
is the junior ranks which form the bulk of the police service. The police leadership therefore
needs to focus on capacity building of the junior officers. This can be achieved through
increasing the current training institutions, establishing one each at every range headquarters, and
providing incentives to the trainers so that outstanding police officers are attracted and posted as
trainers on the pattern of Armed forces.
Gender Responsive Policing.
The female police officers are less than 1% of the total police. There is a need to increase
their numbers and gradually assign them roles commensurate with their capacity. The number of
the women police ought to be increased to at least one third of the total police. The induction of
women in police will help soften its image and cater for the needs of women in our society. The
women police can play effective role in gender based violence, domestic violence, juvenile
offences and sexual harassment at work and public places.
Upholding Rule of Law and Human Rights.
Unlawful arrest, detention, torture and forced confessions in police custody are some of
the gross violations of human rights that the police frequently resort to. Any complaint of human
rights violation must be properly documented and investigated. There may be oversight bodies
both at the district and provincial levels with a mandate to take cognizance of the excesses of
police and to safeguard public interests.
Service Limit.
The maximum age limit for serving in police should be 50 years. Police officials who are needed
to perform on the ground, including dealing with hard core terrorists, have to be physically agile.
Pay and Allowances.
Pay and allowances of police officials should be high enough to meet their domestic
responsibilities in a befitting manner. They should have their own housing schemes, schools, free
food, conveyance and clubs for keeping them free of domestic tensions.
Job and Tenure Security.
All police officials should have security of job and tenure. An ideal posting tenure of 2-3
years would likely make the police officials understand the dynamics of their areas of
responsibilities for making strategies and plans against law breakers.

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Capacity Balding.
Equipping police with latest weapons with high kill probability is a must. Terrorists
maintain highly advanced weapons which could only be countered if they are outnumbered not
only in quantity but also in quality. Tracking equipment for investigating branch is also required
on top priority. In addition, latest forensic equipment and techniques have to be made part and
parcel of the investigation branch.
Citizen Report Cards (CRC).
The CRC can be utilized for social audit and social accountability purpose. CRC or
community scorecard could be an innovative tool to develop effective social accountability
mechanisms and evaluating the performance of police services.
E-Policing.
Expanding the use of information technology to police systems should also be a priority.
All provincial governments must have a high tech complaint receiving mechanism. People
should be able to register and track their FIRs.
Media Strategy.
In an era of multi-media, a proactive media strategy, which projects an image of an image
of an impartial, well equipped and professional police force, should be undertaken. The best
practices being followed by Pakistan armed forces’ Inter Services Public Relations (ISPR)
department could be followed in this regard.

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 Questionnaire
(POLICE REFORMS AND ITS IMPACT ON IMPROVING THE
EFFICIENCY OF POLICE DEPARTMENT IN KP)
Objective of the Research
 To study the various reforms introduced into the Police department of Khyber
Pakhtunkhwa.
 To know about the impacts of these reforms on the performance of Police department
Khyber Pakhtunkhwa.
 To identify the hurdles faced by the Police personals in the line of their duty.
 To find out the effects of reforms on the working of the Police department efficiency.
DEMOGRAPHIC INFORMATION
Respondent No.
Age: ___________________
(a) 25 to 35 (b) 36 to 45 (c) 46 to 55 (d) Above 55
Gender: ___________________
(a)Male (b) Female
Qualification: ___________________
Rank & Designation: ___________________
1. How do you perceive the police reforms introduced so far?
i. Useful ii. Useless iii. Problematic
2. How has the structure and function of the police department improved by the reforms so
far?
i. Became more systematic ii. Not affected iii. Complicated iv. any other
3. Do the reforms provide for merit based promotions, appointments, transfer etc.
i. Very Much ii. Somewhat iii. Not at all.
4. The Police order 2002 has effectively ended the dual control system by separating Police
and magistracy? What do you think?
i. Strongly Agree ii. Disagree iii. Any other
5. With the increased autonomy to the police Department, how much has the
Accountability of the Police increased?
i. Greatly ii. Equally iii. Somehow but still lesser.

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 6. To which extent do regional police complaint authorities transparently redress
complaints against police excesses?
i. Greatly ii. Not very much iii. Not at all.
7. Complaint cell proceed public voices against victim of crime or violence by police
officers?
i. Agree ii. Strongly agree iii. Disagree
8. Special public facilitation center provide relax and friendly environment to public for
lodge their complaints?
i. Agree ii. Strongly agree iii. Disagree
9. How do you think the public safety commissions improved the efficiency of police?
i. Reduces ii. Yes iii. No
10. Are you Satisfied with the performance of Provincial Public Safety Commission (PPSC)
i. Yes ii. No
11. Public safety commission review police performance and review annual provincial
policing plan, enquiries, complaint against senior police officers?
i. Agree ii. Disagree iii. Neutral
12. How do you perceive in the police administration working in KPK at present?
i. Good ii. Poor iii. Need Reforms.
13. With the enactment of KP levies Force Act 2019, how do you think is the police
administration effected?
i. Positively ii. Negatively
14. If negatively then
i. It is burdensome financially. ii. It creates organizational issues
iii. It creates issues of discipline and training iv. Any other
15. It is asserted that Police Order 2002 has minimized Political influence in the police
department. To what extent in your perception is political influence minimized?
i. Greatly. Ii. Somewhat ii. Only minimally.
16. In practice, has political influence really been reduced?
i. Yes ii. No
17. If no, then how much interference is there from the politician?
i. Greatly ii. Somewhat iii. Only minimally.

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18. Is there any institutional interference in the police department i. Yes ii.No
19. If yes then how can it be ended effectively?
i. Through federal legislature ii. Through provincial legislature
ii. Any other way
20. Have you ever been influenced by a political party?
i. Yes ii. No
21. How the penalties applied in the police Act of 2017?
i. Uniformly without exception ii. Selectively when the case in a celebrated
one iii. Only rarely.
22. To what extent do you think that the crime pattern has been changed by the police
reforms.
i. Decreased ii. Increased iii. Decreased but of a non tradition nature.
23. With the evolving pattern of crimes, how much do the reforms provide for effective
mechanisms to control crimes?
i. Adequately. ii. Not sufficiently iii. Very poorly.
24. The IT initiatives taken by the KPK Police were deemed to prevent crimes regarding
misuse of technology. How much do you think the IT initiatives are successful in this
regard.
i. Very Much ii. Only somewhat iii. Faild
25. DRC’s were introduced for community based resolution of disputes. How much are the
disputing parties obliged by the Council’s decisions?
i. To great extent ii. To some extent iii. Not at all.
26. Dispute resolution council works for resolving local conflict among public?
i. Agree ii. Strongly agree iii. Disagree
27. Do you think that the community based policing, Public Accountability and the IT
initiatives have unduly complicated the police Job?
i. Complicated ii. Not complicated iii. Made easy
28. Accountability commission holds corrupt police officers accountable?
i. Agree ii. Strongly agree iii. Disagree
29. Internal accountability branch hold corrupt police officers accountable?
i. Agree ii. Strongly agree iii. Disagree

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 30. Anti-terrorist force reduced terrorist attacks in Khyber Pukhtunkhwa?
i. Agree ii. Strongly agree iii. Disagree
31. Rapid response force consists of highly motivated, trained police unites to react and
response in events of organized armed assault by terrorist or in hostage situations?
i. Agree ii. Strongly agree iii. Disagree
32. Special combat unit (SCU) is equipped with sophisticated weapons and well trained
force?
i. Agree ii. Strongly agree iii. Disagree
33. Elite women commandos are utilized in raids and strike operations carried out in urban
hideouts of militants?
i. Agree ii. Strongly agree iii. Disagree
34. KP Police is nowadays well, skillful, and competitive and well professional force?
i. Agree ii. Strongly agree iii. Disagree
35. What is your opinion in the main problem of the police department and how then
problem can be overcome
i. Political and institutional interference
ii. Lack of community policing
iii. Lack of professional trainings and legal understanding
iv. Lack of modern gadgetries and equipments
Suggestion
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
_________________________________________________________________.

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