Today Date: 17th September 2026
The Bangladesh Police, as it exists today, was originally organized under the Police Act of 1861 (Act V of 1861). It remains a centralized force, a legacy of its colonial past. Despite population growth, industrialization, and socio-economic developments, the police structure has largely remained unchanged, with only minor adjustments over the years. The Police Act of 1861 continues to govern the organization’s recruitment, powers, and operational functions.
Over the years, numerous government-appointed committees and commissions have been formed to address issues within the police force and recommend improvements. In October 1902, Lord Curzon initiated a Police Commission to identify challenges and propose reforms, with specific recommendations on recruitment and training subsequently implemented. Additional recommendations were introduced following the Blandy-Gordon Committee Report in 1937. However, World War II delayed further reform efforts. Later, in 1953, the East Bengal Police Committee, chaired by Justice Shahabuddin, reviewed various aspects of police operations to enhance performance, though significant action by the government to improve the force’s effectiveness was lacking. A comprehensive inquiry into police operations was later conducted by a commission led by Justice B.G. Constantine in 1960–61, and some of its recommendations were adopted for implementation. However, a subsequent Police Commission in 1969, led by Major General A.O. Mitha, saw its proposals go unimplemented.
After the liberation of Bangladesh in 1971, Bangladesh Police encountered problems in respect of manpower, logistics, and equipment. The Bangladesh Police started its journey based on the foundation of the Provincial Police of East Pakistan.
Since 1976, various government-initiated committees in Bangladesh have made key policy recommendations to enhance police professionalism, efficiency, and effectiveness. The Law Committee in 1976 suggested foundational changes, including a dedicated prosecutorial cadre, a Police Staff College, and regional Forensic Science Laboratories. In 1977, a committee led by former Inspector General Mr. A.M.A. Kabir focused on expanding and modernizing police training, though its recommendations were not implemented. The Criminal Law Reforms Committee of 1982 chaired by Cabinet Secretary Mr. Mahbubuzzaman, reiterated the need for a separate cadre of prosecuting officers and proposed separating investigative and crime control duties. Subsequent reforms in the early 1980s, guided by the Enam Committee and the 1984 Administrative Reforms, expanded police staffing and elevated key positions to improve operational capacity. In 1986, under Additional Inspector General Mr. Taibuddin Ahmed, another committee assessed organizational challenges, emphasizing modernization in organization, training, and equipment to create a highly professional and responsive police force for Bangladesh.
In 1988, the government established the Police Commission under the leadership of Justice Aminur Rahman Khan, with a broad mandate to examine nearly all aspects of policing and police activities in Bangladesh. The Commission’s findings highlighted key issues undermining police effectiveness, including inadequate manpower, organizational deficiencies, insufficient transport and equipment, and a lack of public trust and cooperation. Additionally, it identified significant barriers to efficiency and professionalism, such as flaws in recruitment policies, inadequate training, flawed promotion procedures, widespread corruption, and weak discipline, supervision, and control. The Commission concluded that addressing these issues would greatly enhance the effectiveness and performance quality of the Bangladeshi police force.
Between 1960 and 1989, several commissions were established to address issues within law enforcement and propose police reforms. However, successive governments largely failed to take meaningful action to implement these recommendations, resulting in only partial adoption of a few proposals. This lack of effective reform has left the police widely perceived as oppressive, corrupt, and abusive.
Subsequently, the Police Reform Program (PRP) in Bangladesh, funded by the UNDP and other international agencies, launched the most extensive and comprehensive study aimed at reforming the Bangladesh Police. PRP has focused on strategic reforms across various domains to enhance law enforcement effectiveness, human resource development, and community relations. Key achievements include drafting and revising crucial legislative frameworks, such as the Draft Police Ordinance, 2007 replacing the Police Act, of 1861, and implementing the first-ever strategic plans for police operations. The PRP has also emphasized human rights, capacity-building in investigation and operations, community policing, gender-sensitive policies, and the integration of advanced ICT infrastructure. Community engagement was strengthened through the establishment of over 52,000 Community Policing Forums (CPFs), which improved local safety and police-community trust. Gender initiatives tripled female police representation and developed gender-sensitive training and facilities. Furthermore, ICT advancements enabled better crime response, including cybercrime detection and biometric tracking, which has transformed service delivery and operational management in Bangladesh Police. However, the Draft Police Ordinance of 2007, which was intended to serve as the foundation for a modern police force, was never implemented.
Although there have been numerous reform initiatives over the years, the core structure and enforcement ethos of the police have remained largely unchanged. This was exposed during the student-led protests in July and August when the police deployed excessive force, resulting in significant loss of life and property.
In light of these events, the current interim government established the Police Reform Commission, a notable effort to address deep-seated issues within the law enforcement structure. This commission seeks to foster greater accountability, professionalism, and public trust through recommended improvements in recruitment, training, and conduct standards. However, as an interim body, the government’s temporary mandate limits the commission’s scope, as sustainable and lasting reforms will require comprehensive legislative support and a long-term commitment from future administrations.
Nonetheless, the commission has attracted criticism for its limited composition. Comprising nine members—four civil bureaucrats, two police officers, one human rights advocate, a law professor, and a student representative—the committee is seen as insufficiently inclusive, lacking representation from other criminal justice professionals such as judges, lawyers, prosecutors, and correctional staff who could provide essential insights. Nevertheless, the commission is expected to mitigate these limitations through focus group discussions and interviews with key stakeholders.
Despite its limitations, the commission has been working actively, sincerely, and diligently. It has now launched a website to collect public feedback through questionnaires. The interim government’s unique position and the strong commitment of the Chief Advisor may provide a rare window of opportunity for police reform aligned with public aspirations, free from the typical resistance of bureaucrats, politicians, or police insiders. However, sustainable reform will ultimately require ownership and endorsement from elected politicians and the future government to ensure enduring progress.
The interim government’s police reform initiative has the potential to be a historic milestone, fostering a system that can stand the test of time. We look forward with hope for the successful implementation of these efforts.
Dr. Md. Motiar Rahman