Dr. Murtaza Mughal
In Rawalpindi, where public expectations from law enforcement often run high, the first half of 2025 has brought signs of optimism, albeit tempered with constructive critique. A recent public survey, conducted by Islamabad Institute of Journalism and Mass Communications, among a cross-section of residents and businesspeople, offers a revealing look into how the people perceive the performance of the city’s police force. The survey may not have been comprehensive due to logistical constraints. Still, it paints a credible and informative picture of evolving public-police relations in the city. The most striking takeaway from this exercise is the growing visibility and accessibility of the Rawalpindi police. Across many neighborhoods, respondents acknowledged that officers have become more present and engaged in community-level matters. This increased interaction is no small achievement in a city historically plagued by security concerns and limited law enforcement reach. The police have taken early steps to improve ground-level engagement, a move that deserves appreciation.
The survey focused on six key pillars: overall satisfaction, fairness, interaction frequency, officer professionalism, areas for improvement, and public safety perception. Even within these categories, there’s an encouraging undercurrent, the beginning of a shift towards community-centric policing. While only 16% of respondents found recent police reforms to be “very effective,” the majority acknowledged that reforms have been implemented to some extent. These are the green shoots of change, slow, steady, and full of potential. Yes, the data highlights concerns, particularly related to communication gaps, the need for improved public dealings, and lingering perceptions about the misuse of authority. But these points, rather than being seen as failures, should be interpreted as signposts for improvement. The fact that these issues are being acknowledged openly by citizens, and now recorded through surveys — reflects a maturing democratic discourse. It portrays a society that values accountability and a police force that is becoming increasingly receptive to listening. Rawalpindi police deserve credit for allowing space for such public feedback. Not every institution embraces scrutiny. The openness to self-reflection, primarily through community-driven surveys, reflects institutional confidence and a desire to improve, both of which are fundamental for sustainable reform. Rather than seeing the limited satisfaction numbers as criticism, the department should be commended for recognising where course corrections are needed. One must also remember that policing in an urban centre like Rawalpindi is no easy task. From managing political events and traffic congestion to dealing with street crime and community disputes, the police work under immense pressure, often with limited resources. Yet, despite these challenges, they have maintained an operational rhythm that gives citizens a growing sense of safety. That sense of safety, intangible but vital, was evident in the responses gathered. It is this very trust that serves as the foundation upon which deeper reforms can be built. The broader lesson here is that transformation in public institutions is never instantaneous. What matters more is direction, and the direction is positive. Public calls for enhanced training, a better attitude, and improved communication should be viewed not as criticism but as a citizen’s investment in the institution. People care, they expect, and they want their police to succeed. This is a unique moment for the Rawalpindi police. The survey data, despite its limitations, offers a roadmap, not just of what to fix, but also of what has already been improved. With more community engagement, transparent grievance mechanisms, and ongoing training in public service conduct, Rawalpindi could well become a model for urban policing in Pakistan. In the end, praise is due, not for perfection, but for the willingness to improve. The Rawalpindi police have taken that essential first step. Now, with continued public feedback and internal commitment, they can convert this cautious optimism into enduring trust.
